Vijay Kumar Sodadasi

8/14/2019 Vijay Kumar Sodadasi

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Vijay Kumar SodadasiAsst.Professor HR&OB

GIM GITAM University

www.gitam.edu


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What is motivation?The word Motivation has been derived from a Latin

word movere meaning to move.

It is the willingness of an individual to respondto organizational requirements.Its defines as a general term applying to the

entire class of drives, desires, needs wishes &similar forces that induce an individual or a

group of people at work.


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It can also be defined as a willingness toexpend energy to achieve a goal or a reward.It is a force that activates dormant energies &sets in motion the action of people. It is thefunction that kindles a burning passion foraction among the human beings of anorganization


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What is motivation?It is a process which starts with a

physiological or psychological deficiency orneed that activates or a drive that is

aimed at a goal or incentive.

Needs: are created when there is a

deprivation or deficiency. Here, aphysiological or psychological imbalanceexists.


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Drives or motives: Drives are deficiencies withdirection. They are action oriented & provide athrust towards achieving an incentive or goal.

Incentive orgoal: Attaining an incentive willrestore the balance. After achieving the goal,

needs & drives will be reduced.


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Nature / characteristics of

motivation1. Unending process: human wants keep changing &

increasing.

2. A psychological concept: deals with the human

mind.

3. Whole individual is motivated: as it is based onpsychology of the individual.

4. Motivation may be financial or non-financial:

Financial includes increasing wages, allowance,bonus, perquisites etc.


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Nature / characteristics of

motivation5. Motivation can be positive or negative: positive

motivation means use of incentives - financial ornon-financial. E.g.. confirmation, pay rise, praise

etc. Negative motivation means emphasizingpenalties. It is based on force of fear. E.g..demotion, termination.

6. motivation & job satisfaction are different.Motivation is goal-oriented behavior. Job

satisfaction is the outcome of job performance.


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Physiological

Safety

Social

Esteem

Self-

actualization


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Maslows Hierarchy of

NeedsPhysiologicalIncludes hunger, thirst, shelter and other

bodily needs

SafetyIncludes security and protection from

physical and emotional harm

SocialIncludes affection, belongingness,

acceptance, and friendship


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Maslows Hierarchy of

NeedsEsteemIncludes internal esteem factors such as self-

respect, autonomy, and achievement; and

external esteem factors such as status,recognition, and attention

Self-actualizationThe drive to become what one is capable of

becoming; includes growth, achieving onespotential, and self-fulfillment


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Herzbergs Motivation-

Hygiene TheoryMotivators - the sources of satisfactionIntrinsic factors; content of work Achievement Recognition

Challenging, varied or interesting work

Responsibility

Advancement


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Herzbergs Motivation-

Hygiene TheoryHygiene factors - necessary, but not

sufficient, for healthy adjustment

Extrinsic factors; context of workCompany policy and administrationUnhappy relationship with employee's supervisor Poor interpersonal relations with one's peers Poor working conditions


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Hygiene FactorsHygiene Factors Motivational FactorsMotivational Factors

Quality of supervision Rate of pay Company policies Working conditions

Relations with others Job security

Quality of supervision Rate of pay Company policies Working conditions

Relations with others Job security

Career Advancement

Personal growth

Recognition

Responsibility Achievement

Career Advancement

Personal growth

Recognition

Responsibility Achievement

High HighJob Dissatisfaction Job Satisfaction0

Herzbergs two-factortheory


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Theories of Work

MotivationDouglas Mc Gregory's X & Y theory:

Theory X :

This theory assumes that most people preferto be directed, are not interested inassuming responsibility & want safetyabove all.

Accompanying this philosophy is the beliefthat work is inherently distasteful to mostpeople & people are motivated by money &

the threat of punishment.


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Theories of Work

MotivationManagers who accept Theory X assumptions,

attempt to structure, control & closelysupervise their subordinates.

Theory Y:

This theory assumes that people are not lazy &

unreliable by nature . Man can be self-directed& creative at work, if properly motivated.


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Theories of Work

MotivationManagers who accept this theory, attempt to

help their employees mature, by exposingthem to progressively less control, allowingthem to assume more self-control.

Employees are able to achieve the satisfaction

of social esteem & self-actualization needswith this kind of environment.

Th i f W k


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Theories of WorkMotivation

Theory XTheory X Theory YTheory Y

1. Workers dislike to1. Workers dislike towork by themselves.work by themselves.

1. Workers feel that1. Workers feel thatwork is as natural aswork is as natural asplay.play.

2. Workers are not2. Workers are notready to acceptready to acceptresponsibility.responsibility.

2. Workers are ready to2. Workers are ready toaccept responsibility ifaccept responsibility ifproper motivation isproper motivation is

available to them.available to them.3. Workers prefer to be3. Workers prefer to bedirected by others.directed by others.

3. Workers are directed3. Workers are directedby themselves.by themselves.


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Theories of Work

MotivationTheory XTheory X Theory YTheory Y4. Workers are not4. Workers are notambitious.ambitious.

4. Workers are4. Workers areambitious.ambitious.

5. Workers by nature5. Workers by natureresist change & wantresist change & want

security.security.

5. Workers are ready to5. Workers are ready tocope up with changes.cope up with changes.

6. Workers lack6. Workers lack

creativity & fail to solvecreativity & fail to solveorganizationalorganizationalproblems.problems.

6. Workers have a high6. Workers have a high

degree of creativity &degree of creativity &succeed in solvingsucceed in solvingorganizationalorganizational

problems.problems.


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Theories of Work

MotivationTheory XTheory X Theory YTheory Y7. Focus is on the lower7. Focus is on the lowerlevel needs of workerslevel needs of workers

i.e. physiological &i.e. physiological &safetysafety

7. Focus is on both the7. Focus is on both thelower level needs &lower level needs &

higher level needs ofhigher level needs ofworkers i.e. social,workers i.e. social,esteem & self-esteem & self-actualization.actualization.

8. Strict control is8. Strict control isnecessary to achievenecessary to achieve

organizationalorganizationalobjectives.objectives.

8. Workers exercise self-8. Workers exercise self-control & self-directioncontrol & self-direction

to achieveto achieveorganizationalorganizational

objectives.objectives.


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Theories of Work

MotivationTheory XTheory X Theory YTheory Y9. Authority is not9. Authority is notdelegated.delegated.

9. Authority is9. Authority isdelegated.delegated.

10. Autocratic10. Autocraticleadership is followed.leadership is followed.

10. Democratic10. Democraticleadership is followed.leadership is followed.


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summaryMaslow: Argues that lower-order needs must be satisfied

before one progresses to higher-order needs.

Herzberg: Hygiene factors must be met if person is not to

be dissatisfied. They will not lead to satisfaction,however. Motivators lead to satisfaction.

Maslow: Enjoys wide recognition among practisingmanagers. Most managers are familiar with it.

Herzberg: The popularity of giving workers greater

responsibility for planning and controlling their workcan be attributed to his findings. Shows that morethan one need may operate at the same time.


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Vijay Kumar Sodadasi

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