MOTIVATION

By: Claudine Claudio VIDEO PRESENTATION Para kanino ka bumabangon? OBJECTIVES To understand the basic concepts of motivation. To understand the different theories of motivation. To be motivated in our own little way. DEFINITION OF MOTIVATION Motivation can be defined as the inner propelling force or impetus prompted by an inner persuasion, incentive or reason giving the person the prompting to be energized to act in a certain way. It is the internal drive to accomplish a particular goal. In a work setting, motivation is what makes people want to work. It is the characteristic that helps you achieve your goal. It is the drive that pushes you to work hard. It is the energy that gives you the strength to get up and keep going - even when things are not going your way. From Latin word Movere means to move. It is the willingness of an individual to exert extra effort to achieve a goal- exceeding standards. It serves as the fuel in the fire- Fire would just be fire and will disappear eventually, but when you keep on adding fuel on it, it keeps burning the way it is intended to be. Knowing is not enough we must apply. Willing is not enough we must do.- What breaks the gap between knowing and applying? What breaks the gap between willing and doing? MOTIVATION. When you are motivated, your knowledge will become practices and your willingness will become actions. If you still dont know what motivation is, please take a look at the picture. In short, it is the main reason why you do things accordingly. SUCCESSFUL MOTIVATION It involves: Getting people to do what you want them to do When you want them to do it The way you want them to do it Because they want to do it DID YOU KNOW? Retained motivation is the key to finishing your race with success Those who run in a race all run, but the one who receives the prize run in such a way that you may obtain it.-In the race, all of them run, but the one who receive the prize is much more motivated and determined to get it. NOTHING IS IMPOSSIBLE! The word impossible itself says IM POSSIBLE!

NEEDS THEORY IN MOTIVATION This theory proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order. His premise is that only an unsatisfied need can influence behavior; a satisfied need is not a motivator. Maslow's theory is based on the following two principles: Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived needs. Progression principle: The five needs he identified exist in a hierarchy, which means that a need at any level only comes into play after a lowerlevel need has been satisfied. In his theory, Maslow identified five levels of human needs. Table illustrates these five levels and provides suggestions for satisfying each need.

EQUITY THEORY IN MOTIVATION If we feel are that inputs are fairly rewarded by outputs (the fairness benchmark being subjectively perceived from market norms and other comparable references) then generally we are happier in our work and more motivated to continue inputting at the same level. If we feel that our ratio of inputs to outputs is less beneficial than the ratio enjoyed by referent others, then we become demotivated in relation to our job and employer. People respond to a feeling of inequity in different ways. Equity Theory reminds us that people see themselves and crucially the way they are treated in terms of their surrounding environment, team, system, etc - not in isolation - and so they must be managed and treated accordingly.

EXPECTANCY THEORY IN MOTIVATION This theory is meant to bring together many of the elements of previous theories. It combines the perceptual aspects of equity theory with the behavioral aspects of the other theories. Basically, it comes down to this "equation":

M = E*I*V (motivation = expectancy * instrumentality * valence)

M (motivation) is the amount a person will be motivated by the situation they find themselves in. It is a function of the following. E (expectancy) = The person's perception that effort will result in performance. In other words, the person's assessment of the degree to which effort actually correlates with performance. I (instrumentality) = The person's perception that performance will be rewarded/punished. I.e., the person's assessment of how well the amount of reward correlates with the quality of performance. (Note here that the model is phrased in terms of extrinsic motivation, in that it asks 'what are the chances I'm going to get rewarded if I do good job?'. But for intrinsic situations, we can think of this as asking 'how good will I feel if I can pull this off?'). V(valence) = The perceived strength of the reward or punishment that will result from the performance. If the reward is small, the motivation will be small, even if expectancy and instrumentality are both perfect (high).
GOAL SETTING THEORY IN MOTIVATION In 1960s, Edwin Locke put forward the Goal-setting theory of motivation. This theory states that goal setting is essentially linked to task performance. It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. In simple words, goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in. The important features of goal-setting theory are as follows: o The willingness to work towards attainment of goal is main source of job motivation. Clear, particular and difficult goals are greater motivating factors than easy, general and vague goals. o Specific and clear goals lead to greater output and better performance. Unambiguous, measurable and clear goals accompanied by a deadline for completion avoids misunderstanding. o Goals should be realistic and challenging. This gives an individual a feeling of pride and triumph when he attains them, and sets him up for attainment of next goal. The more challenging the goal, the greater is the reward generally and the more is the passion for achieving it. o Better and appropriate feedback of results directs the employee behaviour and contributes to higher performance than absence of feedback. Feedback is a means of gaining reputation, making clarifications and regulating goal difficulties. It helps employees to work with more involvement and leads to greater job satisfaction. o Participation of setting goal, however, makes goal more acceptable and leads to more involvement. o Goal setting theory has certain eventualities such as: Self-efficiency- Self-efficiency is the individuals self-confidence and faith that he has potential of performing the task. Higher the level of self-efficiency, greater will be the efforts put in by the individual when they face challenging tasks. While, lower the level of self-efficiency, less will be the efforts put in by the individual or he might even quit while meeting challenges. Goal commitment- Goal setting theory assumes that the individual is committed to the goal and will not leave the goal. The goal commitment is dependent on the following factors: Goals are made open, known and broadcasted. Goals should be set-self by individual rather than designated. Individuals set goals should be consistent with the organizational goals and vision.