HIERARCHY OF NEEDS

META MOTIVATION SELF ACTUALISATION ESTEEM SOCIAL SAFETY PHYSIOLOGICAL

ABRAHAM MASLOW

CONTINUED BEHAVIOR
SUCCESS B L O C K A D E

B L O C K A D E

ATTEMPTED BEHAVIOR 1

HIGH STRENGTH NEEDS

A.B. 2

COPING BEHAVIOR

MOTIVES (NEEDS

GOAL - DIRECTED ACTIVITY (preparing food) BEHAVIOUR

GOALS (INCENTIVES)

GOAL ACTIVITY (eating food)

MOTIVATION
[LATIN MOVERE = TO MOVE]

It refers to something dynamic that arises from within a person and manifests in his/her observable behavior. IT IS THE INNER URGE TO DO The internal energizing force which prompts a person to improve his performance, his behavior

PERFORMANCE
80-90% AREA AFFECTED BY MOTIVATION 20-30%

O F A B I L I T Y

PERFORMANCE = MOTIVATION x (ABILITY + KNOWLEDGE)

Money as Motive
William F Whyte money is not that almighty as it is supposed to be; in analysis of Rate Busters & Rate Restrictors in USA, only 10% workers ignored the group pressure and produced maximum to an incentive plan; probably the other factors which influenced were
Opinion of fellow workers Comfort & enjoyment on the job Long range security

Money as Motive (contd..)

Gellerman the most subtle & most important characteristic of money is its power as a symbol its market value- it is what the money can buy- and- not the money itself that gives it a value. Money can satisfy other than physiological needs, as money can mean whatever people want it to mean indirectly such as social, esteem and self actualization too.

MOTIVATION AND SATISFACTION

THEY ARE, IN FACT, VERY DIFFERENT. MOTIVATION IS INFLUENCED BY FORWARD LOOKING PERCEPTIONS CONCERNING THE RELATIONSHIP BETWEEN PERFORMANCE AND REWARDS, WHILE SATISFACTION REFERS TO PEOPLES FEELINGS ABOUT THE REWARDS THEY HAVE RECEIVED. THUS SATISFACTION IS A CONSEQUENCE OF PAST EVENTS WHILE MOTIVATION IS A CONSEQUENCE OF THEIR EXPECTATIONS ABOUT THE FUTURE.

- Edward E. Lawler, III

In one survey at a branch of General Electric Company, more than half the employees reported that they were unhappy with two areas:1. The information they received and

2.

Lack of opportunities for promotion.

Management began to hold regular monthly meetings and started a news letter with special emphasis to information about opportunities for advancement.

In a repeat survey after one year:-the number of people who felt they lacked information were zero. -though the opportunities for promotion were limited,employees who were unhappy about them dropped to 20 %. The Management explained that at least employees understood the situation and that made the difference

VALUE OF

REWARDS
ABILITY TO DO TASK PERFORMANCE ACCOMPLISHMENT

PERCEIVED EQUITABLE REWARDS INTRINSIC REWARD

EFFORT

SATISFACTION

PERCEPTION OF TASK
REQUIRED

EXTRINSIC REWARDS

PERCEIVED EFFORT - REWARD PROBABILITY

PORTER & LAWLER MODEL

MOTIVATING PROFESSIONALS
1. SEEK HIS ADVICE 2. GIVE HIM DECISION MAKING RESPONSIBILITY 3. ASK FOR SUGGESTIONS 4. ASSIGN HIM TO TRAIN NEW EMPLOYEES 5. APPOINT HIM TO DIRECT ONETIME TASKS 6. AWARD HIM PRESTIGE SYMBOLS

7. APPEAL TO HIS SOCIAL MOTIVES

8. WATCH FOR SYMPTOMS OF DISCONTENTMENT

INDICES OF MOTIVATED HEALTH/HOSPITAL STAFF

1. MINIMAL ABSENTEISM 2. MINIMAL CONFLICT 3. DEDICATION

4. MISSIONARY ZEAL
5. WILLINGNESS TO ACCEPT ADDITIONAL RESPONSIBILITIES 6. PRIDE IN ORGANIZATION (ESPRIT DE CORPS)