Motivation

Dubin definitionMotivation is the complex forces starting and keeping a person at work in an organisation. Motivation is something that moves the person to action and continues him in the course of action already initiated. 3 related terms 1.Motive-needs in individual 2.Motivating-activating needs and providing need satisfaction environment. 3.Motivation-engagement in work behaviour

Types of need
1.Primary need- physiological, biological, basic needs which are essential for survival. eg. food, sleep, air to breathe etc. 2.Secondary needs-They are learned or derived needs through experience or interaction. eg. need for power, achievement, status etc. 3.General needs-It includes needs like competence, curiosity, manipulation, affection etc.

Theories of motivation
Maslow's need hierarchy:According to him the human needs are arranged as 1. Physiological needs- It arises out of basic physiology of life. eg. the need for food, water, air etc. 2. Security needs-It is the need to feel free from economic threat and physical harm. It includes protection from being fired or laid-off or demoted. 3. Social needs-It is the need to associate with other people and be accepted by them.

4. Egoistic or esteem needs- It relates to respect and prestige. 5. Self-fulfillment needs- It is the need to maximise ones potential. These include the need for realising ones capabilities to the fullest-for becoming what one is capable of. This need is also called self-actualisation needs or selfrealisation needs.

Herzbergs Motivation-hygiene Theory:Hygiene factors- These are maintenance factor which creates a reasonable level of satisfaction but any cut in this factor will dissatisfy them. Any increase in it will not create any satisfaction. eg. Company policy and administration, technical supervision, personal life, job security, salary, working conditions, interpersonal relationship with subordinates, interpersonal relationship with peers, interpersonal relationship with supervisors and status.

Motivational Factors- It results in an increase in ones total output. The six factors according to him which motivates employees areachievement, recognition, advancement, work itself, possibility of growth and responsibility. An increase in these factors will satisfy the employees ,so it can be used in motivating them for higher performance. However any decrease will not affect their level of satisfaction.

McClellands need theory

McClelland has identified 3 types of basic motivating needs. He classified these as need for power, need for affiliation and need for achievement. 1.Power motive- The ability to induce or influence behaviour is power. McClelland and his associates found that people with high power need have great concern for influence and control. They are forceful, outspoken, hardheaded and demanding.

2. Affiliation motive- McClleland suggested that people with high need for affiliation usually derive pleasure from being loved and tend to avoid the pain of being rejected. They are concerned with maintaining pleasant social relationship, enjoying intimacy and understanding, and enjoy consoling and helping others in trouble. 3. Achievement Motive- The need for achievement is a distinct human motive that can be distinguished from other needs.

McClelland has identified some basic characteristics on high achievers1. They like to take moderate risk. This is against the common sense that a high achiever would take high risk. 2. They like to have immediate and precise feedback information to know how he is progressing towards a goal. 3. Once a high achiever selects a task, he tends to be totally pre-occupied with the task until it is successfully completed.

Alderfers ERG Theory

Alderfer believes that there is a basic distinction between lower order needs and higher order needs. He has found that there is an overlapping between physiological, security and social needs. Based on the observation Alderfer has categorised the various needs into 3 categories: existence, relatedness and growth needs.

1. Existence needs-It relates to physiological and safety needs of an individual. It groups the physiological and safety needs of Maslow into one. 2. Relatedness needs-It includes relationship with other people whom the individual cares. Related needs cover Maslows social needs and a portion of esteem needs which is derived from relationship with other people. 3.Growth needs-It involves the individual making

Creative efforts to achieve full potential in the existing environment. These include Maslows self-actualisation need as well as that part of esteem needs which is internal to individual like feeling of being unique, feeling of personal growth etc.

Vrooms Expectancy Theory

According to Vroom, people will be motivated to do things to achieve some goals to the extent that they expect that certain actions on their part will help them to achieve the goals. Vrooms model is built around the concept of value, expectancy and force. Motivation is the product of valence multiplied by expectations. The model is built around the concepts of valence, instrumentality and expectancy.

 Therefore this model is called VIE theory. Various terms used in Vrooms model are explained below. Valence-It means the strength of an individuals preference to a particular outcome. Other terms equivalent to valence used in various theories of motivation are incentive, growth, attitude and expected utility.

 valence may be positive, zero or negative. Another major input into valence is the instrumentality of the first level outcome in obtaining a derived second level outcome. Expectancy-Another factor in determining the motivation is expectancy, that is the probability that a particular action will lead to the outcome.

Carrot and Stick Approach of motivation

Carrots are the rewards which can be in the form of money, promotion and other financial and non-financial incentives. They are factors which puts an individual in work and in getting positive behaviour in an organisation. Sticks are used to push people for desired behaviour or refrain from undesired behaviour. The stick are punishments which pushes people to engage in positive behaviour and overcome negative behaviour.

McGregors theory x and theory Y

The basic assumptions about human behaviour may differ considerably because of the complexity of factors influencing his behaviour. McGregor has characterised these assumptions in 2 opposite points, theory X and theory Y. Theory XThe assumptions are 1.An average man does not like work, he works as little as possible. 2.He lacks ambition, dislikes responsibility, prefers to be led.

3.He is self-centered, indifferent to organisational Needs. 4.He is resistant to change. 5.Without active interaction of management, people would be passive. Managers feel that external control is most appropriate for dealing with irresponsible and immatured employees. The managers prefer autocratic leadership.

Theory Y-The assumptions are 1. The average man likes work. Depending on the conditions work may be a source of satisfaction or a source of punishment. 2.External control and threat of punishment are not the only means for bringing about effort towards organisational objective. Man will exercise self direction and self control in the service of objectives to which he is committed.

3.The average human being learns under proper condition not only to accept but to seek responsibility. 4. They are not passive by nature or resistant to organisational objectives. 5. They are bright to take decisions. The assumption of theory y suggest a new approach in management. It emphasises on the cooperative endeavour of management and employees. The attempt is to get maximum output with minimum amount of control and direction.

INCENTIVES
Incentives are the objects which are supposed to satisfy needs and improve the work performance. Incentives can be in monetary and non-monetary forms. Thus it can be classified into two- financial incentives and non-financial incentives.

Financial Incentives
Productivity-linked incentives Performance-based pay Profit sharing Co-partnership Retirement Benefits

Non-financial Incentives
Individual incentives: Status Promotion Responsibility Making job pleasant and Interesting Recognition of work Job Security

Collective Incentives: Social importance of work Team Spirit Informal groups

Motivational job design:

Basic objective of job design is to find a fit between a job and a job holder so that job is performed well and the job holder experiences satisfaction and puts his best effort for job performance. Job design involves integration of tasks, duties and responsibilities into a unit of work to achieve certain objectives.

Job Simplification Job Rotation Job Enlargement Job Enrichment