Motivation pdf

Some examples of external rein forcer's are policy and procedures, disciplinary action, speeding tickets, boundary-setting, etc Intrinsic Motivation is geared toward internal rewards and reinforcer's. Some examples of internal rewards are enjoyment, achievement, a sense of competence.

Fear and Punishment Theory: This theory takes negative view of human behavior. This theory states that a man can be made to work by creating fear and punishment. Monetary Reward Theory: According to this theory, there is a positive relationship between monetary rewards and execution of work. Carrot and Stick Theory: This theory takes in to consideration both reward and punishment and takes in to consideration both positive and negative measures for motivation. Physiological needs- These are the basic needs of air, water, food, clothing and shelter.

In other words, physiological needs are the needs for basic amenities of life. Safety needs- Safety needs include physical, environmental and emotional safety and protection. For instance- Job security, financial security, protection from animals, family security, health security, etc. Social needs- Social needs include the need for love, affection, care, belongingness, and friendship.

Esteem needs- Esteem needs are of two types: internal esteem needs self- respect, confidence, competence, achievement and freedom and external esteem needs recognition, power, status, attention and admiration.

It includes the need for growth and self-contentment. It also includes desire for gaining more knowledge, socialservice, creativity and being aesthetic. The self- actualization needs are never fully satiable. As an individual grows psychologically, opportunities keep cropping up to continue growing.

ERG Theory of Motivation: To bring Maslows need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms.

His rework is called as ERG theory of motivation. He recategorized Maslows hierarchy of needs into three simpler and broader classes of needs: a Existence needs- These include need for basic material necessities. In short, it includes an individuals physiological and physical safety needs.

Maslows social needs and external component of esteem needs fall under this class of need. Maslows self-actualization needs and intrinsic component of esteem needs fall under this category of need.

These two theories clearly distinguished traditional autocratic assumptions about the nature of people Theory X from more behaviourally based assumptions Theory Y. The usefulness of the McGregor theories is his convincing arguments that most management actions flow directly from whatever theory of human behaviour managers hold.

Theory X Assumptions: The average human being is inherently lazy by nature and desires to work as little as possible. He dislikes the work and will like to avoid it, if he can. He avoids accepting responsibility and prefers to be led or directed by some other. He is self- centered and indifferent to organizational needs. He has little ambition, dislikes responsibility, prefers to be led but wants security. He is not very intelligent and lacks creativity in solving organizational problems.

He by nature resists to change of any type. Theory Y Assumptions: Work is as natural as play, provided the work environment is favourable. Work may act as a source of satisfaction or punishment. An average man is not really against doing work. Self-control on the part of people is useful for achieving organizational goal. External control and threats of punishment alone do not bring out efforts towards organizational objectives.

People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organisations.

Herzbergs two factor theory of motivation: Herzberg extended work of Maslow and developed a specific content theory of work motivation. Herzberg interviewed engineers and accountants. They were asked to recall a time when they felt exceptionally good for their work and the feeling associated.

Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term.

These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include: a. Pay- The pay or salary structure should be appropriate and reasonable.

It must be equal and competitive to those in the same industry in the same domain. Company Policies and administrative policies- The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. Fringe benefits- The employees should be offered health care plans mediclaim , benefits for the family members, employee help programmes, etc.

Physical Working conditions- The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained. Status- The employees status within the organization should be familiar and retained. Interpersonal relations-The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.

Job Security- The organization must provide job security to the employees. Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job.

Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit.

Motivational factors include: h. Recognition- The employees should be praised and recognized for their accomplishments by the managers. Sense of achievement- The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job. Growth and promotional opportunities- There must be growth and advancement opportunities in an organization to motivate the employees to perform well.

Responsibility- The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability. Meaningfulness of the work- The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.

Motivators are things that create positive feelings; hygiene factors were associated with work context and environment.

Vrooms Valence Expectancy Theory : Victor vroom presented an Expectancy theory for understanding the human behavior and motivation. Valence: Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. Management must discover what employees value. Expectancy: Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision employees need.

Instrumentality: The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that.

Open navigation menu. Close suggestions Search Search. Finally, Alderfer isolates growth needs as an intrinsic desire for personal development. Maslow's categories are broken down into many different parts and there are a lot of needs. The ERG categories are broader and cover more than just certain areas. As a person grows, the existence, relatedness, and growth for all desires continue to grow. All these needs should be fulfilled to greater wholeness as a human being.

These include the intrinsic component from Maslow's esteem category and the characteristics included under self- actualization.

Self-Determination theory Propounded by Edward L. Deci and Richard M. SDT identifies three needs that, if satisfied, allow optimal function and growth: competence, relatedness, and autonomy.

These three psychological needs motivate the self to initiate specific behaviour and mental nutriments that are essential for psychological health and well-being. When these needs are satisfied, there are positive consequences, such as well-being and growth, leading people to be motivated, productive and happy. Goal-Setting Theory Goal setting theory focuses on the process of setting goals themselves. According to psychologist Edwin Locke the natural human inclination to set and strive for goals is useful only if the individual both understands and accepts a particular goal.

Furthermore workers will not be motivated if they do not possess goal and the skills needed to achieve a goal. According to goal setting theory, individual are motivated when they behave in ways that move them to certain clear goals, that they accept and can reasonably expect to attain. Research shows that when goals are specific and challenging, they function more effectively as motivating factors in both individual and group performance Research also indicate that motivation and commitment are higher when employees participate in the setting goals.

Vroom in According to Vroom people will be motivated to do thing to achieve some goals to the extent they expect that certain actions on their part will help them to achieve the goal. Which is based from the following hence the equation. In other words, it's the person assessment of how well and what kind of effort will relate in better performance. I Instrumentality is the person's perception that performance will be rewarded or punished. V Valence is the perceived amount of the reward or punishment that will result from the performance.

The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed. We can relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager is trying to motivate his employees by satisfying their needs; according to Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees will not be motivated.

Also he has to remember that not everyone will be satisfied by the same needs. A good manager will try to figure out which levels of needs are active for a certain individual or employee. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator.

Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money. The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff is more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production.

Nonetheless, Steinmetz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent that all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently.

This introduced the concept of orientation to work and distinguished three main orientations: instrumental where work is a means to an end , bureaucratic where work is a source of status, security and immediate reward and solidaristic which prioritizes group loyalty. These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times. According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work.

In contrast, David McClelland believed that workers could not be motivated by the mere need for money—in fact, extrinsic motivation e. Elton Mayo found that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important.

As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts within work situations for motivating employees. William Ouchi introduced Theory Z, a hybrid management approach consisting of both Japanese and American philosophies and cultures.

Its Japanese segment is much like the clan culture where organizations focus on a standardized structure with heavy emphasis on socialization of its members. All underlying goals are consistent across the organization. Its American segment retains formality and authority amongst members and the organization. Ultimately, Theory Z promotes common structure and commitment to the organization, as well as constant improvement of work efficacy.

In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program. However, the specific kind of motivation that is studied in the specialized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields.

Motivation in education can have several effects on how students learn and how they behave towards subject matter. Direct behavior toward particular goals 2. Lead to increased effort and energy 3. Increase initiation of, and persistence in, activities 4. Enhance cognitive processing 5. Determine what consequences are reinforcing 6.

Lead to improved performance. Because students are not always internally motivated, they sometimes need situated motivation, which is found in environmental conditions that the teacher creates.

If teachers decided to extrinsically reward productive student behaviors, they may find it difficult to extricate themselves from that path.

Consequently, student dependency on extrinsic rewards represents one of the greatest detractors from their use in the classroom. The majority of new student orientation leaders at colleges and universities recognize that distinctive needs of students should be considered in regard to orientation information provided at the beginning of the higher education experience. Research done by Whyte in raised the awareness of counselors and educators in this regard.

Whyte's research report allowing readers to ascertain improvements made in addressing specific needs of students over a quarter of a century later to help with academic success.

James A. Stoner, R. Edward Freeman, Daniel R. Stephen P. Robbins, Timothy A. Prasad L. McClelland, David The Achievement Motive. New York: Appleton-Century-Crofts. Atkinson, John; David Birch Introduction to Motivation. New York: D. Van Nostrand Company.