TODAY

Motivation
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Work force diversity Case study Given to you a couple of weeks ago Result Mid Ter
!uggestions

to all of you one to one "asis

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R&MA'%'%G MOT'(AT'O% )R&!&%TAT'O%!

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MOT'(AT'O%

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*ocusing on anaging otivation and outco es to "oost perfor ance An i portant role of a anager

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MOT'(AT'O%

A process t+at energi,es- directs and sustain +u an "e+avior towards goal

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MOT'(AT'O% )ROC&!!

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MOTIVATIONAL THEORIES

)+ilosop+ers-

scientistsindustrial engineers and anagers "elieve t+at oney was t+e only t+ing t+at otivatesanage ent t+eory/

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.T+e fat+er of scientific *redrick W0 Taylor

MOT'(AT'O%A1 T#&OR'&!
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Maslow3s #ierarc+y of %eeds

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&5istence Relatedness Growt+ T+eory &5pectancy T+eory Reinforce ent T+eory #er,"erg T+eory of Two factors

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MA!1OW3! #'&RARC#Y O* %&&D!

According to Maslow- people are otivated to satisfy lower needs "efore t+ey ove towards +ig+er needs Also w+en a need is satisfied- it is no longer a otivator

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Contribution of MHN #e identified i portant need categories

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1ower needs ust "e fulfilled "efore one gets to t+e ne5t level Maslow sensiti,ed anagers to t+e i portance of self actuali,ation

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Shortcoming of MHN %ot everyone progresses t+roug+ t+e 8 +ierarc+ical needs

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&9'!T&%C& R&1AT&D%&!! GROWT# T#&ORY

Alderfer focuses on t+ree needs: e5istencerelatedness- and growt+0 Existence needs ; si ilar to Maslow3s p+ysiological needs- and to t+e p+ysical co ponents of Maslow3s security needs0 Relate ness needs ; t+ose t+at re<uire interpersonal interaction to satisfy t+e needs for t+ings like prestige and estee fro ot+ers0 !ro"th needs ;si ilar to Maslow3s needs for self;estee and self;actuali,ation0

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MCGR&GOR T#&ORY 9
& ployees are la,y need to prod=pus+ to perfor 0 'n contrast +is t+eory Y viewed e ployees as creative- co ple5- and ature individuals interested in eaningful work0 McGregor "elieved ; under t+e rig+t circu stances- e ployees willingly contri"ute #e suggested t+at t+e angers otivate e ployees "y allowing t+e to use t+eir own actions0 T+ese insig+ts lead researc+es to investigate t+e origins and processes of otivation ore closely

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&9)&CTA%CY T#&ORY

Motivation > & 5 ' 5 (0

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.&/ is t+e person3s e5pectancy t+at +is or +er effort will lead to perfor ance .'/ represents t+e perceived relations+ip "etween successful perfor ance and o"taining t+e reward .(/ refers to t+e perceived value t+e person attac+es to t+e reward0

R&'%*ORC&M&%T T#&ORY
&dward T+orndike for ulated t+e law effect: ?e+avior t+at is followed "y positive conse<uences pro"a"ly will "e repeated0 Organi,ational "e+avior odification atte pts to people3s actions0 *our key conse<uences of "e+avior eit+er encourage or discourage people3s "e+avior
)ositive

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Reinforce ent co pli ents- appreciation %egative Reinforce ent *re<uent t+reatening e os )unis+ ent s+outing- critici,ing- sending wit+out pay &5tinction %ot giving co pli ent for a @o" well done

R&'%*ORC&M&%T T#&ORY
T+e first two conse<uences- positive and negative reinforce ent- are positive for t+e person receiving t+e : T+e person eit+er gains so et+ing or avoids so et+ing negative0 T+e last two conse<uences- punis+ ent and e5tinction- are negative outco es for t+e person receiving t+e T+us- effective anagers give positive reinforce ent to t+eir +ig+;perfor ing people and negative reinforce ent to low perfor ance0 T+ey also punis+ or e5tinguis+ poor perfor ance and ot+er unwanted "e+avior

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#&RA?&RG TWO *ACTOR T#&ORY

Two

set of factors influence work "e+avior

H#giene

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$actors )ay- working conditions- supervision

& Satisfiers

Moti%ators

Ac+ieve ent- recognition- rewardgrowt+ and work itself CO%C1$D&! t+at pay will not otivate "ut if it is inade<uate dissatisfaction results

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