MOTIVATION in Organizational Behaviour ppt
Download as PPTX, PDF0 likes22 views
Concept based on MOTIVATION in Organizational Behaviour....all theories related to motivation, and approaches, theory of Maslow-Mayo-Elton-TQM, need theory, McGregor
MOTIVATION in Organizational Behaviour ppt
- 2. 50) Miss KALA L 42) VD 71) KK 72) K l 13) HARS H C • GROUP MEMBERS •
- 3. Sr. No. particulars slide no. 1 What is motivation? 4 2 Basic assumption about motivation and motivaiting 5 3 early view of motivation 6 Traditional method 7 Elton Mayo 8 Douglas McGregor 9 4 Contemporary view of motivation 11 5 Need theory 12 6 Maslow's hierarchy of need 13 7 ERG theory 15 8 Equity theory 17 9 TQM theory and need theory 19 TABL E OF CON TEXT
- 4. Motivation and Motivating v Basic Assumptions about Motivation and Motivating 1. Motivation is assumed to be a good thing. 2. Motivation is one of the several factors that goes into a person’s performance. 3. Managers and researchers assume that motivation is in short supply and in need of periodic replenishment. 4. It is a tool with which managers can arrange job relationships in organizations. What is Motivating? Motivating is the management process of influencing people's behaviour based on the knowledge of "what makes people tick".
- 5. What is motivation?? • Motivation is a human psychological characteristic that contributes to a person's degree of commitment. • It includes the factor that causes, channel and sustain human behavior in a particular committed direction. • It can be two factors, Internal/External factors.
- 6. Early view of motivation Traditional Model (Frederick Taylor) Human Relations Model (Elton Mayo) Human Resources Model (Douglas McGregor)
- 7. Traditional Model (Frederick Taylor) 1) Managers should maintain close control and supervision over their employees. 2) Autocratic style of management- managers make all decisions themselves. 3) Theory X approach to workers- believe workers are lazy and are only motivated by money. 4) Motivate workers using piece- rate payment (pay based on how much they produce).
- 8. Human Relations Model (Elton Mayo) Human relations model is often associated with Elton Mayo and his contemporaries. It has been found that the boredom and repetitiveness of many tasks actually reduced motivation, while social contacts helped and create motivation. Conclusion : Managers could motivate employees by acknowledging their social needs and by making them feel useful and important. Examples: Suggestion boxes Manager should keep subordinates informed and listen to their objections to his or her plans .
- 9. Human Resources Model (Douglas McGregor)
- 11. Contemporary view Need Theory Maslow's Hierarch y of needs ERG Theory Two- Factor Theory TQM and Needs Theory Equity Theory Expectan cy Theory Reinforc ement Theory Goal Setting Theory
- 12. Need Theory •Thoery of motivation that addressess what people need or require to live fulfilling lives, particularly with regard to work.
- 13. Maslow's Hierarchy of needs Maslow's Hierarchy of need is is psychological theory proposed by Abraham Maslow, outlining the stages of human needs arranged in a pyramid. The theory suggests that people are more motivated to fulfill basic needs before moving on to higher-level growth needs. The hieararchy consists of five levels: 1. Physiological Needs (Basic Needs) These are the fundamental needs for survival. Ex.: Food, water, shelter, clothing, sleep, and air. 2. Safety Needs (Basic Needs) After physiological needs are met,individuals Seek security and safety. Ex.: Physical safety, fin. security and protection from danger.
- 14. 3. Love and Belonging Needs (Psychological Needs) People desire relationships and a sense of connection. Examples: Friendship, family, romantic relationships, and community. 4. Esteem Needs (Psychological Needs) These involve the need for respect and recognition. Examples: Self-esteem, confidence, status, and achievements. 5. Self-Actualization (Self-Fulfillment Needs) The highest level focuses on personal growth and realizing one’s potential. Examples: Creativity, problem-solving, pursuing passions, and achieving personal goals. MASLOW'S HIERARCH Y NEEDS BASIC NEEDS psychologi cal safety PSYCHOLO GICAL NEEDS Love & belonging esteem SELF- ACTUALIZA TION NEEDS
- 15. ERG Theory was proposed by Clayton Alderfer as an alternative to Maslow's Hierarchy of Needs. It condenses Maslow’s five levels of needs into three core categories:
- 16. 1. Existence Needs: These are basic material needs for survival, such as food, water, shelter, pay, and working conditions. 2. Relatedness Needs: These involve social interactions and relationships, including connections with family, friends, colleagues, and gaining recognition from others. 3. Growth Needs: These focus on personal development, self-fulfillment, creativity, and achieving one's potential.
- 17. It was developed by psychologist John Stacey Adams in 1963. A theory of job motivation that emphasizes the role played by an individual's belief in the equity or fairness of rewards and punishments in determining his or her performance and satisfaction. EQUITY THEORY OF MOTIVATION
- 18. INPUTS :- Inputs can be thought of as the things that an individual does to help an organization achieve a goal. There are many different types of factors that can be thought of as inputs. These include: time, education, prior experience, effort, loyalty, hard work, and the willingness to follow leaders. OUTCOMES:- Benefits are the things that an individual receives as a result of helping an organization achieve a goal. There are many different types of factors that can be thought of as inputs. These include: salary, benefits, job security, structure and routine, recognition, responsibility, a sense of community, recognition, stimulating work, education and development, pride, the opportunity to progress and purpose. Basically, anything that an employee receives and sees as making a positive contribution to their life is a benefit.
- 19. TQM programs depend heavily on motivated employees to achieve quality outcomes. Application: Programs like team alliances involve employees at all levels to enhance engagement and motivation. Managers encourage employees to share ideas for improving processes, offering recognition and rewards for contributions. Case Study: Fort Sanders Health System implemented a TQM program: Conducted a pilot program for 11 weeks to involve employees in decision-making. Defined processes for submitting ideas, training staff, and improving efficiency. Results included $3.2 million worth of ideas and better-trained managers. TQM AND NEED THEORY
- 20. The Expectancy Theory, developed by Victor Vroom, explains how individuals are motivated to act based on their expectations of the outcome. The theory emphasizes three components: 1. Expectancy (Effort → Performance): The belief that one's effort will result in achieving the desired level of performance. This depends on factors like skills, resources, and support. 2. Instrumentality (Performance → Outcome): The belief that achieving the performance level will lead to specific outcomes or rewards. For example, getting a bonus for achieving sales targets. 3. Valence (Value of Outcome): The importance or value an individual places on the outcome or reward. If the reward aligns with personal goals or desires, the motivation to perform increases. (If any of these components is zero, the motivation level will also be zero) The Expectancy Theory
- 21. REINFORCEMENT THEORY • An approach to motivation based on the “law of effect” the idea that behavior with positive consequences tend to be repeated, while behavior with negative consequences tends not to be repeated. • The use of reinforcement theory to change human behavior is Behavior Modification. Stimulu s Respon se Conseq uences Future Respon se
- 22. 1. Positive reinforcement : The use of positive consequences to encourage desirable behaviour. Eg. By raise or praise 2. Negative Reinforcement { Avoidance Learning } : Learning that occurs when individuals change behavior to avoid or escape unpleasant circumstances. Eg . Criticism or Poor evaluation 3. Extinction : The absence of reinforcement for undesirable behavior so that the behavior eventually stops recurring. Eg . Ignoring the unnecessary complaints 4. Punishment : The application of negative consequences to stop or correct improper behavior. Eg. Criticism, Demotion, Reduced pay to dismissal.
- 23. • A process theory of motivation that focuses on the process of setting goals. • According to this theory, Individuals are motivates when they behave in ways that move them to certain clear goals that the accept and can reasonably expect to attain. Four Phases of Goal-setting process : 1. Establishment of standard to be attained. 2. Evaluation of whether the standard can be achieved. 3. Evaluation of whether the standard matches personal goals. 4. The standard is accepted, the goal is thereby set, and behavior proceeds toward the goal. GOAL~SETTING THEORY
- 24. • When goals are specific and challenging, they function more effectively as motivating factors in both individual and group performance. • It also indicates that motivation and commitment are higher when employees participate in the setting of goals. • Employees need accurate feedback on their performance, however, to help them adjust their methods work methods when necessary and to encourage them to persist in working toward goals.
- 25. Hamner’s Rules for using Behavior Modification Techniques 1. Don’t reward all individuals equally. 2. Be aware that failures to respond can also modify behavior. 3. Be sure to tell individuals what they can do to get reinforcement. 4. Be sure to tell individuals what they are doing wrong. 5. Don’t punish in front of others. 6. Be fair.