Motivation

• The term ‘motivation’ has been derived from the word ‘motive’.

• A motive is an inner state that activates, energies or moves an

individual and channelises his behaviour towards goals.

• Acc to Scott, Motivation means a process of stimulating people to

action to accomplish desired goals.

• Internal and external factors that stimulate desire and energy in

people to be continually interested and committed to a job, role or
subject, or to make an effort to attain a goal.

(Performance = Function of Ability x Motivation)

 Nature of Motivation
• Motivation is a psychological concept.

• It is a continuous and dynamic process.

• It is a complex function.

• It is the result of an interaction between human

needs and the incentives offered to satisfy them.
 Importance of Motivation
Motivation is important to an individual as:
• Motivation will help him achieve his personal goals.
• If an individual is motivated, he will have job satisfaction.
• Motivation will help in self-development of individual.
• An individual would always gain by working with a dynamic team.

Motivation is important to a business as:

• The more motivated the employees are, the more empowered the team is.
• The more is the team work and individual employee contribution, more profitable
and successful is the business.
• During period of amendments, there will be more adaptability and creativity.
• Motivation will lead to an optimistic and challenging attitude at work place.
 Theories of Motivation
1. Maslow’s Need Hierarchy Theory
2. Herzberg’s Motivation Hygiene Theory
 Herzberg’s Motivation- Hygiene Theory
or
Herzberg’s Two-Factor Theory of Motivation

• In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor

theory or the motivator-hygiene theory.
• According to Herzberg, there are some job factors that result in
satisfaction while there are other job factors that prevent dissatisfaction.
• According to Herzberg, the opposite of “Satisfaction” is “No satisfaction”
and the opposite of “Dissatisfaction” is “No Dissatisfaction”.
• Based on this, he developed the theory that people’s job satisfaction
depends on two kinds of factors. Factors for satisfaction (motivators) and
factors for dissatisfaction (hygiene factors).
3. McGregor’s Participation Theory(Theory X and
Theory Y)
 McGregor’s ‘Theory X’ and ‘Theory Y’

• Theory X and Theory Y were first explained by Douglas McGregor in his

book, "The Human Side of Enterprise," and they refer to two styles of
management – authoritarian (Theory X) and participative (Theory Y).
• Theory X and Theory Y suggesting two aspects of human behaviour at
work, or in other words, two different views of individuals (employees):
one of which is negative, called as Theory X and the other is positive, so
called as Theory Y.
 Theory X
• Theory X is based on assumptions regarding the typical worker. This
management style assumes that the typical worker has little ambition,
avoids responsibility, and is individual-goal oriented. In general, Theory X
style managers believe their employees are less intelligent, lazier, and
work solely for a sustainable income.
• This style of management assumes that workers:
• Dislike their work.
• Avoid responsibility and need constant direction.
• Have to be controlled, forced and threatened to deliver work.
• Need to be supervised at every step.
• Have no incentive to work or ambition, and therefore need to be enticed by rewards to
achieve goals.
 Theory Y
• Theory Y managers have an optimistic, positive opinion of their people,
and they use a decentralized, participative management style. This
encourages a more collaborative, trust-based relationship between
managers and their team members.
• This style of management assumes that workers are:
– Happy to work on their own initiative.
– More involved in decision making.
– Self-motivated to complete their tasks.
– Enjoy taking ownership of their work.
– Seek and accept responsibility, and need little direction.
– View work as fulfilling and challenging. Solve problems creatively and imaginatively.
4. Vroom’s Expectancy Theory
 Expectancy Theory
• In 1964, Canadian professor of psychology Victor Vroom developed the
Expectancy Theory. In it, he studied people’s motivation and concluded it
depends on three factors: Expectancy, instrumentality and valence.
• Vroom's expectancy theory assumes that behavior results from conscious
choices among alternatives whose purpose it is to maximize pleasure and to
minimize pain.
• Vroom realized that an employee's performance is based on individual factors
such as personality, skills, knowledge, experience and abilities. He stated that
effort, performance and motivation are linked in a person's motivation.
(Motivational force = Expectancy x Instrumentality x Valence)
• Expectancy is the belief that increased effort will lead to increased performance i.e. if I work harder
then this will be better. This is affected by such things as:
– Having the right resources available (e.g. raw materials, time)

– Having the right skills to do the job

– Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job)

• Instrumentality is the belief that if you perform well that a valued outcome will be received. The
degree to which a first level outcome will lead to the second level outcome. i.e. if I do a good job, there
is something in it for me. This is affected by such things as:
– Clear understanding of the relationship between performance and outcomes – e.g. the rules of the reward
'game'
– Trust in the people who will take the decisions on who gets what outcome

– Transparency of the process that decides who gets what outcome

• Valence is the importance that the individual places upon the expected outcome. For the valence to be
positive, the person must prefer attaining the outcome to not attaining it.

Dr Shalini Singh, Assistant Professor, SOM,

IMS Unison University
E>P expectancy: our assessment of the probability that our efforts will lead to
the required performance level.
P>O expectancy: our assessment of the probability that our successful
performance will lead to certain outcomes.
5. Goal setting theory
• In 1960’s, Edwin Locke put forward the Goal-setting theory of
motivation.

• This theory states that goal setting is essentially linked to task

performance.

• It states that specific and challenging goals along with

appropriate feedback contribute to higher and better task
performance.

• In simple words, goals indicate and give direction to an

employee about what needs to be done and how much
efforts are required to be put in.
The important features of goal-setting theory are as follows:
• The willingness to work towards attainment of goal is main
source of job motivation.
• Clear, particular and difficult goals are greater motivating
factors than easy, general and vague goals.
• Goals should be realistic and challenging.
• Better and appropriate feedback of results directs the
employee behaviour and contributes to higher performance
than absence of feedback.
• Employees’ participation in goal is not always desirable.
Participation of setting goal, however, makes goal more
acceptable and leads to more involvement.
Advantages of Goal Setting Theory
• Goal setting theory is a technique used to raise incentives for
employees to complete work quickly and effectively.

• Goal setting leads to better performance by increasing

motivation and efforts, but also through increasing and
improving the feedback quality.
Limitations of Goal Setting Theory
• At times, the organizational goals are in conflict with the
managerial goals. Goal conflict has a detrimental effect on the
performance if it motivates incompatible action drift.

• Very difficult and complex goals stimulate riskier behaviour.

• If the employee lacks skills and competencies to perform

actions essential for goal, then the goal-setting can fail and
lead to undermining of performance.

• There is no evidence to prove that goal-setting improves job

satisfaction.
Leadership
• Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds
a group together and motivates it towards goals.
-Keith Davis

• Leadership is the process of influence on a group in a specific

set of circumstances that stimulates people to strive willingly
to attain organizational objectives, giving them the experience
of helping to attain the common objectives and satisfaction
with the type of leadership provided.
-James Cribbin
 Features
1. Leadership is basically a personal quality.
2. It is the ability to form a group of followers.
3. It is a process of inter-personal influence by which leader
influences the followers in a situation to strive willingly
towards the realization of common goals.
4. It involves a community of interests between the leader and
his followers.
5. It is a continuous process of influencing behavior.
6. It is exercised in a particular situation at a given point of time
and under a specific set of circumstances.
 Importance
1. Providing inspiration to employees.
2. Securing cooperation
3. Creation of confidence
4. Providing conducive environment
5. Implementing change
6. Maintaining discipline among members
7. Representing the members
8. Goal setting
 Functions
• Developing team work
• Representing the team
• Counseling the work men
• Managing time
• Using proper power
• Securing group effectiveness
 Qualities of a Good Leader
• Intelligence
• Physical features
• Maturity
• Vision and foresight
• Inner motivation
• Sense of responsibility
• Empathy
• Human relations attitude
• Emotional balance
 Leadership styles
1. Autocratic Leadership

2. Democratic or Participative Style

3. Laissez Faire or Free Rein Leadership

 Situational or Contingency Approaches to
Leadership

• It reflects that leadership is greatly affected by a situation and to maintain

that leadership pattern is the product of a situation at a particular time.
• Situational theories of leadership stress the significant influence of the
environment and the situation on leadership.
• Situational leaders may adopt a democratic leadership style when
discussing commercial direction with senior executives, but switch to a
bureaucratic strategy when relaying new factory protocols to workers.
• Hersey and Blanchard's leadership styles: Hersey and Blanchard's model

is one of the best-known situational theories. First published in 1969, this

model describes four primary styles of leadership, including:
• The telling style is characterized by telling people what to do.

• The selling style involves leaders convincing followers to buy into their ideas
and messages.
• The participating style is marked by allowing group members to take a more
active role in the decision-making process.
• The delegating style involves taking a hands-off approach to leadership and
allowing group members to make the majority of decisions.
• Blanchard's SLII leadership styles: Later, Blanchard expanded upon
the original Hersey and Blanchard model to emphasize how the
developmental and skill level of learners influences the style that should
be used by leaders. Blanchard also described four different learning styles,
including:
•The directing style involves giving orders and expecting obedience but offers little in the
way of guidance and assistance.
• The coaching style means giving lots of orders, but leaders also give lots of support.

• The supporting style is an approach that offers plenty of help, but very little direction.

• The delegating style is low in both direction and support.

 Transformational Leadership
• Transformational leadership is often identified as the single most effective
style. This style was first described during the late 1970s and later
expanded upon by researcher Bernard M. Bass. Some of the key
characteristics of his style of leadership are the abilities to motivate and
inspire followers and to direct positive changes in groups.
• Transformational leaders tend to be emotionally intelligent, energetic, and
passionate. They are not only committed to helping the organization
achieve its goals, but also to helping group members fulfill their potential.
 Transactional Leadership
• The transactional leadership style views the leader-follower relationship
as a transaction. By accepting a position as a member of the group, the
individual has agreed to obey the leader. It involves the employer-
employee relationship, and the transaction focuses on the follower
completing required tasks in exchange for monetary compensation.
• It creates clearly defined roles. People know what they are required to do
and what they will be receiving in exchange for completing these tasks. It
also allows leaders to offer a great deal of supervision and direction if it's
needed. Group members may also be motivated to perform well to
receive rewards.
Communication
• Communication means an exchange of ideas, facts, opinions,
information and understanding between two or more persons.

• It can also be defined as transmission and receipt of information

on organizational matters either between two employees of
organisation or between organization and outside parties
dealing with organization.
 Characteristics
• It is a social process.
• It is a two-way process.
• It is a pervasive function.
• Continous
• Multidimensional and multidirectional
Process
 Need and Importance
• Facilitates sound planning
• Effective decision making
• Creates inter-personal relation
• Effective supervision
• Motivation and morale
• Effective staffing
• Coordination
• Effective control
• Builds public image
• Cope with environment
 Barriers
• Barriers due to organizational structure
• Differing perception
• Language barriers
• Status
• Semantic barriers
• Unclarified assumptions
• Resistance to change
• Psychological barrier
 Overcoming barriers to Effective
Communication
• Clarity of idea
• Complete message
• Understand the receiver
• Use appropriate channels
• Consistency of communication
• Feedback
• Mutual trust and confidence