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8/3/2019 Ob 6 Motivation
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8/3/2019 Ob 6 Motivation
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Motivation
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Motivation
The art of motivating starts with learning how to
influence individuals’ behavior.
Motivation is a process that starts with a
PHYSIOLOGICAL or PSYCHOLOGICAL deficiency
or need that activate a behavior or a drive that is
aimed at a GOAL or INCENTIVE.
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Unsatisfied
Need
Reduction
of
Tension
The process of MOTIVATION
Search
Behavior
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ACHIEVEME
NT
drives
AFFILIATI
ON
drives
COMP
ETEN
CEdrive
s
P
O
W
E
R
drives
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Motivation with a differentstroke
Gullu was annoyed because he had to search for
his newspaper each morning after the paperboytossed it.
Often he would find it, covered with dirt, under
the car in the gravel driveway.
Then one day the paperboy’s mother mentioned
that her son’s ambition was to play professional
Basketball.
Gullu had an idea. When he got home, he attached
a Basketball hoop to a post on the front
porch. Sure enough, the next morningthere was a resounding “PLUNK” as the
Newspaper sailed through the hoop and
landed by the door.
Gullu never had to search for his paper again.
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TO MAKE POSITIVE DIFFERENCE IN PEOPLE’S MIND
Motivated Employees : -
Believe in the mission of their organization
Enjoy and love what they do and understand how theirjob serve the bigger picture
Don’t need discipline, they need clarity ,
communicationand consistency
Augment their skills with enthusiasm, creativity andendurance
Can be trusted, and they trust their teammates Respect each other Are source of new ideas
Always give their best
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Important
Facts“No bad soldiers- only bad officers”
- General William slim (known as uncle bill, the most outstanding leaderof 2nd word war
“AUTHORITY flows from the one who knows” - A modern proverb
• You get the best by giving the best
• Your behavior is your brand
• You can’t give what you don’t have
• Authentic is better than clever
• Nobody cares if you don’t mean to be mean
• Have faith in the god but lock your car
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THEY ARE :---
2 Times more likely to be high performing than ordinaryemployees
7 time more likely to feel appreciated for what they do for thestake holders
10 times more likely to come forward with an innovative idea
1.5 times more likely to stay, even if they are offered a betterjob elsewhere
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1900
Present
Scientific Management
Wage Incentives
Human Relations
Economic SecurityWorking Conditions
MaslowHierarchy of needs
Herzberg
Motivators & HygieneFactors
AlderferERG needs
CONTENT
THEORIES
PROCESS
THEORIESCONTEMPORARY
Levin & TolmanExpectancy Concerns
VroomValence/expectancy
Porter & LawlerPerformance- Satisfaction
LawlerE---P--& P—O
Expectancies
Festinger& HomansCognitive Dissonance
AdamsEquity
Kelley & RottterAttribution/Locus of Control
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Hierarchy of Need
Theory X & Theory YMotivation-Hygiene
Theory
Three Needs Theory
Goal Setting Theory
Reinforcement Theory
Equity Theory
ERG Theory
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MOTIVATION-HYGINE-THEORY (Herzberg)
THE theory that intrinsic(essential nature) factors are
related to job satisfaction, while extrinsic(external/outward) factors are associated with
dissatisfaction.
AchievementRecognitionWork itself
Responsibility
SupervisionCompany Policy
Working –Conditions
Salary
Motivators HygieneFactors
ExtremelySatisfied
Extremely DissatisfiedNeutral
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Three-Needs Theory
(David McClelland)
Need for achievement (nAch)
Need for Power (nPow)
Need for affiliation(nAff)
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Proposed by B F Skinner
Individual’s behavior is a function of its
consequences.
It is based on law of effectBehavior with positive consequencetends to be repeated, but individual’s
behavior with negative consequences
tends not to be repeated.
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Clayton P. Alderfer 1969
ExistenceNeeds
Relatedness Needs
GrowthNeeds
satisfaction Progression
Frustration Regression
Existence - - - - - refers to our concern with basic material existence motivators
Relatedness ------refers to the motivation we have for maintaining interpersonalrelationships
Growth ---------- refers to an intrinsic (inherent) desire for personal development
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Some interesting facts HR
Hawthorne Studies
Elton Mayo a researcher from Harvard University, in 1927, explore the
relationship between change in physical working conditions and employee
productivity.
They choose the Hawthorne Plant of Western Electric for the study.A series of investigations revealed that MONEY and JOB
SECURITY are not the only source of employee motivation.
These investigations led to the development of Human Relations Approach to
Motivation.
Because of some mysterious factor X the group of 6 girls was pouring
25% more production.
By segregating them into a little word of their own, by asking their helpand cooperation, the investigator had given the young girls
a new sense of their own value. Their whole ATTITUDE changed from
that of separate cogs in a machine to that of a congenial team helping the
company solve a significant problem.
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Goal Setting is often given as an example of
how the field of OB should progress from asound theoretical foundation to sophisticatedresearch to the actual application of moreeffective management practice.
Edwin Locke and his colleagues have brought theconcept of Goal Setting. The Goal Setting hasbecome an effective tool for the practice of HRM andan overall performance system approach.
People strive to attain goals in order to satisfy their emotionsand desires. Goals provide a directional nature to people’s
behavior and guide their thoughts and actions to one outcomerather than another.The individual then responds and performs according to theseintentions or goals , even if the goals are not attained.
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―WE need to
improve thecompany’s
performance‖
―I want to see a significant improvement in thisdivision’s profits.‖
―Increase profits regardless of the means.‖
―Don’t worry about quality just work fast.‖
The Traditional Objective Setting
Top Management’s
Objectives
Division
Manager’sObjectives
Dept. Mgr’s
objectives
IndividualEmployee’
s
objectives.
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A very popular individualized method of evaluating theperformance / motivation of managers and professionals is
MANAGEMENT BY OBJECTIVES (MBO).
A system in which specific performance objectives arejointly determined by subordinates and their superiors ,progress toward objectives is periodically reviewed, and
rewards are allocated on the basis of this progress.
MBO makes objectives operational by devising a process bywhich they cascade down through the organization.. The
organization’s overall objectives are translated into specific
objectives for each succeeding level- divisional, departmental,individual---in the organization.
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The Management By ObjectivesSequence
Step 1Initial Discussion with
manager
Step 5At the end of period finalevaluation, setting of new
objective for the next period
Step 4Evaluation of progress
at each check point
Step 3Regular discussions
with Manager onprogress
Step 2Establishment of Short
Terms Goals
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Against All Odds
The new man in the office wasgiven some fatherly advice by his
superior:“I don’t mind your following in my
footsteps---
But please wait till I get out ofthem.”
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RECOGNIZING NEEDS
UNDERSTANDING BEHAVIOR
IMPROVING COMMUNICATION
SET REALISTIC GOALS
CREATING NO - BLAME CULTURE
WINNING COOPERATION
ENCOURAGE INITIATIVES
OFFERING INCETIVES
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RecognizeIndividual Differences
Use GoalsMatch PeopleTo Jobs
Individualized
Rewards
Ensure that Goals are
Perceived as Attainable
Don’t ignore Money Check the Systemfor Equity
Link Rewards to
Performance
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MONEY : Economist and most of themanagers have placed the money high onthe scale of motivators. While behavioral scientists have placed the
money low as motivator.
WORKERS PARTICIPATION : One of the importanttechnique of motivation wherein workers areconsulted on action affecting them-by being“in on the act” .
Participation is also a means of recognition and
appeals to the need of sense of belongingness.
Above all it gives people a “sense of
accomplishment.”
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ONE OF THE MOST interesting approaches tomotivation is the quality of work life program. It isbasically a system approach to job design and apromising development in the broader sense is JOBENRICHMENT, combined with the grounding of
sociotechnical system approach to management.
QWL has received enthusiastic support from a number of sources.MANAGEMENT have regarded it as a promising means of dealing withstagnating productivity.
WORKERS & TU have seen it as a means of improving workingconditions and productivity and as a means of justifying higher pay.GOVERNMENT agencies have been attracted to QWL as a means ofincreasing productivity, reducing inflation and obtaining industrialdemocracy and also minimizing industrial disputes.
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Setting up of Labor- Management
STEERING Committee
Aiming to enhance the DIGNITY, Attractiveness,and Productivity
Discussions, Studies, Suggestions
Application of Job Enrichment and Redesign
Recommendations for appropriate changes in
Jobs and in the entire working environment
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A popular technique that is some timesapplied, apart from motivating employees, toProductivity and Quality problems, is JOB
ENRICHMENT or JOB REDESIGN.Some authors calls it JOB ENLARGEMENT.
These terms are based on the premise that alteringcertain aspect of the job will satisfy employees’ psychological needs and motivate them to tryharder to do a good job.
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JOB REDESIGN attempts o correct the mistakes ofprevious job-design methods. In the past , jobs weredesigned with the principles of simplification,
standardization, and specialization. This led to theremoval of many sources of job satisfaction andmotivation from the job.
JOB ENLARGEMENT attempts to make a job morevaried by removing boring and dullness associatedwith performing repetitive operations. It means enlargingthe scope of job the job by adding similar tasks withoutadding responsibility.
In JOB ENRICHMENT, the attempt is to build into jobs ahigher sense of challenge and achievement. A job may be
enriched by variety. But it may also enriched by:
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In JOB ENRICHMENT, the attempt is to build into jobs ahigher sense of challenge and achievement. A job may be
enriched by variety. But it may also enriched by:
More freedom to workers for deciding about job’smethodology.
Involving workers in analysis and change of
physical aspect of the work environment.
Giving people feedback on their job performance,prefarably before their supervisors get it.
Giving workers a feeling of personal responsibiltyfor their tasks.
Encouraging participation of subordinates andinteraction between workers.
Taking steps to ensure that workers can see how theirtasks contribute to a finished product and welfare ofthe enterprise
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Establish a
purpose / goal forthe effect
Device aPerformance
Model
Analyze
Existing Jobs
Change Jobs orWork Group
Implement thechanges
Monitor The
Results
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Limitations of Job Enrichment
TECHNOLOGYOn account of specialized machinery and assembly line
techniques all the jobs meaningful.
WORKERS ATTITUDE
COST CONSTRAINTS
INVOLVEMENT OFMANAGEMENT
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Basic understanding of People’s need
Team Building
Suggestions are Welcome
Collaboration
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“Ah, but a man’s
reach should
exceed his grasp.
Or what’s a
heaven for?”
- Robert Browning
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―What were you doing when the police arrived?‖
The judge asked the defendant.―waiting Sir.‖ ―For what?‖ ―For money.‖
―who was supposed to give you money‖? ― the man I was waiting for.‖ ―Why was he going to give you money‖?
― for waiting‖. ― enough of this!‖ Exclaimed the exasperated Judge.
― what do you do for a living‖?
―I AM A WAITER SIR‖
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Against All Odds!
It is all right to holdconversation.
But one should
let go off itnow and then!
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INDIVIDUALEFFORT
INDIVIDUALPERFORMANCE
ORGANIZATIONAL REWARDS
INDIVIDUALGOALS
ABILITY
OBJECTIVEPERFORMANCE
EVALUATION
PERFORMANCE
EVALUATIONCRITERIA
REINFORCEMENT
EQUITY
COMPARISON
High n Ach
DOMINANTNEEDS
GOAL DIRECTED
BEHAVIOR