INTRODUCTION
An organization becomes effective when each one of its members
makes an optimum contribution towards organizational objectives. The
performance of a group depends upon the ability and willingness of its members
to work and the technology used by them. Ability is the function of education,
training and experience while willingness depends upon the level of motivation.
DEFINITION
1. Motivation is a
circular process. It is the result of an interaction between human needs and
the incentives offered to satisfy them.
2.Motivation is
different from satisfaction. It is the process of stimulating an individual or
a group to take desired action. In other words, motivation is the drive towards
an outcome where as satisfaction refers to the out come performed by a person.
3.Motivation is a continuous and
dynamic process as it deals with human beings which is an ever changing entity
modifying itself every moment. Human needs are unlimited and go on changing
continuously. people must at all times be provided with the stimulus to work
because the satisfaction of one need gives rise to another need.
IMPORTNACE OF MOTIVATION
*Effective use of resources
* Higher efficiency
* Accomplishment of
organisational goals
* Reduced labour turnover and absenteeism
* Healthy industrial
relation
* Improved corporate image
NATURE OF MOTIVATION
*Motivation is a psychological concept
* Motivation is a continous
and dynamic process
* Motivation is a complex
and difficult function
* Motivation is a circular
process
* Motivation is diffirent
from satisfaction
* Motivation is the product of anticipated values .
THEORIES OF MOTIVATION
MASLOW’S NEED HIERARCHY THEORY
Maslow’s need hierarchy arranges human needs into a pyramid-shaped
model with basic physiological needs at the bottom and self-actualization needs
at the top.
Lowerorder needs, call deficiency
needs, must be satisfied to ensure a person’s existence, security, and
requirements for human contact. Higher-order needs, or growth needs, are
concerned with personal development and reaching one’s potential. Before
higher-level needs are activated, the lower-order needs must be satisfied. The
five levels of needs are described next.
HERZBERG’S THEORY-TWO FACTOR THEORY
Herzberg argued that there are two sets of
needs, He called the first set “motivators”. Motivators,which relate to the
jobs we perform and our ability to feel a sense of achievement as a result of
performing them, are rooted in our need to experience growth and
selfactualization. The second set of needs he termed “hygienes.” Hygienes relate
to the work environment and are based in the basic human need to “avoid pain.” According to
Herzberg, motivators motivate us to perform well and, when these needs are met,
lead to the experience of satisfaction. Hygiene needs, on the other hand, must
be met to avoid dissatisfaction (but do not necessarily provide satisfaction or
motivation.
McCELLAND’S THEORY-ACQUIRED NEED THEORY
The need for achievement is how much people are motivated to excel
at the tasks they are performing, especially tasks that are difficult.
The need for affiliation reflects a desire to establish and
maintain warm and friendly relationships with other people.
The need for power is the need to control things, especially
other people. It reflects a motivation to influence and be responsible for
other people.
McGREGOR’S PARTICIPATION THEORY X/Y
McGREGOR concluded that managers tended to have had radically
different beliefs about how best to use the human resources employed by a firm.
He classified these beliefs into sets of assumptions labeled theory X and
theory Y.
Theory x, assumptions
believe that employees are:
*Don’t like the work
*Shirk responsibility
*Need to be told what to do and have constant supervision
*Have no ambition or desire to work hard
*Are only motivated by rewards
Theory y, assumptions
believe that employees are:
*Find their work satisfying and challenging
*Want to help make decisions
*Motivate themselves
*Take responsibility for their work
*Need very little direction
*Can think outside the box to solve problems
VROOM’S EXPECTANCY THEORY
Expectancy, a person’s belief that working hard will result in achieving a
desired level of task performance ( called effort-performance expectancy).
Instrumentality, a person’s belief that successful performance will be followed by
rewards and other work-related outcomes ( called performance-outcome
expectancy).
Valence, the value a person assigns to the possible rewards and other
work-related outcomes.
In expectancy theory, motivation
(M), expectancy (E), instrumentality (I) and valence ( V) are related to one
another in a multiplicative fashion: M=E*I*V.
REF
2-A.DUBRIN, Essentials of
management.
3-JOHN.R and al, Management.
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