Motivation, &Performance : Motivation, &Performance Motivation : Motivation mo·ti·va·tion - n 1: the psychological feature that arouses an organism to action toward a desired goal; the reason for the action; that which gives purpose and direction to behavior. Slide 3: Motivation An organization without a motivated workforce is like an engine running on empty – it needs the right fuel to perform at it’s best.
Extrinsic Motivation Motivation : Motivation Drive-Reduction Theory
the idea that a physiological need creates an aroused tension state (a drive) that motivates an organism to satisfy the need Why is motivation necessary : Why is motivation necessary ? Slide 6: Human ability index 0 to 30% Affected by
motivation 90 to 100% God gifted Basic skills 30 to 90% Slide 7: What Motivates You? Slide 8: Motivation Extrinsic motivation is typified by incentives, bribes, rewards and manipulation of ones own behavior and that of others.
Intrinsic Motivation can be typified by interesting or challenging work, and the opportunity to achieve and grow into greater responsibility. Slide 9: Motivation Negative Forms of Motivation
Money / Vacations / Banquets / Plaques
Fear / Threats / Punishment
Positive Forms of Motivation
Employee Empowerment Slide 10: Motivation Job performance is considered a function of ability and motivation.
Job Performance = f (Ability)(Motivation)
Ability depends on education, experience and training and its improvement is a slow and long process. Maslow’s Hierarchy of Needs : Maslow’s Hierarchy of Needs begins at the base with physiological needs that must first be satisfied
then higher-level safety needs become active
then psychological needs become active Self-actualization needs
Need to live up to one’s
fullest and unique potential Esteem needs
Need for self-esteem,
and independence; need for
recognition and respect from others Safety needs
Need to feel that the world is organized and
predictable; need to feel safe, secure, and stable Belongingness and love needs
Need to love and be loved, to belong
and be accepted; need to avoid
loneliness and alienation Physiological needs
Need to satisfy hunger and thirst Hertzberg’s motivation theory : Hertzberg’s motivation theory THE SATISFYING FACTORS (require intrinsic motivation) THE DISSATISFYING FACTORS (require extrinsic motivation) There are two factors that affect motivation Slide 13: The satisfying factors Achievement Recognition Responsibilities Work itself Slide 14: Self motivated people Slide 15: Ajim Premji
Passion of his life - World class professionalism.
Simple living, no showmanship.
Talks of excellence rather than his wealth. Slide 16: Dhirubhai Ambani
Very high goals.
From petrol pump assistant became richest man due to
high goals. Slide 17: Abdul Kalam Azad
Very ordinary man with clear mission.
Highly committed. A Model of How Goals Can Improve Performance : A Model of How Goals Can Improve Performance Slide 19: Important Job Factors RANK
Advancement opportunity 8
Control over work content 3
Flexible work schedule 7
Fringe benefit 6
Job security 4
Nature of the work 2
Open communication 1
Size of organization 10
Stimulating work 5
Source: "Work Force Study Finds Loyalty Is Weak," Wall Street Journal, Sept. 3, 1993, p. B-l. Slide 21: Motivation Motivation is a much faster process and can be improved through:
Approval, praise and recognition.
Trust, respect and high expectations.
Loyalty, given that it may be received.
Removing organizational barriers that stand in the way of individual and group performance.
Financial incentives. Slide 22: Motivation is a much faster process and can be improved through:
Assist in establishing attainable goals.
Provide opportunities for growth (challenging work).
Provide regular & timely feedback (good & bad).
Establish an Individual Development Plan (IDP) Slide 23: Promote a balance of work & personal lives.
Distribute work fairly.
When reasonable, let employees make decisions and have input on decisions that will impact them. Slide 24: Rewards Rewards should be quick.
Rewards should be significant.
The goals & rewards must be:
Known, understandable, & attainable.
Rewards must be distinctly and directly related to performance.
Reward should be irrevocable.
Reward should be compatible with job measurements. Slide 25: Conclusion Our real job is not to motivate our employees, rather it is facilitating their doing it on their own volition, at their own initiative, so that they will go on doing the activities freely in the future when we are no longer there to prompt them.