Pom motivation
Download as PPTX, PDF
0 likes213 views
This document discusses and compares two theories of motivation: Maslow's hierarchy of needs theory and Herzberg's two-factor theory. Maslow's theory proposes that people are motivated to fulfill a hierarchy of needs from physiological to self-actualization. Herzberg's theory separates motivators like achievement that motivate employees from hygiene factors like pay that prevent dissatisfaction. Both theories provide guidance to managers on understanding employee needs and designing jobs in a way that satisfies higher-level needs to improve motivation.
Pom motivation
- 1. Motivation: BBS 1st year Diwakar Singh
- 2. Introduction: One of the vital factors In productivity equations Essential for: Efficient working Productivity Attaining organizational objective Two important theories will be Examined comapred Diwakar Singh
- 3. Contd. These theories gives managers: A rich understanding of many issues Problem involved in employees motivation Diwakar Singh
- 4. Concept of Motivation: Motives have been classified: Primary motives Second motives Internal motives External motives Primary motives: Serves biological function for organism Secondary motives: Largely social in nature Diwakar Singh
- 5. Contd Internal motives: Which start from the ego needs: Freedom Prestige Recognition States (of the person) External motives: Arise because of: To make an employee act In a desired manner Act in efficient and Productive manner Diwakar Singh
- 6. Contd. Motivation can thus be defined: The energy of the force that: Simulate a personal To acts towards the fulfillment Of desired goal Primary concerned with three factors: What energizes behavior? What directs or channel behavior? How this behavior is maintained and sustained Diwakar Singh
- 7. Contd The first component of motivational points: To energetic forces within Individuals that: devices them to certain: Types of behavior The second component refers: to goal orientation The third component is concerned with: Forces within the individuals With their enviroment Diwakar Singh
- 8. Process of Motivation: Needs or motivates are: The starting point of motivation Unsatisfied need creates: Tension that Simulates divides within: The individual Tension: The presence of: Unsatisfied need Gives him tension Diwakar Singh
- 10. Contd Drive: Tension creates an usage of: Drive in human being An he/she starts looking for Various alternative Search behavior: After searching for alternatives The human being starts behaving According to chosen opinion Diwakar Singh
- 11. Satisfied need: After searching for alternatives The human being starts Behaving according to chosen option Satisfied need: After behaving in a particular manner: A long time then He/she evaluates that Weather the need is satisfied or not Diwakar Singh
- 12. Theories of Motivation: A great deal of research studies focused on trying: To understand motivation Most of the significant work on motivation related to: One or other of the following two issues: What forces within people or Within their environment Leads to motivation What process or mechanism are: Individual in motivational behavior Diwakar Singh
- 13. Contd.. The first question led: To development of content theories of motivation Theory seeks: To identify and Explain the needs (influences human behavior) The second question led: Have been called process theories We will dealing with two content theories Diwakar Singh
- 14. Need Hierarchy Theory: Abraham Maslow (1943) A human psychologist Propounded of theory of human needs He believed that: Motivation is a matter of: Satisfying human needs As per Maslow: A concern for certain fundamental needs Can be classified into five categories: Diwakar Singh
- 15. Contd.. Physiological needs: The basic necessities of life Such as Food Clothing Shelter Safety and security needs: Safety from physical and Psychological harm Diwakar Singh
- 16. Contd. Social and belonging needs: Include the needs for: Affection Companionship Acceptance Support from others Ego or esteem needs: The needs for Status Self-respect Autonomy Alternation and Recognition from others Diwakar Singh
- 17. Contd.. Self-actualization needs: The needs for opportunities: To achieve things an individual Consider important in life For personal growth and To put ones full potential use Maslow separated the five needs into two categories: Higher order needs Lower order needs Diwakar Singh
- 18. Contd.. Lower order needs: Physiological Safety Higher order needs: Social Esteem Self-actulization Diwakar Singh
- 19. Contd.. Difference between two orders was made on: Higher order needs: Predominately satisfied internally (within the person) Lower order needs: Predominated satisfied externally: By pay Union membership tenure Diwakar Singh
- 20. Relevance of Maslows Theory: The theory has relevance for managers in the following: Employees have needs: Motivation of employees depend upon: The fulfillment of needs A fulfilled need does not motivate an employee Higher order needs: Motivate employees than lower order needs Diwakar Singh
- 21. Contd.. Higher order needs: (self-actualization and self-esteem) come into: Play after the lower order needs (physical, safety and social ) are satisfied Manager should try to understand: The needs of each employee Provide him/her the opportunity To fulfill those needs Diwakar Singh
- 22. Motivation Hygiene Theory: Developed by Frederick Herzberg (1960) Also known as dual-factor or two factor theory Has emphasized the role of two sets of factors: Hygiene factor Motivating factor Hygiene factor: Herzberg called maintenance factor Because, their presence maintains Employees satisfaction Absence causes dissatisfaction Diwakar Singh
- 23. Contd.. The hygiene factors include: Company policy & administration Technical supervision Salary Job security Personal life Work conditions status Diwakar Singh
- 24. Contd.. Motivating factors: Herzberg called factors motivator or satisfiers Because, these factors satisfy The employees need for self-actualization Satisfiers or motivators are Achievement Recognition Advancement The work itself Personal growth Responsibility Diwakar Singh
- 25. Contd.. Herzberg argues that The manager should adopt: A two-staged motivational strategy In the first stage: Must make sure that The hygiene factors are not lacking By ensuring hygiene factors, Managers can ensure that Employees are satisfied Employees cannot be motivated Through hygiene factors Diwakar Singh
- 26. Contd In the second stage: Managers should ensure that: Employees have opportunity for: Achievement Recognition Advancement They can create: Climate for motivate Job content and job context: Herzbergs theory highlights of two factors: Job content Job context Diwakar Singh
- 27. Contd. Job content: Refers to: The job or Work self Indicates the work-worker relationship More important for employee motivation Job context: Indicates work environment Cannot be satisfactory, if the job contxt Factors missing Diwakar Singh
- 28. Job Enrichment and Job Redesign: Job enrichment: Restructured by building into that: Job higher order responsibilities: Authorities and More challenging content The qualified and able employees have: The opportunity for achievement Recognition and growth That makes job A satisfying A meaningful experience Diwakar Singh
- 29. Contd.. Job enrichment requires: Job design Component of each job: Review Changed Upgraded Enlarged Enriched and needed These changes organizations can: Improve their quality Productivity Reduce the problem Boredom Monotony Diwakar Singh
- 30. Relevance of Herzbergs Theory and Managers: Traditionally, managements have tended To believe that: The best way to motivate employees: To keep them materially satisfied by: Providing attractive pay and Other facilities Herzbergs theory suggests that: Such measures may only be: A preventive measure agreement employees dissatisfaction Diwakar Singh
- 31. Contd.. If management interested in motivating employees: They must be prepared to do something To provide for professional growth in job The following are the relevance of Herzbergs theory for managers: Money is weak motivational tool because, Can be only eliminate dissatisfaction Managers should understand: Hygiene factors and Motivation factors Similarly, the opposite of job dissatisfaction: Is not job satisfaction but no dissatisfaction Diwakar Singh
- 32. Contd.. Prior to Herzbergs work Managers viewed: Job satisfaction and dissatisfaction as: Opposite end of same continuum A two stage process has been: Suggested for creating motivation Climate situation that Cause dissatisfaction Improve motivation through hygiene factors: Wastage of time resources Diwakar Singh
- 33. Contd.. New techniques like: A job redesign Job enrichment (proposed) Herzberg tailored these techniques as: Tool to motivate employees Managers try to expand jobs: To allow employees greater responsibility in: Planning Controlling their work Diwakar Singh
- 34. Comparison between Maslow and Herzberg Models: The following are the basic differences between two models: Need-Hierarchy model: Individuals have: Need and Act in a manner to satisfy This is a priority of needs Two factor model: Prime motivator (need) Certain factors (motivators) motivate workers Other factors (hygiene factors ) do not Diwakar Singh
- 35. Contd. Herzbergs theory reduced Maslows five levels into: Two distinct categories Herzbergs hygiene factors: Comparable to: Maslows lower order needs Herzbergs motivators or satisfiers Maslows higher order needs Maslows theory implied that: Employees could be motivated To perform when jobs allowed them Opportunities to satisfy Diwakar Singh
- 36. Contd The comparison of these two model has been shown if figure: Diwakar Singh
- 37. Strategies for Motivating Employees: The closely interlinks: Rewards Motivation Job performance Managers can: Design and use the reward system As a basic mechanism To motivate employees (better performance) Reward is defined broadly as: Material & psychological payoffs for: Performing tasks in workplace Rewards do not mean financial incentives Diwakar Singh
- 38. Contd.. Rewards include: Broad range of payrolls in the form of: Compensation Benefits Incentives Rewards can be divided into two categories: Extrinsic rewards: Rewards or payrolls granted: To the individual by their organization Examples of extrinsic rewards: Money Fringe benefits Promotion Recognition Status Praise Diwakar Singh
- 39. Contd Intrinsic rewards: The rewards which are Self-generated by the individual Such rewards are: Experienced or Felt internally by employer Examples of intrinsic rewards: Sense of accomplishment Self-esteem Self-actualization Diwakar Singh
- 40. Compensation: First vital component of: Any motivation strategy Has a close link with Employee performance A variety of compensation schemes: Designed and Used by organization Financial rewards have: A positive impact on employee: Satisfied and performance Diwakar Singh
- 41. Contd. A flexible approach to compensation is: necessary because of: The changing needs of empolyees The growing work-force diversity Diwakar Singh
- 42. Effective Reward Management: To be effective motivational tools: The reward system should satisfy the following conditions: Rewards must satisfy needs: Financial incentives: More effective motivators for employees Who is need not fulfilled But financial incentive may not: Motivate an employee Who is seeking status or recognition Diwakar Singh
- 43. Contd. One must believe that efforts will lead to reward: Employees will not make effort If they feel that: Rewards are concerting If they perceive rewards linked with: Efforts or Results They will make their best to: Reach there or Get those rewards Diwakar Singh
- 44. Contd.. Rewards must be equitable: To motivational value Rewards must be equitably applied If reward unfair: Employer may not be attacked towards work Management should: Fairness and Uniformity in application of reward system Diwakar Singh
- 45. Contd.. Rewards must be linked with performance: Time based payment system: Not linked with performance Irrespective of performance: Employees get their monthly saliers Hence , reward link Not link with performance On other hand: Piece-rate system or group based incentive system Linked with performance Hence, they have the motivational value Diwakar Singh
- 46. Employee Participation: Participative Management: A management technique Includes Employee involvement Work-place democracy Empowerment Employee ownership In this management techniques: What they are to do? How they are to do it? How they are to be appraised? Diwakar Singh
- 47. Contd.. Motivating force comes into play: Given authority to make decisions and Rewards for what is accomplished Employees become involved in: Identifying Solving problems Especially status Recognition and Self- actualization Diwakar Singh
- 48. Contd.. Thus, participative management brings about: Increased motivation To identify more clarity with organization Develop greater team spirit Participative management, thus Democratic that: Respect all members of an organization Diwakar Singh
- 49. Benefits of Participative Management: Implement participative management tend to benefit in several ways: Increased productivity: Improve productivity because, Employees feel that control of their work Save time and money Employees work together as: A team Their job energies Abilities Knowledge Can solve problem and making improvement Diwakar Singh
- 50. Contd. Increased worker commitments: Employees have a strong commitment to the organization They involved in different activities through: Job rotation Develop a sense of ownership Commitment to policies Design of organization Flexibility of meet market demands: Team are able: To respond more rapidly To changes in market demand Diwakar Singh
- 51. Contd.. Increased intrinsic motivation Employee can provide intrinsic motivation to them by: Increasing opportunities for growth Responsibility Involvement in the work itself Achievement Recognition Enhanced self-esteem Diwakar Singh
- 52. Empowerment of Employees: Two means of motivating and of Empowering employees are: Quality if work-life (QWL) Self-managed work team Quality of work life(QWL): Indicates quality of relationship between: Employees The total work environment Purpose: A techniques of employee motivation To create condition within organization Promote learning and development Diwakar Singh
- 53. Contd QWL programs creates: A work-place that enhances employee Will being and satisfaction Have the following essential elements: Adequate and fair compensation A safe and healthy environment Opportunity for developing human capabilities Opportunity for personal growth and security A social environment that Encourage personal identify Group activities Upward mobility Diwakar Singh
- 54. Contd. A work that provides; Personal freedom Rights Dignity Some mechanism through which these QWL can be achieved: These are: Quality circles Employees share ownership Flexible work schedule Diwakar Singh
- 55. Contd. Quality circles: Concept of quality circle (QC) Essentially Japanese In second world war Japans started to imitate The manufacturer of several western goods The strategy did not work because, The quality of most of these goals are poor Quality control: Formalized in 1960, K. Ishikawa Diwakar Singh
- 56. Contd.. Succeeded in convicting management in Japan about: Potential contribution to quality Productivity Work-related issues Thus, the seeds of QC were sown in Japan In early 1970, The west became aware of The success of QCs in Japan Several Americans and European companies started: Forming QCs with fairly encrouging results in the area of: Quality control Cost reduction Productivity safety Diwakar Singh
- 57. Contdinternational Association Quality International Association Quality Circle (IAQC): Formed in the USA (1997) A QC consists of A small group of employees The member of a QC meet about An hour before/after The working ho the working hours to identify Analyze Suggestion solution Diwakar Singh
- 58. Contd. Some problems associated with functioning of QCs: First: The labor unions may not favors QCs as: They reduce the importance of unions Secondly: Some managers may feel threatened because, QCs reduces the traditional roles of managers Thirdly: The functioning of QC leader is also crucial If he/she plays authoritarian role Diwakar Singh
- 59. Contd.. Managers in QC environment should function as Facilitators rather than as supervision Employees shared ownership many organizations have: Designed plans To distribute their shares among employees Scheme has two advantages: First advantages: The ownership feeling is developed among employees Increased their commitment to the organization Second advantages: Employees would have an opportunity To participate in decision making Diwakar Singh
- 60. Contd.. Share their ideas Opinion Creativity Hence, employee are: Self-motivated To work hard Long hours Flexible work schedule: Called flextime Traditional fixed work time 0900 hrs to 1700 hrs Employees are forced to come to work During the time fixed for team Diwakar Singh
- 61. Contd.. Fixed work schedule makes difficult To employees to do personal work In the western countries: Experiments have been made to Gove employees flexible time Working is broken into two parts: Core time Flextime Employees are required : To be at their workstation during the core time However, they have a choice: To select their own flexible time Diwakar Singh
- 62. Contd.. Thus, an employee can come in early: Come late and leave late Come in early Take a long break and leave late Allowing employees to work at home or To shares jobs with others By making working time flexible: The management tries to motivate employees The advantages os this system is that: The employees can tailor their workdays To fit their personal needs Diwakar Singh
- 63. Contd.. A number os studies have shown that: Flexible work hours do often results in Higher levels of motivation Diwakar Singh
- 64. Self-Managed Work Teams: Concept is guided by the idea that: Self-management is the best management It promotes: Creativity Motivation Productivity Members (work teams) perform many of functions, such as: Planning Scheduling Budgeting evaluating Diwakar Singh
- 65. Contd.. Such terms have clearly defines: Inputs and Output Work teams measure their own performance by Standard as sevice quality Meeting scheduled delivers Productivity Cost control Organizations are using empowerment Participation to best motivation Diwakar Singh
- 66. Contd The activates of the self-managed work teams facilitate: The process of motivation Hence, team work: Central features of participate management and Employee motivation Diwakar Singh