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Motivation - Coggle Diagram

- - - - Physical or Physiological Needs: Basis needs; Food, air, water and shelter; Lower-order needs - need to be met before an individual can move on to higher level needs.
      - Safety needs: Staying in a safe and secure environment. In an organization, managers can provide job security, medical insurance and safe gadgets and machines for working.
      - Social / Belongingness / Affiliation Needs: Needs for love, affection and interaction with people. These are essential so that we don't feel isolated and depressed. They are met through friendships, family and intimacy. In an organization - cooperative teamwork, kind supervision and sufficient work-life balance.
      - Esteem Needs: Includes internal (self esteem or self respect through personal achievement) and external (social esteem through respect and appreciation from others). Managers should give awards and appreciation certificates for their achievements.
      - Self Actualisation Needs: It is the pursuit of reaching one's full potential as a person. They are usually not fully satisfied as new opportunities always come up. It also depends from individual to individual. In an organization - challenging tasks and inviting them for decision making.
  - - - Frederick Herzberg
      - Motivation-hygiene theory
      - Factors affecting satisfaction or dissatisfaction in a work environment.
    - - Basic factors in a job
      - Extrinsic factors.
      - They do not provide satisfaction
      - But their absence causes disatisfaction
      - Taken for granted
      - Ex. status, job security, salary and fringe
        benefits.
    - - Present within the job
      - Provide satisfaction
      - Intrinsic factors
      - Absence does not lead to disatisfaction
      - But, presence gives satisfaction
      - Ex. job challenge, advancement, autonomy, responsibility, etc.
  - - - David McClelland
      - Needs classified into achievement, affiliation and power
      - People at any time are guided by multiple motives.
      - In different situations, one or two needs are dominant and thus, motivation varies with needs.
    - - Seek to excel
      - Prefer moderate risks
      - If high need for achievment,
      - Choose tasks where they can take personal responsibility for finding solutions to the problems.
      - Require regular feedback in order to check progress
      - Managers should give challenging projects with attainable goals
    - - Look out for pleasant relationships with other people
      - Need to feel accepted by other people.
      - Companionship
      - Prefer work that provides them with significant personal interaction.
      - Tend to conform to the norms of their work group
      - Managers should create an atmosphere of supportive interpersonal relationships. Ex. team projects
    - - A desire to influence others
      - Tend to be outspoken and forceful.
      - Willing to engage in confrontation
      - Need for power can be of 2 types
        
        Personal:
        
        Want to direct others
        
        Undesirable
        
        Note: No one wants a leader who tries to control people for the sake of it. That's just manipulation.
        
        Institutional:
        
        Want to manage the efforts of others to promote the goals of the organization
        
        Managers with a high need for institutional power tend to be more effective that those with a need for personal power.
  - - - Simplified 5 needs into 3
      - Developed in line with Maslow's hierarchy of needs
      - According to Alderfer, there is no hierarchy of needs
      - A desire to fulfil any of the needs can be activated at any point in time
      - Lower level needs must not be satisfied to seek higher order needs.
      - Ex. A homeless (physiological) man may still want friends (social).
    - - Basic material existence motivators.
      - Physical and Safety Needs
      - Ex. Food, water, health, secure employment
    - - Maintaining interpersonal relationships
      - Ex. Friendship, family
      - Belongingness Needs
    - - Intrinsic desire for personal development
      - Ex. Self-esteem, creativity
      - Esteem and Self-actualization Needs
- - - - Propounded opposing the Herzberg’s two-factor theory.
      - By Vroom
      - Explains the behavioural process of why individuals choose one behavioural alternative over another
      - Individuals are motivated towards objectives if they think that their performance will be rewarded for the efforts they will put.
      - Three variables - Expectancy, Instrumentality and Valence
      - Motivation = Expectancy x Instrumentality x Valence
    - - Effort ---> Performance
      - It is the confidence that better efforts will result in better performance.
      - It is influenced by:
        
        Having appropriate skills for performing the job
        
        Availability of right resources
        
        Availability of critical information
        
        Getting the required support for accomplishing the goal.
    - - Performance ---> Outcome
      - It is the faith that the individual will receive an award if they perform well.
      - It depends on:
        
        Trusting the people who decide who receives what outcome (Trusting management)
        
        understanding the relationship between performance and reward
        
        Transparency in the system that decides who get what outcomes.
    - - Is the outcome is valuable?
      - Based on expected value, not actual value since an employee thinks about all of this before undertaking the task.
      - It depends on the individual's
        
        Needs
        
        Values
        
        Goals
        
        Preferences
        
        Source of motivation
  - - - J.S. Adams
      - Assumption = Employees experience strong expectations of justice, balance and fairness in treatment by their employers.
      - Individuals are motivated by a desire to be treated equally at work.
      - Your outcomes / Your inputs =
        Others' outcomes / Others' inputs
      - Employees constantly assess their level of effort against fellow workers and the reward they receive for their effort.
      - When the employee feels their outcomes are fair in relation to others, they feel motivated and satisfied.
    - - The quality and quantity of employee’s contribution to work.
      - Ex. efforts, experience, education, etc.
    - - The positive and negative results that an individual gets after putting inputs into a task.
      - They can be tangible and intangible.
      - Ex. job security, salary, praise, etc.
- - - - Traditional approach to motivation and control.
      - Traditional stereotyped and authoritarian management style.
      - Assumptions:
        
        An average human being is lazy and doesn’t like to work. He will avoid work if he can.
        
        Most human beings lack ambition and thus don’t want responsibility. They prefer to be directed rather than to lead.
        
        Most human beings are self centred and indifferent to the organisational goals.
        
        Most people are not creative to solve organisational problems.
        
        Most human beings are motivated with physiological and safety needs. (lower order needs)
      - Human beings are motivated only by money and benefits required for satisfying the physical and safety needs
      - Employees are managed by punishments and strict control.
      - Can only work in the environment where the work is repetitive in nature and promotions are not frequent.
      - McGregor proposed Theory Y refuting Theory X
    - - People are not unreliable and lazy by nature.
      - Positive view on employee motivation and their behaviour.
      - Management helps employees develop and express their creative skills.
      - Assumptions
        
        An average person doesn’t dislike work rather work is natural as play.
        
        An average human being will exert self control and direct himself for his objectives.
        
        An average individual knows that he will be rewarded if he is committed for the objectives. These rewards are generally higher order needs (ego satisfaction and self-actualisation)
        
        An average person tends to seek responsibility and is ambitious.
        
        Imagination, creativity, and ingenuity can be used to solve work problems most of the people.
        
        Considering the present scenario of present industrial life, the intellectual potential of an average man is only partly utilized.
      - Theory Y is more used in organizations
      - McGregor suggested motivational practices like decentralisation, delegation, job enlargement, participation and consultative management.
  - - - Trust, integrity and openness should be essential ingredients of an effective organisation.
      - Theory Z says that involvement of employees in related matters improves their commitment and performance.
      - The leader’s role should be to coordinate the efforts of his subordinates.
      - The organization and management team should ensure that measures and programs in place should be there to develop employees.
      - Employees should be given greater decision making responsibility.
      - They should be generalists but also undertake some specialized job tasks.
      - The organization should recognize the contributions of individuals, but always within the context of the team as a whole.
- - - - Incentives that are directly linked to money.
      - Also known as monetary incentives
      - Needed for meeting the basic needs of employees
    - - Salary + Allowances (dearness allowance (cost of living - beat inflation), house rent allowance, etc.)
      - Some organizations offer a compensation including both salary and allowances while some provide a consolidated salary.
    - - Minimum bonus limit is 8.33% of salary or wages in India under the Payment of Bonus Act, 1965.
      - Addition, on top of basic pay and allowances
    - - Higher level employees
      - employees are given a certain share in the profits of the company when the profits increase beyond a given limit.
      - Ex. employee is entitled to 1% profit if profit > 4,00,000
      - Induces employees to work harder to gain their share of company’s profits.
    - - Variable pay
      - Generally, a percentage of sales to the sales personnel as per their contribution.
      - Rate varies from org to org
    - - Salary / wage linked incentive
      - The amount of incentive is associated with the performance of the employee.
    - - Stock options give employees the right to purchase company’s shares at a future date on a predetermined price.
      - These shares make them part owners of the firm which increases their sense of belongingness.
  - - - Financial incentives can only motivate employees to a certain extent
      - Thus, companies have to use non financial incentives as well
      - Higher order needs
    - - Status = rank in the society
      - In org, designations or positions as per their abilities, skills and experience
    - - Most effective incentive
      - Should be used with care
      - Praising an incompetent worker would create resentment among competent workers.
      - But, genuine praise may motivate an incompetent worker to be better.
    - - May be more effective than individual incentives
      - When the prestige or even existence of the team is at stake, group members work with team spirit.
      - This results in high morale and increases productivity
    - - Allowing them to participate in management and decision making
      - Provides psychological satisfaction
      - Imbibes a sense of importance
    - - Opportunities for growth, career advancement and personality development
    - - Motivates employees to suggest how to make the company better / more efficient.
      - Sometimes, name and pic published in company newsletter / magazine.
      - Cash reward or
    - - Adding content to the job leading to increased responsibility, scope and challenge in its performance.
      - pioneered by Frederick Herzberg
      - In 1986
      - Management should enrich job by:
        
        Letting employees decide the pace and technique of work
        
        Encouraging participation from the employees
        
        Increasing the responsibility for the job
        
        Giving continuous feedback to the employees.
        
        Instilling a feeling of achievement.
      - Higher level employees - more satisfaction from challenging jobs
      - Vertical expansion
    - - Scope of the job is increased by increasing the number of tasks associated with the job but at the same level in the organization.
      - Horizontal expansion
      - Performing a variety of jobs or operations at the same time.
      - Reduces monotony in the job
      - Ex. A person is administration who is doing typing work may also be assigned the tasks of drafting letters, sorting of incoming mail and filing the letters.
      - Advantages
        
        Variety of tasks reduces boredom
        
        Optimum utilisation of physical and mental abilities of workers
        
        Worker paced control: Workers can control their pace. This reduces fatigue and exertion.
        
        Meaningful feedback: Workers receive meaningful performance feedback. When tied to evaluations and rewards, this can be motivating.
      - Disadvantages
        
        Increases work burden. If the excess work goes unrecognized (salary or praise), this may demotivate the employee.
        
        Increases frustration of the employee if increased activity does not lead to increased incentives.
        
        Problem with union members: Unions may misunderstand job enlargement as exploitation of worker and may object it.