Motivation (Introduction) - Copy (2)

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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.

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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. Intrinsic Motivation 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 ?

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Human ability index 0 to 30% Affected by motivation 90 to 100% God gifted Basic skills 30 to 90%

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What Motivates You?

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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.

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Motivation Negative Forms of Motivation Extrinsic Rewards Money / Vacations / Banquets / Plaques Fear / Threats / Punishment Competition Positive Forms of Motivation Intrinsic Rewards Goals Communication Employee Empowerment

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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, achievement, competence, 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

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The satisfying factors Achievement Recognition Responsibilities Work itself

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Self motivated people

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Ajim Premji Passion of his life - World class professionalism. Simple living, no showmanship. Talks of excellence rather than his wealth.

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Dhirubhai Ambani Very high goals. An achiever. From petrol pump assistant became richest man due to high goals.

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Abdul Kalam Azad Very ordinary man with clear mission. No ego. High goal. Highly committed.

A Model of How Goals Can Improve Performance : 

A Model of How Goals Can Improve Performance

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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 Salary/wages 9 Size of organization 10 Stimulating work 5 Source: "Work Force Study Finds Loyalty Is Weak," Wall Street Journal, Sept. 3, 1993, p. B-l.

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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. Job enrichment. Good communications. Financial incentives.

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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)

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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.

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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.

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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.

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