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8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 1/61 MOTIVATION &MOTIVATION & MORALEMORALE 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 2/61 IntroductionIntroduction Motivation is a psychologicalMotivation is a psychologicalstatestate Understanding motivation help inUnderstanding motivation help inunderstanding individualunderstanding individualbehaviorbehavior Motivation depends on individualMotivation depends on individualas well as the situationas well as the situation 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 3/61 Stephen P. Robbins ± ³ The willingness to exert high levels of effort towards organizational goals, conditionedby the effort¶s ability to satisfy some individual need´ Def initions of MotivationDef initions of Motivation 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 4/61 Motivation means a process of stimulating people to action to accomplish desir edgoals. «W.G. Scott Morale is the capacity of a group of people to pull together persistently and consistently in pursuit of a purpose. «Leighton 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 5/61 Def initions of MotivationDef initions of Motivation Motivation is also defined as aMotivation is also defined as acondition that is initiated by thecondition that is initiated by the need in an individual.need in an individual. Motivation consists of threeMotivation consists of three interacting and interdependentinteracting and interdependent elementselements ±± needs, drives andneeds, drives andincentives.incentives. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 6/61 Motivation ProcessMotivation Process Physiological/Psychologicaldeficiency(NEED) Individualbehaves in acertainmanner(DRIVE) Achieves aparticulargoal(INCENTIVE) 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 7/61 NeedsNeeds Imbalance between physiologicalImbalance between physiologicalor psychological imbalance leadsor psychological imbalance leads to a need. E,g, Food and water.to a need. E,g, Food and water. Need may arise even withoutNeed may arise even without physiological need e.g. to bephysiological need e.g. to be successful.successful. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 8/61 DrivesDrives Propel individuals to attain one¶s goalPropel individuals to attain one¶s goal Drives constitute the core element inDrives constitute the core element in motivationmotivation 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 9/61 IncentivesIncentives Anything that mitigate a need andAnything that mitigate a need anddecrease the intensity of a drive isdecrease the intensity of a drive is called an incentive.called an incentive. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 10/61 Classif ication of MotivesClassif ication of Motives Primary MotivesPrimary Motives -- they arethey arephysiologically basedphysiologically based ±± hunger, thirst, sexhunger, thirst, sexetc.etc. Secondary MotivesSecondary Motives -- are those whichare those whichare learned over a period of time.are learned over a period of time.-- fastingfastingfor religious cause etc.for religious cause etc. General MotivesGeneral Motives ±± which cannot bewhich cannot be classified as the above two. Also calledclassified as the above two. Also called ³stimulus motives´ ³stimulus motives´ ±± curiosity,curiosity,manipulation etc.manipulation etc. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 11/61 General MotivesGeneral Motives The curiosity, manipulation and activity motives The affection motive 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 12/61 Secondary MotivesSecondary Motives The Power motiveThe Power motive Alfred Adler Vs. SigmundAlfred Adler Vs. SigmundFreudFreud ±± (Inferiority & Competition)(Inferiority & Competition) The achievement motiveThe achievement motive ±± Thematic Apperception test / Degree of Risk Taking e.q.Thematic Apperception test / Degree of Risk Taking e.q.Ring Toss Game;Ring Toss Game; Need for immediate feedbackNeed for immediate feedback Satisfaction of accomplishing than material rewardsSatisfaction of accomplishing than material rewards The affiliation motiveThe affiliation motive -- The security motiveThe security motive -- The status motiveThe status motive -- 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 13/61 Meaning & DefinitionMeaning & Definition Integral part of the process of Integral part of the process of directiondirection Instrument for inspiring workforceInstrument for inspiring workforce and creating confidence.and creating confidence. Deals with actuating people to workDeals with actuating people to workfor accomplishment of goals.for accomplishment of goals. It is a performance factor in IndustryIt is a performance factor in Industry 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 14/61 Performance of an industy isdetermined by two factors: 1.Level of ability to do certain work 2.Level of motivation expressed as: Performance = Ability X Motivation Performance will be high if both thesefactors are high. Motivation is governed by humanbehaviour in the organisation Ability to do work is governed byEducation and Training. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 15/61 Motivation - act of energizing people tosatisfy their needs. Has its roots in motives which induce aperson to behave in a certain manner. Motive is defined more often as needs, wants, drives, impulses etc. within theindividual. There is a Stimulus behind every behaviour.Stimulus depend on the motive. Motive can be known by studying the needs & desires. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 16/61 Need & Importance of MotivationNeed & Importance of Motivation Helps in realizing OrganizationalHelps in realizing Organizationalgoalsgoals Helps in increasing productivityHelps in increasing productivity Reduce turnover & absenteeismReduce turnover & absenteeism Maintain good industrial relationsMaintain good industrial relations Helps in getting right personnelHelps in getting right personnel Reduce employee grievancesReduce employee grievances 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 17/61 Content Theories of Content Theories of Motivation (What Motivates)Motivation (What Motivates) Theories based onTheories based on human needs:human needs: MaslowMaslow, Hertzberg and, Hertzberg andMcClellandMcClelland Theories based onTheories based onhuman nature:human nature: McGregor.McGregor. Theories based onTheories based on expectancy of humanexpectancy of humanbeings:beings: VroomVroom 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 18/61 Masl w¶s ee e r Masl w¶s ee e r PHYSIOLOGICAL NEEDS SAFETY NEEDS SOCIAL NEEDS ESTEEM NEEDS SELFACTUALIZATION 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 19/61 CRITICISMSCRITICISMS Needs may not follow definiteNeeds may not follow definite hierarchical orderhierarchical order Need priority model may not beNeed priority model may not be applicable at all times.applicable at all times. Behaviour is guided by multiplicityBehaviour is guided by multiplicity of behaviour. Satisfying one need atof behaviour. Satisfying one need at a time may not be valid.a time may not be valid. In many level of motivation is lowIn many level of motivation is low always.always. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 20/61 Hertzberg¶s T o f actor TheoryHertzberg¶s T o f actor TheoryInterview 200 - Two important incidents in their job: 1.When did they feel particularly good about their job? 2.When did they feel exceptionally bad about their job?Results interesting & consistent. Good feelings were associated with Job Satisfaction Bad feelings were associated with Job dissatisfaction. Job satisfiers were labeled MOTIVATOR S factors Job dissatisfiers were labeled HYGIENE factors 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 21/61 Hygiene :Hygiene : Job DissatisfactionJob Dissatisfaction Motivators: Job satisfaction Achievement Recognition Work itself Responsibility AdvancementGrowth Company Policy & AdmnSupervision Interpersonal Relations Working Conditions Salary* Status Security 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 22/61 CriticismsCriticisms People tend to takePeople tend to takecredit when thingscredit when thingsgo well & blamego well & blameothers when goesothers when goesbad.bad. Theory basically onTheory basically onJob satisfactionJob satisfaction ±±not on motivation.not on motivation. Job satisfaction notJob satisfaction notmeasured on overallmeasured on overall basisbasis Neglects situationalNeglects situational variable invariable inmotivation.motivation. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 23/61 McClelland¶s Need TheoryMcClelland¶s Need Theory Closely associated withClosely associated with learning theorylearning theory ±± sincesinceneeds are learned orneeds are learned oracquired fromacquired from environment & cultureenvironment & culture People who acquirePeople who acquire particular need behaveparticular need behavedifferently.differently. His theory focuses on 3His theory focuses on 3needs:needs: ACHIEVMENT, POWER & ACHIEVMENT, POWER & AFFILIATIONAFFILIATION 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 24/61 Need f or AchievementNeed f or Achievement Drive to excelDrive to excel ±± against standards setagainst standards set People with high need for achievementPeople with high need for achievementperform betterperform better 3 Characters:3 Characters: a) High need achieversa) High need achievers--assumeassumeresponsibilityresponsibility b) set moderately difficult goals/calculatedb) set moderately difficult goals/calculatedrisk.risk. c) Have desire for performance feedbackc) Have desire for performance feedback 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 25/61 Need f or Po er Need f or Po er Concerned withConcerned with impressing others/desireimpressing others/desireto influence others/theto influence others/theurge to changeurge to change people/desire to make apeople/desire to make adiff.in life.diff.in life. 3 Characters:3 Characters: a) Desire toa) Desire toinfluence & direct othersinfluence & direct others b) desire to control othersb) desire to control othersc) maintain leaderc) maintain leader-- follower relationfollower relation 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 26/61 Need f or Aff iliationNeed f or Aff iliation Desire to establish & Desire to establish & maintain warm relationsmaintain warm relationswith others. Similar towith others. Similar to Maslow¶s social needs.Maslow¶s social needs. 3 Characters:3 Characters: a) Stronga) Strong desire for acceptance & desire for acceptance & approvalapproval b) Confirm tob) Confirm to the wishes of thosethe wishes of thosewhom they valuewhom they value c) Value feelings of c) Value feelings of othersothers 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 27/61 Alderfer¶s ERG TheoryAlderfer¶s ERG Theory Extension of Hertzberg¶s & Maslow¶sExtension of Hertzberg¶s & Maslow¶s TheoryTheory Identified lower level & higher level needsIdentified lower level & higher level needs Three Basic group of core needs:Three Basic group of core needs:11. Existence needs. Existence needs ±± survival & survival & physiological well beingphysiological well being 2.2. Relatedness needsRelatedness needs ±± social & social & interpersonal needsinterpersonal needs3.3. Growth needsGrowth needs ±± inner need forinner need forpersonal growthpersonal growth 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 28/61 Theory based on Human Natur eTheory based on Human Natur e (Process theories(Process theories ± ±H o )H o )McGregor¶s Participation Theory Based on participation of workers 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 29/61 Theory XTheory X Two distinct views of human beingsTwo distinct views of human beings X Theory is negative:X Theory is negative: a) People by nature indolenta) People by nature indolent b) They lack ambition/dislikeb) They lack ambition/dislike responsibility/prefer directedresponsibility/prefer directed c) Self c) Self --centered/indifferent tocentered/indifferent to Organisational goalsOrganisational goals d) Generally gullible/not sharp ord) Generally gullible/not sharp or brightbright 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 30/61 Theory YTheory Y Y Theory is positive:Y Theory is positive:a) People by nature are quitea) People by nature are quite active and not resistant toactive and not resistant to Organisational goalsOrganisational goalsb) They want to assumeb) They want to assume responsibilityresponsibility c) Want organisation toc) Want organisation tosucceed.succeed. d) Have need for achievementd) Have need for achievement 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 31/61 It is actually the boundary limits of extremes within which theorganizational man is seen tobehave. The fact is, no actual man willbelong to either of the two fully.There will always be overlapping.They will swing from one toanother with changes in moodand environment 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 32/61 Ur ick¶s TheoryUr ick¶s Theory Each individual should know theEach individual should know the organisational goals precisely andorganisational goals precisely andthe amount of contribution throughthe amount of contribution throughhis effortshis efforts Each individual should also know thatEach individual should also know thatthe realisation of organisational goalsthe realisation of organisational goalsis going to satisfy his/her needs.is going to satisfy his/her needs. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 33/61 Ouchi¶s Theory ZOuchi¶s Theory Z Strong Bond betweenStrong Bond betweenOrganization andOrganization andEmployeesEmployees Employee Participation andEmployee Participation andInvolvementInvolvement No Formal OrganizationNo Formal OrganizationStructureStructure Human ResourceHuman ResourceDepartmentDepartment This theory representsThis theory representsJapanese managementJapanese managementpractices (Group decision,practices (Group decision,Social cohesion, holisticSocial cohesion, holisticconcern for employees etc)concern for employees etc) 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 34/61 Vroom¶s Expectancy TheoryVroom¶s Expectancy Theory Most accepted explanation onMost accepted explanation onmotivationmotivation Founded on basic notion that peopleFounded on basic notion that peoplewill be motivated to high level of will be motivated to high level of effort when they believe there iseffort when they believe there isrelationship between effort they putrelationship between effort they put in, performance they achive andin, performance they achive andreward they receive.reward they receive. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 35/61 Performance Effort Reward Will my effortimprove myperformance ? Will performancelead to rewards? Will rewardssatisfy my individual goals? Vroom¶s Expectancy Model of Motivation MOTIVATIOn 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 36/61 Key constructs in expectancyKey constructs in expectancy theorytheory VALANCE:VALANCE: Value or strength one placesValue or strength one placeson a particular outcome or rewardon a particular outcome or reward EXPECTANCY:EXPECTANCY: Relates efforts toRelates efforts to performanceperformance INSTRUMENTALITY:INSTRUMENTALITY: Belief thatBelief that performance is related to rewards.performance is related to rewards. Expressed as: M=VxExIExpressed as: M=VxExI Being multiplicative, all values mustBeing multiplicative, all values musthave high +ve value. If any onehave high +ve value. If any oneapproaches 0, performance alsoapproaches 0, performance alsotouches 0touches 0 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 37/61 The Porter The Porter--La ler ModelLa ler Model Assumption is that Happy worker is aAssumption is that Happy worker is aproductive workerproductive worker Studies prove that there is remote Studies prove that there is remoterelationship between level of relationship between level of satisfaction and level of productivitysatisfaction and level of productivity Complex relationship betweenComplex relationship betweenmotivation, satisfaction andmotivation, satisfaction andperformanceperformance 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 38/61 8.Perceived equitablerewards 1. Valueof reward 2.Perceived EffortRewardProbability 3.Effort 4.Abilities & Traits 6.Performance 5.RolePerception 7a.Intrinsi cReward 7b.ExtrinsicReward 9.Satisfaction Porter-Lawler Model 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 39/61 Performance depends on 3 factors:Performance depends on 3 factors: Employee should haveEmployee should have desiredesire to performto perform Employee should have theEmployee should have the skillskill andand abilities to do the jobabilities to do the job Employee should haveEmployee should have clear perceptionclear perception of his role in the organization and jobof his role in the organization and jobrequirements.requirements. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 40/61 Variables in the model:Variables in the model: EffortEffort ±± Energy expanded to do the jobEnergy expanded to do the job-- depends on attractiveness of thedepends on attractiveness of the rewardreward PerformancePerformance ±± Motivation leads to effortMotivation leads to effort -- effort does not deliver effectiveeffort does not deliver effectiveperformanceperformance -- performance depends on skillsperformance depends on skills and abilitiesand abilities-- no perfect match between effortno perfect match between effort and performanceand performance 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 41/61 Rewards : Reward is based onRewards : Reward is based onperformanceperformance IntrinsicIntrinsic ±± What employee gives himself What employee gives himself ExtrinsicExtrinsic ±± What others giveWhat others give PerformancePerformance ±± satisfaction depends onsatisfaction depends onperceptionperception Satisfaction :Depends on whether theSatisfaction :Depends on whether theactual reward offeredactual reward offeredfall short, match orfall short, match or exceed.exceed. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 42/61 Contemporary TheoriesContemporary Theories Equity TheoryEquity Theory ±± J. Stacy AdamsJ. Stacy Adams -- the degree of equity/inequitythe degree of equity/inequity perceived by an employee withperceived by an employee withreference to his work situation playsreference to his work situation playsa major role in work performancea major role in work performanceand satisfactionand satisfaction 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 43/61 Equity :Equity : Person¶s outcomesPerson¶s outcomes == other¶s outcomes]other¶s outcomes]Persons inputs other¶s inputsPersons inputs other¶s inputs Inequity:Inequity: Person¶s outcomesPerson¶s outcomes > Other¶s outcomesOther¶s outcomesPerson¶s inputs Other¶s inputsPerson¶s inputs Other¶s inputs 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 44/61 Refer entsRefer ents Self Self --insideinside : Compare others within the: Compare others within the organization in similar positionorganization in similar position Self Self --outside:outside: Compares others outside theCompares others outside the organization in a similar positionorganization in a similar position OtherOther--InsideInside : Compares present position: Compares present position with others in another organizationwith others in another organization Other outsideOther outside : Comparing self with others: Comparing self with othersin other organization in a different positionin other organization in a different position 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 45/61 Variable that influence reference:Variable that influence reference: GenderGender Length or tenureLength or tenure Level of jobLevel of job Level of Education / professionalLevel of Education / professionalqualificationqualification 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 46/61 After comparisonAfter comparison ±± choices one makechoices one make Change in inputsChange in inputs ±± increase/decreaseincrease/decrease Change in outcomesChange in outcomes±± increase/decreaseincrease/decrease Distort perception of self Distort perception of self ±± Choose a different referentChoose a different referent ±± Leave the fieldLeave the field People relate not only their rewardsPeople relate not only their rewardswith effort but also rewards withwith effort but also rewards with those of others. If he finds inequitythose of others. If he finds inequityhe gets tensed.he gets tensed. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 47/61 Four methods by which employeeFour methods by which employeeovercome perceived inequity:overcome perceived inequity: Over rewarded:Over rewarded: Hourly based wagesHourly based wages :If Rewards exceed their:If Rewards exceed their input tend to produce more.input tend to produce more. Piece rate wagesPiece rate wages: Over rewarded employees: Over rewarded employees tend to increase output either in quality ortend to increase output either in quality orquantity.quantity. Under rewarded :Under rewarded : Will try toWill try to restore equityrestore equity by reducing theby reducing the efforts they put in by reducing quality orefforts they put in by reducing quality orquantity.quantity. If payment is on the basis of no. of unitsIf payment is on the basis of no. of units ±±reduce equityreduce equity by producing more.by producing more. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 48/61 Exceptions:Exceptions: Inequity due to overpayment does notInequity due to overpayment does notaffect muchaffect much Not only pay is considered but otherNot only pay is considered but otherfactors are also considered like jobfactors are also considered like job designation, fringe benefits etc.designation, fringe benefits etc. Distributive justice vs. procedural justice.Distributive justice vs. procedural justice. This theory demonstrates that employeesThis theory demonstrates that employeesare motivated by bothare motivated by both absolute rewardsabsolute rewards andand relative rewardsrelative rewards 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 49/61 Attribution Theory Attribution Theory Different from other theoriesDifferent from other theories Identifies attributions made by people forIdentifies attributions made by people fortheir motivation. Common assumptionstheir motivation. Common assumptions are:are: Give logical explanation for the happeningGive logical explanation for the happening Attribute actions to internal/external causesAttribute actions to internal/external causes Individuals follow fairly logical approach inIndividuals follow fairly logical approach in making attributions.making attributions. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 50/61 This theory deals with cognitiveThis theory deals with cognitive processprocess It tries to answer ³why´ aspect of It tries to answer ³why´ aspect of motivation and behavior.motivation and behavior. Heider Heider ±± Behavior is determined byBehavior is determined byboth personality attributes ( ability,both personality attributes ( ability, effort and fatigue) and externaleffort and fatigue) and externalforces (rules, regulations)forces (rules, regulations) 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 51/61 Locus of Control Attribution TheoryLocus of Control Attribution Theory It is the chief source of factors thatIt is the chief source of factors thatcreates a result to an outcome in thecreates a result to an outcome in theemployee¶s perception.employee¶s perception. Depends on Internal/External factorsDepends on Internal/External factors An employee¶s perceived locus of An employee¶s perceived locus of control controls his/her owncontrol controls his/her own performance and satisfaction levelperformance and satisfaction level 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 52/61 Other AttributionsOther Attributions Bernard WeinerBernard Weiner ±± Employees withEmployees withlonger work experiencelonger work experience have stable internal attributionshave stable internal attributions aboutabouttheir abilities andtheir abilities and unstable internal attributionsunstable internal attributions regardingregardingeffect.effect. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 53/61 Kelly : Consensus, consistency & Kelly : Consensus, consistency & distinctiveness have impact ondistinctiveness have impact onattributions.attributions. ConsensusConsensus ±± extent to which othersextent to which othersbehave in a similar manner in the samebehave in a similar manner in the samesituationsituation -- pertains to other peoplepertains to other people ConsistencyConsistency ±± pattern of behavior whichpattern of behavior whichmay be relatively stable or unstablemay be relatively stable or unstable ±±pertains to timepertains to time DistinctivenessDistinctiveness ±± whether the behaviorwhether the behavioris similar for all tasks.is similar for all tasks. ±± pertains topertains totaskstasks 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 54/61 Findings:Findings: BadBad--luck attributionsluck attributions ±± blamingblaming external causes like bad luck, fateexternal causes like bad luck, fateetc. for failureetc. for failure GoodGood--luckluck ±± reduces the happinessreduces the happinessassociated with the success.associated with the success. Internal factorsInternal factors ±± expectations high for success in future.expectations high for success in future. Set Challenging goals for performanceSet Challenging goals for performance Greater desire for achievement.Greater desire for achievement. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 55/61 Other Emerging TheoriesOther Emerging Theories Control TheoryControl Theory ±± Cognitive phenomenonCognitive phenomenon Control functionControl function Agency TheoryAgency Theory ±± Principal engages another person to actPrincipal engages another person to act on his behalf. Helps understand howon his behalf. Helps understand howprincipals can reduce conflicts betweenprincipals can reduce conflicts betweentheir interests and those of agents.their interests and those of agents. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 56/61 Motivating thru¶ Job design andMotivating thru¶ Job design and Goal settingGoal setting Job DesignJob Design ±± Fredrick TaylorFredrick Taylor -- Structuring tasks and responsibilitiesStructuring tasks and responsibilitiesinto a job to make the job a moreinto a job to make the job a moremeaningful, significant and satisfyingmeaningful, significant and satisfying Approaches to job design:Approaches to job design: Job EngineeringJob Engineering ±± plant layout, designplant layout, design of product, processes & tools,of product, processes & tools,measurement and standardization.measurement and standardization. 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 57/61 Job enlargementJob enlargement ±± horizontalhorizontal expansion of jobsexpansion of jobs ±± increasing theincreasing thenumber of jobs.number of jobs. ±± less monotonousless monotonous Job rotationJob rotation ±± Switching of jobsSwitching of jobs Job enrichmentJob enrichment ±± vertical expansionvertical expansionof jobsof jobs ±± increase in the content of increase in the content of workwork Quality of Work LifeQuality of Work Life -- M ti ti P f th hM ti ti P f th h 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 58/61 Motivating Per f ormance throughMotivating Per f ormance through Goal SettingGoal Setting Originated by Theory of ScientificOriginated by Theory of ScientificManagementManagement GoalGoal ±± end towards which efforts areend towards which efforts are directeddirected Guide organization and motivateGuide organization and motivateemployeesemployees Primary attributes of goalsPrimary attributes of goals ±± contentcontent& & intensityintensity 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 59/61 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 60/61 Application of GS to OrganizationalApplication of GS to Organizational System PerformanceSystem Performance The ProcessThe Process ±± MBOMBO Consensus on key goals and objectivesConsensus on key goals and objectives Sketch plan of actionSketch plan of action Control of behaviorControl of behavior Periodic appraisal and reviewsPeriodic appraisal and reviews 8/8/2019 Motivation & Morale http://slidepdf.com/reader/full/motivation-morale 61/61 |
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