A Report On

MS WORD & EXCEL

Submitted to Prof. Gurpreet Kaur

Submitted by Manjeet Kaur MBA 1st Year Roll No. 13

YAM!NA GR"!P "# $NS%$%!%$"N

GA&'"($ YAM!NA NAGAR ) 13*++3 CONTENTS

Meaning of motivation Definition of Motivation Nature of Motivation Importance of Motivation Theories of Motivation Closing Comments Limitation Conclusion Bibliography

MEANING OF MOTIVATION The term motivation has been derived from the word motive. Motive is anything that initiates or sustains activity. It is an inner state that energises activates or moves and that directs or channels behaviour toward goals. Motive is a psychological force within an individual that sets him in motion. Behind every human action there is a motive. Motivation is the process of steering a person!s inner drives and actions towards certain goals and committing his energies to achieve these goals. It involves a chain reaction starting with felt needs resulting in motives which give rise to tension "unfulfilled desires# which causes action towards goals. It is the process of stimulating people to strive willingly towards the achievement of organisational goals. Motivation may be defined as the wor$ a manager performs in order to induce subordinates to act in the desired manner by satisfying their needs and desires. Thus motivation is concerned with how behaviour gets started is energi%ed substance and directed

DEFINITION

According to E.F.L. Brech

&Motivation is a general inspirational process which gets the members of the team to pull their weight effectively to give their loyalty to the group to carry out properly ttas$s that they have accepted and generally to play an effective part in the 'ob that the group has underta$en.

NATURE OF MOTIVATIONS i) Moti !tion i" ! per"on!# !nd intern!# $ee#ing Motivation is a psychological phenomenon which generates within an individual. Motives are the energetic forces within a person that drive him to action. ii) Moti !tion prod%ce" go!#&directed 'eh! io%r Motivation is a behavioural concept that directs human behaviour towards certain goals. iii) Moti !tion i" ! contin%o%" proce"" (uman needs are unlimited. Therefore motivation is an ongoing process. i ) Moti !tion i" co(p#e)* Individual differ in their motivation. Different people see$ different things or they wor$ for different reasons. (uman needs and motives are varied and they change from time to time. ) Moti !tion c!n 'e either po"iti e or neg!ti e )ositive motivation implies use of pay incentives etc. to satisfy human needs while negative motivation emphasi%es penalties e.g. reprimands threat of demotion fear of loss of 'ob etc. i) Moti !tion i" di$$erent $ro( +o' "!ti"$!ction Motivation is the drive to satisfy a want and it is concerned with goal directed behaviour.

IM,ORTANCE OF MOTIVATION

Motivation is generally what energi%es maintains and controls behavior* it acts as a stimulus for desirable actions. The importance of motivation in the wor$place is straightforward theoretically but difficult to measure empirically. +alary is often enough to $eep employees wor$ing for an organi%ation but not necessarily enough to capitali%e on their full potential. Motivated employees will retain a high level of innovation while producing higher ,uality wor$ at a higher level of efficiency. The opportunity cost in motivating employees is essentially %ero.

T-EORIES OF MOTIVATION +ome of the popular theories of motivation are given below Need -ier!rch. Theor. .braham theory. 0. 1. 2. 3. The urge to fulfill needs is a prime factor in motivation of people at wor$. (uman needs form a particular structure or hierarchy It is a process as soon as one need is satisfied another need emerges. 4ach higher level need emerges before the lower level need is completely satisfied. .s shown in 5ig. there are five categories of human needs(. Maslow an eminent .merican psychologist

developed a general theory of motivation $now as the /Need hierarchy

/.

,h."io#ogic!# need"* These are biological needs re,uired to preserve human life. Therefore these needs are also $nown as survival needs. They include needs for food drin$ clothing sleep etc. 5or e6ample an individual re,uires a limited amount of food but he re,uires it everyday.

0.

S!$et. Need" +afety needs are thus concerned with protection from danger deprivation and threat.

1.

Soci!# Need" Man is a social animal as he see$s affiliation "association# with others. +ocial needs refer to need for belonging acceptance need for love and affection etc. need for

2.

E"tee( Need" 4steem needs are of two types- self7esteem and esteem of others. +elf7esteem needs include self7respect self7confidence competence achievement $nowledge and independence.

3.

Se#$&!ct%!#i4!tion Need" These are the needs for reali%ing one!s full potential for continued self7development for being creative. It is psychological in nature and very few persons satisfy it. Need hierarchy represents a typical pattern that operates most of

the time. It must not be viewed as a rigid structure to be applied in all situations.

CRITICAL A,,RAISAL i# ii# iii# Needs are not the only determinant of behaviour. The theory gives an oversimplification of human needs and motivation. The hierarchy of needs is not always fi6ed. Despite these limitations Maslow!s theory has a commonsense appeal for managers. It is still relevant because needs are important for understanding behaviour.

 -er4'erg5" Moti !tion -.giene Theor. In the late fifties 5rederic$ (er%berg and his associates conducted interviews of 188 engineers and accountants in the )ittsburgh area of the 9nited +tates. These persons were as$ed to related elements of their 'obs which made them happy or unhappy. .n analysis of their answers revealed that feelings of unhappiness or dissatisfaction were related to the environment in which people were wor$ing. .ccording to (er%berg employees. T!'#e 3./ M!inten!nce F!ctor" Company )olicy and .dministration Technical +upervision Inter7personal relation with peers Inter7relationship with supervisors Inter7relationship with subordinates +alary =ob +ecurity )ersonal life <or$ing conditions +tatus Moti !ting F!ctor" .chievement ;ecognition .dvancement :pportunity for growth ;esponsibility <or$ itself maintenance or hygiene factors are necessary to maintain a reasonable level of satisfaction among

:n the other hand motivational factors are intrinsic parts of the 'ob. .ny increase in these factors will satisfy the employees and help to improve performance. But a decrease in these factors will not cause dissatisfaction.

Critic!# !ppr!i"!# (er%berg!s theory has been critici%ed on the following grounds0. The theory is based on a small sample of 188 accountants and engineers which is not representative of the wor$ force in general. :ther researchers have drawn different results from similar studies. 1. 2. 3. (erberg!s model is method bound and is limited by the critical incident method used to obtain information. The theory focuses too much attention on satisfaction rather than on performance level. The distinction between maintenance factors and motivating factors is not fi6ed.

McGregor5" Theor. 6 !nd Theor. 7

)rof. Douglas Mc>regor has developed a theory of motivation on the basis of hyphotheses relating to human behaviour. .ccording to Mc>regor the function of motivating people involves certain assumptions about human nature. There are two alternative sets of assumptions which Mc>regor has described as Theory ? and Theory @. Theor. 6 Theory ? of motivation is based on the following assumptions0. 1. 2. 3. A. The average individual is by nature indolent and will avoid wor$ if he can. The average personlac$s ambition disli$es responsibility and prefers to be led. .n average human being is inherently self7centred and indifferent to organi%ational goals not be to concerned. Most people are by nature resistant to change and want security above all. The average individual is guhible not very bright the ready victim of the schemer. The above assumptions are negative in nature. Therefore ? is a conventional or traditional approach to motivation. .ccording to Mc>regor an organi%ation built upon Theory /?! notions will be one in which there is close supervision and control of subordinates and high centrali%ation of authority. Leadership in such an organi%ation will tend to be autocratic and wor$ers will have very little "if any# say in decisions affecting them. The clime in a Theory ? organi%ation would be impersonal 7 this theory implies use of /carrot and stic$ approach!. Theor. 7

The assumptions of Theory @ are described by Mc>regor in the following words0. 1. 2. The e6penditure of physical and mental effort in wor$ is natural as play or rest. The average human being does not inherently disli$e. 46ternal control and the threat of punishment are not the only means for bringing about effort towards orgnisational ob'ectives. Commitment to ob'ectives is a function of the reward associated with their achievement. The most significant of such awards e.g. the satisfaction of ego and self7actualisation needs can be direct product of effort directed towards orgnisational ob'ectives. 3. A. The average human being learns under proper conditions not only to accept but to see$ responsibility. the capacity to e6ercise a relatively high degree of imagination ingenuity and creativity in the solution of organi%ational problems is widely not narrowly distributed in the population. The assumption of Theory @ suggest a new approach in management. It emphasi%es on the co7operative endeavour of management and employees. The attempt is to get ma6imum output with minimum amount of control and direction. >enerally no conflict is visible between organi%ational goals and individual goals. Thus the attempts of employees which are in their best interests are also in the interests of organi%ation. Critic!# Appr!i"!# Mc>regor!s theory has been critici%ed for various reasons.

0.

It tends to over greneralise and over7simplify people as being one way or the other. The theory overloo$s the comple6 nature of human beings.

1. 2. 3.

In this theory s,uee%es all managerial styles and philosophies into two e6tremes of conduct which is devoid of reality. In this theory all persons do not loo$ for motivation in the 'ob and not all wor$ can be made intrinsically challenging and rewarding. +ome managers may have Theory @ assumptions about human nature.

E8%it. Theor.

4,uity theory of motivation was formulated by =. +tacy .dams of the 9nited +tates in 0BCA. The theory is based on the assumption that members of employers. There are two main variables in this theory D input and outcomes. Inputs are the contributions which an individual perceives that he puts into his 'ob. :utcomes are the rewards which the individual receives from the organi%ation and from his 'ob. Inputs include the employee!s training e6perience special $nowledge personal characteristics etc. :utcomes consist of pay promotion recognition status fringe benefits etc.
Person, s outcomes Others, outcomes = Person, s input , s Other , s inputs

Equity =

The main postulates of the e,uity theory are as followsa# b# c# d# )erceived ine,uity creates tension in the individual. The amount of tension is proportional to the magnitude of the ine,uity. The tension created in the individual motivates himEher to reduce it. The degree of motivation is proportional to the perceived ine,uity.

Critic!# Appr!i"!#" 4,uity theory suffers from several limitations0. 1. The theory is somewhat narrow in its emphasis on visible rewards and overstresses conscious processes. The theory is easily understood but its application is difficult. There are no good measures to assess the perceptions of ine,uity tension in an individual.

2.

:ne of the wea$est elements of e,uity theory is its analysis of the process by which individuals choose comparison with others. The process by which individuals decide whom to compare themselves with is not clear.

3.

4,uity theory is not a complete theory of motivation but deals only with one particular aspect "e,uity# of motivation. In spite of these drawbac$s e,uity theory is useful particularly in

the formulation of compensation policies and practices. Vroo(5" E)pect!nc. Theor. Froom!s e6pectancy model of motivation is built around the concepts of valence e6pectancy and instrumentality. V!#ence Falence implies the strength of a person!s desire or preference for a particular outcome. It is importance or value that an individual places on the potential outcomes or reward. 5or e6ample a person desires promotion and feels that superior performance is a very strong factor in achieving his goal. (is first level outcome is superior performance and his second level outcome is promotion. . person would be motivated towards superior performance because of the valence for promotion. E)pect!nc. It implies the e6tent to which a person believes that his effort will lead to high performance. It is the possibility that a particular action will lead to the first level outcome. Managers can improve e6pectancy by matching 'obs to people.

In"tr%(ent!##. It implies the degree to which a first level outcome will lead to a desired second level outcome. In the above e6ample Instrumentality is the relationship between first level superior outcome performance is being seen as instrumentality in getting promotion. "performance# and second level outcome "promotion#. Motivation "force # G Falence 6 46pectancy 6 Instrumentality. Critic!# Appr!i"!# Froom!s model recogni%es individual differences in wor$ motivation. It recogni%es the comple6ities of wor$ motivation and does not present an over7simplified approach. (owever the theory suffers from the following limitations. 0. 1. The theory is difficult to research and apply in practice. It is primarily a theory for the scholar rather than for the practitioner. The theory has not been fully tested empirically. Most studies underta$en to test its viability have been only marginally successful. 2. It is overly rational as it is based upon a rational economic view of people. Despite these limitations Froom!s theory holds great promise for predicting behaviour in organi%ations. This promise arises due to the model!s vigour of formulation relative ease of ma$ing the concepts operational and emphasis on individual differences.

CLOSING COMMENTS
Motivation is one of the most important factors affecting human behaviour. Motivation not only affects other cognitive factors li$e perception and learning but affects the total performance of an individual in organi%ational setting. . caution for grouping various theories into categories is that there may be overlapping in this grouping. Farious theories of motivation approach the problems of motivation from different perspectives but they all emphasi%e similar set of relationships. These relationships are the individual his needs his perception of how he will be able to satisfy his needs and whether his need satisfaction is e,uitable.

LIMITATIONS Action&B!"ed Orient!tion Too many companies place great value on management theories and fancy presentations 77 but little value on action. Leaders in business organi%ations must go beyond research to actually implement motivational strategies. There are a number of ways to create an action7 based orientation within teams. In employee communications use action7oriented language that is simple clear direct and values common sense. 5ollow up to ensure decisions are implemented. .lso refuse to accept e6cuses for why things will not wor$. Instead encourage employees to thin$ of actions to overcome challenges. Recogni4ing S%cce"" <e all love to be recogni%ed. The rudiments of managing employee motivation center around recogni%ing when wor$ers get it right. ;ecognition is a soft7issue e6perience that goes beyond the analytics of research. It is emotionally based. It connects employees to their teams and the organi%ation. Developing an emotionally intelligent relationship with an employee that is genuine will gain great leverage in motivating teams. Re#!ted Re!ding* .rmy ;esearch Lab =obs Appro!ching F!i#%re" <hen employees fear that their unsuccessful initiatives will lead to dismissal or punishment they will not be motivated to ta$e ris$s.

;emember an attempt often facilitates the learning process and modification may be an option. This does not mean avoid giving negative feedbac$ to poor performers because this can create a phenomenon described as the feedbac$ gap by management academic directors +herry 4. Moss and =uan I. +anche%. Instead motivate employees by sharing failures in a way that communicates permission to ta$e ris$. Do not however tolerate humiliation at any level. S."te(ic Ch!##enge" The policies and procedures within a business organi%ation can either motivate and inspire an employee or demorali%e and demotivate him. .bsenteeism and unmet performance ob'ectives are a couple of signs that business systems may need to be revisited. 5or e6ample recogni%ing the impact of increased business demands on current processes can go a long way in motivating employees. In such instances management sends a message ac$nowledging the impact of e6ternal factors on a teamHs productivity. There is nothing more damaging to an employeeHs motivation than unrealistic business demands that goes unac$nowledged by business leaders. Le!der"hip Monitoring the motivation of teams is a continuous process. +uccessful leaders foster positive environments that can facilitate an employeeHs learning process and increase his productivity. Do not let research paralysis set in to stymie a teamHs potential for success. ;emember actions spea$ louder than words.

CONCLUSION
Motivating employees is an important role for managers. This case study illustrates how in amodern engineering environment li$e +iemens the wor$ of Maslow and (er%berg applies more than TaylorHs. In the past as the wor$ of 5rederic$ Taylor illustrated motivation theory lin$ed very closely to pay and output. Individuals now need to be motivated in a completely different way. They have higher order needs. This was illustrated through the wor$ of .braham Maslow. 5rederic$ (er%berg discovered there are also elements within the wor$place that both satisfy and dissatisfy employees. Lower order needs are met by the organisation providing good pay and a safe wor$ing environment. (igher order needs are also provided for its engineers through training and development as well as the opportunity to underta$e creative and challenging wor$. +iemens employees are motivated by being recognised for their achievements and by having opportunities for progression regardless of the level at which they started wor$ing for +iemens.

BIBLIOGRA,-7

0. 1.

Management Theory I )ractice by C.B. >upta. :rgani%ation behaviour by L.M. )arsad.