MOTIVATION

Group 2

Presented by: Karl Nikko Badenas Kriselden Bagbagay Joy Cortez Jade Basillio Allen Nette Paredes

ORIGIN OF MOTIVATION
What is MOTIVATION??!

MOTIVATION = MOTIVATE = MOTION Motive

Moves a person to behave a certain ways Latin word Motivus which means what makes you do something or makes you move.

MOTIVATION
Willingness to EXERT EFFORT to achieve a GOAL or OBJECTIVE for REWARD. The process by which a persons efforts are energized, directed, and sustained towards attaining a goal.

MOTIVATION
Works best when individuals needs are compatible to organizational goals. motivation refers to the ways in which urges, drives, desires, aspirations, striving or need direct, control or explain the behavior of human beings.**

**Dalton E. MC. Farland

MOTIVATION
Motivating is the management process of influencing peoples behavior based on this knowledge of what makes people tick.

 Characteristic of MOTIVATED INDIVIDUAL

They are goal directed behaviors motivated individuals keep working until they reach their goal. They vary from time to time and one individual to the next. If an individual varies the behavior and persists until reaching a goal, it is a motivated behavior.

CLASSIFICATION OF MOTIVES

Classification of Motives
POSITIVE MOTIVATION
a human relations or leadership approach whereby subordinates enthusiastically follow the leaders will because of some possible gain, reward or satisfaction they expect to get such as feeling of achievement, sense of responsibility, promotion etc.

 NEGATIVE MOTIVATION
influences others to follow the leaders will, but not because of any expected advantage but of fear of punishment or the application of certain sanctions such as losing some money or status, recognition, or even ones job.

 INTRINSIC MOTIVATION
This refer to doing something because it is inherently interesting or enjoyable. a motivation to do an act for its own sake.

 EXTRINSIC MOTIVATION
This refers to doing something because it leads to a separable outcome. is based on the reinforcements and punishments that may follow an action.

The Motivational Theory

describe what human beings are and what human beings can become considering how the needs are met and can be better met in work

The Traditional Model of Motivation

Associated with Frederick Taylor. Managers determine the most efficient way to perform repetitive tasks and motivate workers with a system of wage incentives.

The Traditional Model of Motivation

The assumption was that workers are lazy and could only be motivated by money.

The Human Relations Model

Associated with Elton Mayo. Boredom and repetitiveness of many tasks actually reduces motivation while social contact help create and sustain motivation. Leaders motivate employees/subordinates by acknowledging their social needs and by making them feel useful and important.

 Comparison of Traditional to Human Relations Model:

Traditional Model: Accept management authority in return for high wages Human Relations Model: Accept management authority because they are treated with consideration.

 Tradition Model View:

The THEORY X:
Holds that people have an inherent dislike of work Although workers may view it as a necessity, they will avoid it whenever possible. The view is that leaders must push subordinates to work.

 The Theory X:
Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Motivation occurs only at the physiological and security levels of Maslows Needs of Hierarchy Most people are self-centered Most people resist change Most people are gullible and unintelligent

 The Human Relations View:

The Theory Y:
Holds that work is as natural as play or rest. Capacity to accept, even seek responsibility and supply imagination ingenuity and creativity to organizational problem. This is achieved by participative management.

 The Theory Y:
Most people can handle responsibility because creativity and ingenuity are common in the population. McGregor stressed that Theory Y management does not imply a soft approach. The higher-level needs of esteem and selfactualization are continuing needs in that they are never completely satisfied

THE NEED THEORY

Focuses on what people require to live fulfilling lives An individual is motivated when he/she has not yet attained certain levels of satisfaction with his or her life. A satisfied need is no longer a motivator.

THE NEED THEORY

Maslows Hierarchy of Needs ERG Theory Three Need Theory

MASLOWS THEORY???

The ERG Theory

Developed by Clayton Alderfer.
Three Categories:
Existence Relatedness Growth

When higher needs are frustrated, lower needs will return even though they were already satisfied. Maslow believed that once a need is satisfied, it loses its power to motivate behaviour.

THE NEED THEORY

THREE NEED THEORY
Developed by David Clarence Mc Clelland in his motivational work Needs may characterize an individuals behavior in being motivated and motivating others

 According to the Three Need Theory

Need for achievement ( n-Ach) Need for affiliation (n-Aff) Need for power (n-Pow)

n-Ach
High connection between high achievement and high performance Found among people who are in competitive occupations May reside among managers and non managers

n-Aff
Need for close association , for friendly relationships and towards interaction with other people Affiliation drivers motivates the need to be liked and held popular regard Known as team players

N-Pow
Deals with the need to be in control over situations Authority motivated; need to be influential, effective and to make an impact

THE EQUITY THEORY

Developed by John Stacey Adams in 1962 Refers to not the actual reward that motivates, but the perception, and the perception is based not on the reward in isolation, but in comparison with the efforts that went into getting it, and the rewards and efforts of others.

THE EQUITY THEORY

The individuals evaluation of the equity or fairness of rewards received is a major motivator. Individuals are motivated when there is satisfaction with what they receive in proportion to what effort they apply/applied.

THE EXPECTANCY THEORY

A FORMULA!!!! :D :D :D
M=E*I*V
Whereas
M=Motivation E=Expectancy I=Instrumentality V=Valence

THE EXPECTANCY THEORY

Valence is the strength of an employees preference for a particular outcome or reward. Valence is the motivating power of a specific outcome. Expectancy is the strength of belief that the related effort will result in a certain performance level Instrumentality is the relationship between performance and rewards.

THE EXPECTANCY THEORY

Outcomes may be intrinsic rewards or extrinsic Managers should pay attention simulataneously to a number of factors in dealing with their employee.

THE REINFORCEMENT THEORY

Associated with B.F. Skinner and others This theory shows how the consequences of past behavior affect future actions in a cyclical learning process

STOP!!!! RULES!!!!
Dont reward all individuals equally. Rewards should be based on performance. Be aware that failure to respond can also modify behavior. Be sure to tell individuals what they can do to get reinforcement; set a performance standard Be sure to tell individuals what they are doing wrong Dont PUNISH in front of others. Be fair;consequences of behavior should be appropriate

GOAL SETTING THEORY

Individuals focus on the process of setting goals themselves Individuals are motivated when they behave in ways that move them to certain clear goals that they accept and can reasonably expect to atain. Goal-setting goes with expectancy theory and reinforcement theory

MANAGEMENT BY OBJECTIVES

MANAGEMENT BY OBJECTIVES
This MBO concept was popularized by Peter Drucker. It suggests that objectives should not be imposed on subordinates but should be decided collectively by a concerned with the management. It is a demanding and rewarding style of management.

 MBO is based on the assumption that people perform better when they know what is expected of them and can relate their personal goals to organizational objectives. MBO involves the establishment of goals by managers and their subordinates acting together, specifying responsibilities and assigning authority for achieving the goals and finally constant monitoring of performance.

FEATURES OF MBO
Superior-subordinate participation:
MBO requires the superior and the subordinate to recognize that the development of objectives is a joint project/activity.

 Joint goal-setting:
examined both by the superior and the subordinate that goals are realistic and attainable. the goals are to be decided jointly through the participation of all.

 Joint decision on methodology:

MBO focuses special attention on what must be accomplished (goals) rather than how it is to be accomplished (methods). The superior and the subordinate mutually devise methodology to be followed in the attainment of objectives.

 Makes way to attain maximum result:

MBO is a systematic and rational technique that allows management to attain maximum results from available resources by focusing on attainable goals. It permits lot of freedom to subordinate to make creative decisions on his own.

 Support from superior:

When the subordinate makes efforts to achieve his goals, superior's helping hand is always available. The superior acts as a coach and provides his valuable advice and guidance to the subordinate.

STEPS IN MANAGEMENT by OBJECTIVES PLANNING

Goal setting:
The first phase in the MBO process is to define the organizational objectives. These are determined by the top management and usually in consultation with other managers. Once these goals are established, they should be made known to all the members.

 Manager-Subordinate involvement:
the subordinates work with the managers to determine their individual goals.

 Matching goals and resources:

Management must ensure that the subordinates are provided with necessary tools and materials to achieve these goals

 Implementation of plan:
After objectives are established and resources are allocated, the subordinates can implement the plan. If any guidance or clarification is required, they can contact their superiors.

 Review and appraisal of performance:

This step involves periodic review of progress between manager and the subordinates. Such reviews would determine if the progress is satisfactory or the subordinate is facing some problems.

 References: http://www.analytictech.com/mb021/motivation.htm http://godwillbegod.com/blog/beyond-belief/a-brief-historyof-motivation-and-possibly-god http://mmrg.pbworks.com/f/Ryan,+Deci+00.pdf http://jfb.gov.jm/PDF/motivate.pdf http://smallbusiness.chron.com/definition-organizationalmanagement-37684.html http://kalyan-city.blogspot.com/2010/06/management-byobjectives-mbo-peter.html