Motivation is the word derived from the word ’motive’

which means needs, desires, wants or drives within

the individuals. It is the process of stimulating people
to actions to accomplish the goals. In the work goal
context the psychological factors stimulating the
people’s behaviour can be –

• Desire for money

• Success
• Recognition
• Job-satisfaction
• Team work, etc
1. Intrinsic Motivators:
Intrinsic motivation is when you do something because you enjoy it or find it
interesting

Intrinsic motivation means that the individual's motivational stimuli are coming from
within. The individual has the desire to perform a specific task, because its results are in
accordance with his belief system or fulfills a desire and therefore importance is
attached to it.
Our deep-rooted desires have the highest motivational power. Below are some
examples:

Acceptance: We all need to feel that we, as well as our decisions, are accepted by our
co-workers.
Curiosity: We all have the desire to be in the know.
Honor: We all need to respect the rules and to be ethical.
Independence: We all need to feel we are unique.
Order: We all need to be organized.
Power: We all have the desire to be able to have influence.
2. Extrinsic Motivators:

Doing something for external rewards or to avoid negative consequences.

Extrinsic motivation means that the individual's motivational stimuli are coming from
outside. In other words, our desires to perform a task are controlled by an outside
source. Note that even though the stimuli are coming from outside, the result of
performing the task will still be rewarding for the individual performing the task.
Extrinsic motivation is external in nature. The most well-known and the most debated
motivation is money. Below are some other examples:

• Employee of the month award

• Benefit package
• Bonuses
• Organized activities
More Examples of Extrinsic Motivation :

1. Money

we saw that money isn’t necessarily the most powerful motivation for creative work.
Great creators set themselves very high standards anyway. But money can be spent
huge motivation for a creative career, especially if you’re as poverty stricken as the
young Chaplin. Like Chaplin, money could well motivate you to put in the hours
necessary for success.

2. Fame and recognition

Fame and recognition can serve as a kind of currency even in fields devoid of
monetary rewards. There’s a bit of a showoff in most creators. Even if you don’t
yearn to see your name in lights, you’re probably not averse to a bit of public
recognition for your efforts. Your ‘public’ may be your team, a select group of your
peers, the industry critics, a subculture of devoted fans, or the public itself.

3. Awards
• Maslow’s Need Hierarchy Model

• Theory X and Theory Y

• Herzberg’s Two-Factor Theory of

Motivation
Theory X ('authoritarian management' style)

The average person dislikes work and will avoid it if he/she can.
Therefore most people must be forced with the threat of punishment to work towards
organizational objectives.
The average person prefers to be directed; to avoid responsibility; is relatively
unambitious, and wants security above all else.

Theory Y ('participative management' style)

Effort in work is as natural as work and play.
People will apply self-control and self-direction in the pursuit of organizational
objectives, without external control or the threat of punishment.
Commitment to objectives is a function of rewards associated with their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination, ingenuity and creativity in solving
organizational problems is widely, not narrowly, distributed in the population.
In industry the intellectual potential of the average person is only partly utilized.
1. Financial incentives: First techniques of motivation are financial incentives as money is
indicator of success. Therefore it fulfills psychological safety and status need as people satisfy
their needs by money. Wages, salary motivates employees to perform better.

2. Job enlargement: Under this technique, task assigned to do job are increased by adding
simile task. So the scope of job enlargement is high for the motivation of subordinates. It is also
known as horizontally leading of job.

3. Job enrichment: Under this technique jobs are made challenging and meaningful by
increasing responsibility and growth opportunities. In such technique of motivation, planning and
control responsibility are added to the job usually with less supervision and more self-evaluation.
It is also called vertical leading.

4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation
doesn’t mean hanging of their job but only the employees are rotated. By this it helps to develop
the competency in several job which helps in development of employees.

5. Participation: Participation refers to involvement of employee in planning and decision making

.it helps the employees feel that they are an asset of the organization which helps in developing
ideas to solve the problems.
6. Delegation of authority: Delegation of authority is concerned with the granting of
authority to the subordinates which helps in developing a feeling of dedication to
work in an organization because it provides the employees high morale to perform
any task.

7. Quality of work life: It is the relationship between employees’ and the total
working environment of organization. It integrates employee needs and wellbeing
with improves productivity, higher job satisfaction and great employee involvement. It
ensures higher level of satisfaction.

8. Management by objectives: It is used as a motivation and technique for self-

control of performance. By this technique superior and subordinates set goals and
each individual subordinates responsibilities clearly defined which help to explore the
sill and use in the organization effectively.

9. Behavior modification: The last technique of motivation is behavior modification.

It develops positive motivation to the workers to do the work in desired behavior in
order to modify behavior.
Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal of
leadership styles through a managerial grid (sometimes called leadership
grid). The grid depicted two dimensions of leader behavior, concern for
people (accommodating people’s needs and giving them priority) on y-axis
and concern for production (keeping tight schedules) on x-axis, with each
dimension ranging from low (1) to high (9), thus creating 81 different positions
in which the leader’s style may fall. (See figure 1).
The five resulting leadership styles are as follows:

1. Impoverished Management (1, 1): Managers with this approach are low on both
the dimensions and exercise minimum effort to get the work done from
subordinates. The leader has low concern for employee satisfaction and work
deadlines and as a result disharmony and disorganization prevail within the
organization. The leaders are termed ineffective wherein their action is merely
aimed at preserving job and seniority.

2. Task management (9, 1): Also called dictatorial or perish style. Here leaders are
more concerned about production and have less concern for people. The style is
based on theory X of McGregor. The employees’ needs are not taken care of and
they are simply a means to an end. The leader believes that efficiency can result
only through proper organization of work systems and through elimination of
people wherever possible. Such a style can definitely increase the output of
organization in short run but due to the strict policies and procedures, high labour
turnover is inevitable.

3. Middle-of-the-Road (5, 5): This is basically a compromising style wherein the

leader tries to maintain a balance between goals of company and the needs of
people. The leader does not push the boundaries of achievement resulting in
average performance for organization. Here neither employee nor production
needs are fully met.
4. Country Club (1, 9): This is a collegial style characterized by low task and high
people orientation where the leader gives thoughtful attention to the needs of people
thus providing them with a friendly and comfortable environment. The leader feels that
such a treatment with employees will lead to self-motivation and will find people working
hard on their own. However, a low focus on tasks can hamper production and lead to
questionable results.

5. Team Management (9, 9): Characterized by high people and task focus, the style is
based on the theory Y of McGregor and has been termed as most effective style
according to Blake and Mouton. The leader feels that empowerment, commitment, trust,
and respect are the key elements in creating a team atmosphere which will
automatically result in high employee satisfaction and production.
A broad range of leadership styles have been depicted on the continuum between
two extremes of autocratic and free rein (See figure 1). The left side shows a style
where control is maintained by a manager and the right side shows the release of
control. However, neither extreme is absolute and authority and freedom are never
without their limitations.
A manager is characterized according to degree of control that is maintained by
him. According to this approach, four main styles of leadership have been identified:

Tells: The manager identifies a problem, chooses a decision, and announces this to
subordinates. The subordinates are not a party to the decision making process and
the manager expects them to implement his decisions as soon as possible.

Sells: The decision is chosen by the manager only but he understands that there
will be some amount of resistance from those faced with the decision and therefore
makes efforts to persuade them to accept it.

Consults: Though the problem is identified by the manager, he does not take a final
decision. The problem is presented to the subordinates and the solutions are
suggested by the subordinates.

Joins: The manager defines the limits within which the decision can be taken by the
subordinates and then makes the final decision along with the subordinates.
Autocratic leaders make decisions without consulting their team members, even if
their input would be useful. This can be appropriate when you need to make
decisions quickly, when there's no need for team input, and when team agreement
isn't necessary for a successful outcome. However, this style can be demoralizing,
and it can lead to high levels of absenteeism and staff turnover.

Democratic leaders make the final decisions, but they include team members in the
decision-making process. They encourage creativity, and people are often highly
engaged in projects and decisions. As a result, team members tend to have high job
satisfaction and high productivity. This is not always an effective style to use, though,
when you need to make a quick decision.

Laissez-faire leaders give their team members a lot of freedom in how they do their
work, and how they set their deadlines. They provide support with resources and
advice if needed, but otherwise they don't get involved. This autonomy can lead to
high job satisfaction, but it can be damaging if team members don't manage their
time well, or if they don't have the knowledge, skills, or self motivation to do their
work effectively. (Laissez-faire leadership can also occur when managers don't have
control over their work and their people.
 LIKERT’S MANAGEMENT
SYSTEM
System 1 - Exploitative Authoritative

System 2 - Benevolent Authoritative

System 3 - Consultative

System 4 - Participative