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2 M.B.A LEADERSHIP & ORGANIZATIONAL LEADERSHIP & ORGANIZATIONAL BEHAVIOR BEHAVIOR ❑Course Code: 21MBA613 ❑Semester: First ❑e-Lesson: 14 ❑SLM Unit: 14 www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
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MOTIVATION 4 ❖ Meaning : ✔ The word motivation is derived from the Latin word which means ‘to move’. Motivation is a psychological phenomenon which generates within an individual an urge to act in a certain manner. ✔ The process of motivation has three key elements viz: Intensity, direction and persistence. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Motivation=Intensity*Direction*Persistence of efforts 5 ❖ Intensity is how strongly we put efforts to achieve our goal. ❖ Direction in which efforts of an individual are directed determine how well an individual will perform. Efforts of an individual should always be directed in a direction which is beneficial. ❖ Persistence is for how long an individual keep on working hard to achieve his goals. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Definitions 6 According to Dublin, “Motivation is the complex of forces starting and keeping a person at work in an organisation.” According to Berelson and Steiner, “A Motivation is an inner state that energizes, activates or moves and directs or channels behaviour goals”. From the above definitions, following inferences about the motivation can be drawn: • Motivation is inner feeling which energizes a person to work more. • Unfulfilled needs or desires of an individual prompt him to do a particular task. • A person always strives to fulfil his unsatisfied needs. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Types of Motivation 7 ❑ Intrinsic motivation: This is when motivation comes from \"internal\" factors to meet personal needs. We do things we do because we enjoy them, not because we have to. Intrinsic means internal or inside of yourself; when you are intrinsically motivated, you enjoy an interest, a course of study or skill development solely for the fulfillment of education and having fun. ❑ Extrinsic motivation: This is when motivation comes from \"external\" factors that are given or controlled by others. Salary or praise are good examples. This type of motivation is everywhere and frequently used within society. When you are motivated to perform, achieve, learn or do something based on a highly considered outcome, rather than for the fun, development or personal fulfillment, you are being extrinsically motivated. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
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Theories of Motivation 9 Motivation Theories are divided into two categories 1) Content Theories - Content theories attempt to describe the basic needs and drives that motivate an individual to work more and better. These theories explain the linkage between human needs and their work related behaviours) 2) Process Theories -process theories of motivation which view motivation as an individual’s decision to act in a particular manner. Process theories of motivation try to identify the variables that influence an individual’s level of motivation and relationship between such variables. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Theories of Motivation 10 1) Content Theories 2) Process Theories 1) Maslow’s Need Hierarchy 1) Adam’s Equity Theory Theory 2) Expectancy theory 2) Gregor’s Theory X and Theory Y 3) Herzberg’s Two-Factor Theory www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
1. Maslow’s Need Hierarchy Theory 11 ❖ Abraham Maslow (1908 – 1970) focused on the psychological needs of employees. ❖ Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work. ❖ All of the needs are structured into a hierarchy and once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied. ❖ For example a person who is dying of hunger will be motivated to achieve a basic wage in order to buy food before worrying about having a secure job contract or the respect of others. ❖ A business should therefore offer different incentives to workers in order to help them fulfill each need in turn and progress up the hierarchy. ❖ Managers should also recognise that workers are not all motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Physiological : 12 includes hunger, thirst, shelter, sex, and other bodily needs. Safety : includes security and protection from physical and emotional harm. Social : includes affection, belongingness, acceptance, and friendship. Esteem : includes internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors, such as status, recognition and attention. Self-actualization : The drive to become what one is capable of becoming, includes growth, achieving one’s potential and self-fulfillment. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
2. Gregor’s Theory X and Theory Y 13 ❖ The Theory X and Theory Y are the theories of motivation given by Douglas McGregor in 1960’s. According to Douglas there are two aspects of human behaviour at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Assumptions of Theory X 14 An average employee intrinsically does not like work and tries to escape it whenever possible. Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style. Many employees rank job security on top, and they have little or no aspiration/ ambition. Employees generally dislike responsibilities. Employees resist change. An average employee needs formal direction. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Assumptions of Theory Y 15 Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization. An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
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3. Herzberg’s Two-Factor Theory 17 Fredrick Herzberg established the motivation-hygiene theory which is popularly known as two factor theory of motivation. According to Herzberg that there are certain factors which tend to provide satisfaction to the employees and on the other hand there are certain factors which are related to job dissatisfaction. He categorised these factors into two categories: a) Maintenance or Hygiene factors b) Motivational factors www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
18 Hygiene factors or maintenance factors do not Motivational factors: These factors are intrinsic motivate people, they just prevent job factors. These factors are related to job dissatisfaction. If these factors are not there on the satisfaction and are known as motivators, job, they will lead to the sense of dissatisfaction satisfiers, intrinsic factors, job content factors. amongst the employees, but on the other hand their These factors provide a sense of satisfaction presence will not satisfy them. among the employees and increase the level of In other words, it can be said as these factors don’t performance by motivating them. Any increase in act as a motivator. They don’t provide any motivation these factors lead to increase in the level of to the employees but eliminate dissatisfaction. satisfaction and motivation among the employees www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Herzberg’s Two-Factor Theory 19 www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Hygine factors include……. Company policies: Those should be truthful and clear to each employee. They must additionally be equal to the 20 ones of competition. Supervision: Supervision have to be truthful and appropriate. The employee should be given as much autonomy as is reasonable. Relationships: There should be no tolerance for bullying or cliques. A healthful, amiable, and suitable courting need to exist among peers, superiors, and subordinates. Work conditions: Equipment and the working environment must be safe, in shape for purpose, and hygienic. Salary: The pay shape have to be fair and affordable. It must additionally be competitive with other corporations in the same industry. Status: The organization should hold the reputation of all employees in the organization. Performing meaningful work can provide a experience of status. Security: It is essential that personnel feel that their process is comfortable and they may be now not underneath the consistent threat of being laid-off. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Motivating factors include……. 21 Achievement: A activity need to provide an worker a feel of achievement. This will offer a proud feeling of having done something tough however worthwhile. Recognition: A activity ought to provide an employee with reward and reputation in their successes. This popularity need to come from each their superiors and their peers. The work itself: The process itself should be exciting, various, and provide enough of a mission to preserve employees prompted. Responsibility: Employees should “own” their work. They should hold themselves responsible for this completion and not feel as though they are being micromanaged. Advancement: Promoting possibilities ought to exist for the employee. Growth: The job should give employees the opportunity to learn new skills. This can happen either on the job or through more formal training. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Adam’s Equity Theory ……. 22 ❖ Adam’s Equity Theory, also known as the Equity Theory of Motivation, was developed in 1963 by John Stacey Adams, a workplace behavioral psychologist. Equity Theory of Motivation : It is based on the simple assumption that all individuals expect to be treated fairly. According to this theory, equity is the perception of employees that we are treated equally as compared to others and inequity is the perception of employees that we are treated unfairly as compared to others See the following equations to understand such comparisons: (i) ������������������������������������������������������������ ′ ������ ������������������������������������������ ������������������������������ = ������������ℎ������������ ′ ������ ������������������������������������������ ������������������������������ State of equity (ii) ������������������������������������������������������������ ′ ������ ������������������������������������������ ������������������������������ > ������������ℎ������������ ′ ������ ������������������������������������������ ������������������������������ State of inequity due to overpaid (iii) ������������������������������������������������������������ ′ ������ ������������������������������������������ ������������������������������ < ������������ℎ������������ ′ ������ ������������������������������������������ ������������������������������ State of inequity due to underpaid www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Adam’s Equity Theory ……. 23 The theory suggests that there are four possible comparisons which an employee makes with others. These comparisons are discussed as below: (i) Self-Inside: When an employee compares himself with his own previous experiences at some different position in his current organisation. (ii) Self-outside: When an employee compares himself with his own previous experiences at some different position outside his current organisation. (iii) Other-Inside: When an employee compares himself with another individual inside his current organisation. (iv) Other-Outside: When an employee compares himself with another individual outside his current organisation. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
In order to reduce the feeling of equity, an individual may choose the following alternatives: 24 a) Change input: A person can change the level of inputs he is putting in his job depending upon the feeling of equity or inequity. b) Change outcome: A person may request the management to increase his outcomes if he feels it inequitable. c) Change the perception of self: Instead of altering the inputs or outcomes, individuals may change their perception about themselves. If they are overpaid, they can feel as if they are paid more because their tasks and assignments are more challenging. . www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
d) Change the perception about others: In order to reduce the feeling of inequity, people can change 25 their perception about others. For example: if a person feels that he is getting more salary than others, he may start thinking like the other person’s job is not contributing much in the organisation. e) Choose a different person for comparisons: If comparing one with a specific person results in the feeling of inequity, one may choose someone else for comparisons. f) Leave the situation: A person may withdraw from the situation which produces the feeling of inequity www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
Expectancy theory 26 The expectancy model of motivation was propounded by Victor H. Vroom. Vroom’s expectancy model established that motivation of an individual depends upon the strength of his expectation that a certain act will lead to a desirable outcome and the degree to which that outcome is preferred by that individual. There are three variables which are explained by the expectancy model: Valence, Expectancy and Instrumentality. This model postulates that motivation is multiplier of all of these three variables www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
❖ Valence: It refers to attraction of the outcome to an individual. Valence is the strength of an 27 individual’s preference for a particular outcome or reward. Valence is a subjective phenomenon and therefore it varies from person to person. ❖ Expectancy: Expectancy is also called effort-performance probability. It refers to the extent an individual believes that certain level of efforts made by him will lead to the achievement of desired level of outcome or completion of the task. ❖ Instrumentality: It is also called performance-reward probability. Instrumentality is the expectation of an individual that his performance will lead to desired reward associated with the performance. It is probability that first level outcome (performance) will lead to the second level outcome (reward). www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
As per the Vroom’s expectancy model: Motivation=Valence*Expectancy*Instrumentality 28 This relationship explains that motivation level of an individual will be higher if all of these three elements are higher and motivation level will be decreased if any of these elements will be lower. This model can help the management to determine the behaviour of employees and take necessary steps to modify the same. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
REFERENCES 29 ❖ Robbins P Stephen, Organizational Behaviour, 15thedition, Prentice Hall, New Delhi. ❖ Koontz – Principles of Management (Tata McGrew Hill, 1st Edition2008) ❖ Robbins & Caulter – Management (Prentice Hall of India, 8thEdition) ❖ Aswathappa K, Organizational Behavior, Himalaya Publishing House, Mumbai ❖ Luthans Fred, Organizational Behaviour, McGraw Hill Book Co, New Delhi. ❖ Prasad L M, OrganisationalBehaviour, Sultan Chand Publications. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
30 THANK YOU For queries Email: [email protected] www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL
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