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Motivation can be defined as a condition that is initiated by a physiological or psychological deficiency or need of an individual, which causes the individual to behave in a certain manner in order to achieve a particular goal or incentive.
Motivation consists of three interacting and interdependent elements needs, drives and incentives.
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Needs
A physiological or psychological imbalance leads to the creation of a need.
Drives
Both physiological and psychological drives push an individual towards achieving a certain goal or accomplishing a certain task.
Incentives
Anything that can mitigate a need and decrease the intensity of a drive is called an incentive.
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CLASSIFICATION OF MOTIVES
I) Primary Motives
A motive is termed as a primary motive when it satisfies both the criteria it is not learned, and it is physiologically based. The most common primary motives are hunger, thirst, sleep, sex, avoidance of pain and maternal concern.
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Self actualization needs Esteem needs (Important projects, recognition, prestigious office location) Social needs
(Good coworkers, peers, superiors, customers Safety or Security Needs (Job security; benefits like life insurance; safety regulations) Physiological needs ( Basis pay, workspace, heat, water, company cafeteria)
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The satisfiers were termed as motivators, while the dissatisfiers were termed hygiene factors. While hygiene factors were responsible for preventing dissatisfaction, motivators were essential to keep the employees satisfied.
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Important motivators are:a) work itself b) clear achievable goals c) appreciation for good work d) giving adequate responsibilities to employees e) career growth
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Some important hygiene factors are:a) administrative policies b) presence of able supervisors c) fair pay d) good interpersonal relations e) conducive working conditions
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2. Relatedness needs (R) These needs emphasize the significance of social and interpersonal relationships. 3. Growth needs (G) These needs are related to a persons inner desire for personal growth and development.
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According to the ERG theory, a persons background or cultural environment may cause the relatedness needs to predominate over unfulfilled existence needs. The intensity of growth needs will increase with an increase in the degree to which they are satisfied.
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For e.g.Superior performance of an employee is the first-level outcome, which is considered instrumental for getting a promotion, the second-level outcome. Expectancy is the effort to achieve first-level outcome Instrumentality relates first-level outcome to second-level outcome.
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Three types of relationships are identified in Vrooms theory: i. Effort-performance relationship: This shows an individuals perception of the probability that a specific level of performance would result if he exerts a certain amount of effort. ii. Performance-reward relationship: It denotes the extent of an individuals belief that a particular level of performance would result in achieving the desired outcome.
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iii. Rewards-personal goals relationship: This refers to the degree to which an individuals personal goals or needs are satisfied by the rewards given by the organization and his perception of the attractiveness of these rewards.
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3. The employee should have a clear perception of his role in the organization and an accurate knowledge of the job requirements. This will enable him to focus his efforts on accomplishing the assigned tasks.
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Equity is represented schematically as: Persons outcomes Persons inputs = Others outcomes Others inputs
Inequity is represented as followed: Persons outcomes Persons inputs or Persons outcomes Persons inputs > Others outcomes Others inputs
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The various referent comparisons used by an employee are: i) Self-inside: The employee compares his experiences in the present position with the experiences of those holding a similar position in the same organization. ii) Self-outside: The employee compares his experiences in the present position with the experiences of those holding a similar position in another organization.
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iii) Other-inside : The employee compares his experience in the present position with the experience of another individual or group of individuals holding a different position but belonging to the same organization. iv) Other-outside: The employee compares his experiences in the present position with that of another individual or group of individuals holding a different position and belonging to a different organization.
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v) There are four variables that influence an employees choice of referent. These are the gender of the employee, length of tenure of the employee in the organization, level at which the employee is working in the organization, and level of education or professional qualifications of the employee.
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If an employee perceives an inequity, he will make certain choices. i) Change in inputs ii) Change in outcomes iii) Distort perceptions of self iv) Distort perception of others v) Choose a different referent vi) Leave the field
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Attribution Theory
It identifies attributions made by people as the basis for their motivation.
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Common assumptions of attribution theories: i) They try to provide a logical explanation to all that is happening. ii) They attribute actions of individuals to internal or external causes. iii) Those theories propose that individuals follow a fairly logical approach in making attributions.
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The theory states that since the causes and reasons for an individuals behavior cannot be directly observed, one has to depend to a great extent on the perception of the individual in order to understand his behavior.
Attribution theory also assumes that humans are rational and motivated beings.
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Those employees who believe that there is an external control for all outcomes feel that they are in no position to control them. In their opinion, external factors like luck, chance, etc. are responsible for influencing outcomes.
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Other attributions
Bernard Weiner, a social psychologist, found that the stability of attribution was also important in determining motivation. Employees with longer work experience tend to have stable internal attributions about their abilities and unstable internal attribution regarding effort.
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Kelley suggested other dimensions such as consensus, consistency and distinctiveness having an impact on the type of attributions made by individuals. Consensus denotes the extent to which others behave in a similar manner in the same situation. Consistency refers to a pattern of behavior, which may be relatively stable or unstable. This shows whether a person behaves similarly in a similar situation or if a particular behavior is just an infrequent occurrence.
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Distinctiveness indicates whether a persons behavior is similar for all tasks or whether his behavior differs from one task to another. An individual having high consensus, consistency, as well as distinctiveness can be expected to make attributions to external or environmental factors. Individuals showing low consensus, high consistency and low distinctiveness, can be expected to attribute outcome or results to internal or personal causes.
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An agency relationship is said to exist when one or more individuals i.e. the principal, engages another person i.e. the agent, to perform some activity on his or their behalf. The interests of principals and agents sometimes conflict with each other.
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This kind of organizational structure led to a high degree of control over workers. The design of a persons job has a considerable impact on his/her behavior. Job Design can be defined as the process of structuring tasks and responsibilities into a job in an attempt to make the job more meaningful, significant and satisfying.
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Job enlargement approach Horizontal expansion of jobs means increasing the number of jobs performed by the worker, thereby making the job less specialized and monotonous.
Job rotation The rotation of workers between various departments reduces the boredom of performing the same job activities.
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Job enrichment Vertical expansion results in an increase in the content of work and requires employee to have a high level of skill and knowledge. It also facilitates an increase in the level of autonomy by allowing workers to plan, direct, control and evaluate their own performance on the job.
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Quality of work life and sociotechnical approach to job design QWL is concerned with the overall climate at the workplace. This approach deals with the impact of work on the employees and on organizational effectiveness.
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Job characteristics approach to job design Identifies certain features of jobs that result in certain psychological states. The core dimensions or characteristics of a job that affect its nature are skill variety, task identity, task significance, autonomy and feedback. Skill variety refers to the degree to which a worker is given the opportunity to use his knowledge and his wide range of skills and abilities, to perform his job.
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Task identity refers to the extent to which an employee is responsible for the completion of a distinct, identifiable module of the job assigned. Task significance refers to the importance attached to a specific job in the organization. Autonomy refers to the amount of freedom a worker has in performing his job. Feedback refers to any appraisal received by the employee about his performance on the job after its accomplishment.
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Realization of critical psychological states The psychological states discussed below, play an important role in shaping individuals job motivation and satisfaction. Meaningfulness Responsibility Awareness of results Personal of work outcomes
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Job enrichment
Job enrichment results in increasing the responsibility and accountability of the job rather then simply increasing the number of tasks to be performed. Provides employees with the opportunity to plan and execute their of job and evaluate their own performance.
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Vertical loading
Employees are not only given adequate opportunities to develop their skills, but are also empowered to plan, schedule and execute activities themselves. The employees are thus made completely accountable for their performance.
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Lockes theory assumes that human behavior is purposeful and that goals direct and sustain their behavior in a particular manner. Two primary attributes of goals, content and intensity, drive behavior towards the accomplishment of tasks. The content attribute of goals refers to the level of difficulty involved in attaining the goal.
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Intensity refers to the process by which a goal is set and accomplished. It relates to employee participation in goal setting and then commitment towards achieving the goal set by them.
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The common features of all MBO programs are goal specification, participative decision making, an explicit time period for the achievement of targets, and performance feedback.
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