Leading: Motivation Theories in Management PDF

Leadership isn't about titles, it's about influence. Building high- performing teams is the key to success. Presented by Group 4 LEADIN G Studio Shodwe Introductio n Leadership and team building are crucial for succ...

Leadership isn't about titles, it's about influence. Building high- performing teams is the key to success. Presented by Group 4 LEADIN G Studio Shodwe Introductio n Leadership and team building are crucial for success in any organization. Let’s explore key strategies to enhance these skills. What is Motivation? Motivation refers to the way in which urges, drives, desires, aspirations, striving, or needs direct, control or explain the behaviour of human beings. According to Memoria, A willingness to expend energy to achieve a goal or reward. It is a force that activates dormant energies and sets in motion the action of the people. It is the function that kindles a burning passion for action among the human beings of an organisation. According to Dalton E. McFarland, Motivation refers to the way in which urges, drives, desires, aspirations, striving, or needs direct, control or explain the behaviour of human beings. According to The Encyclopaedia of Management, Motivation refers to the degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness. Importance of Motivation in Management 1. Leads to Higher Efficiency 2. Minimises Absenteeism 3. Improves the Morale of the People 4. Leads to Good Relations 5. Leads to Lesser Employee Turnover 6. Enhances the Image of the Enterprise 7. Reduces Wastages and Breakages 8. Minimises Accidents Types of Motivation in Management Intrinsic Motivation: Extrinsic Motivation: This form of motivation This form of motivation arises arises from within the from external conditions that individual. Intrinsic could include certain incentives, motivation is also based on rewards, recognition, monetary the needs and desires of an incentive, etc. Extrinsic individual for their motivation, sometimes, also satisfaction. Intrinsic come in a negative form. motivation leads to a better Punishment, disciplinary action, quality of life and has a cutting of salary, being criticised long-term effect. etc. are some of the negative extrinsic motivation factors. Types of Motivation Levels in Management Positive Motivation: Negative Motivation: This form of motivation is based on This motivation takes place in the rewards and recognition. form of punishments. It creates a Employees are offered incentives sense of fear and insecurity among and promotions in recognition of employees when they are their work. According to Peter punished, demoted or have to go Drucker, “the real and positive through layoffs. This makes motivators are responsible for employees uncooperative and placement, high standard of unwilling to put in their best performance, information adequate efforts. for self-control and the participation of the worker as a responsible citizen in the plant community. Process of Motivation in Management A motive is an inner state that energizes, activates, or moves and directs or channels behaviour goals. The different steps involved in the motivation process are as follows: 1. Identifying the Needs and Motives 2. Searching Ways to Satisfy Needs 3. Taking Action to Satisfy Needs and Motives 4. Accomplishing the Goal 5. Reviewing Employee Performance 6. Providing Feedback of Performance Motivation Theories Motivation theories provide a framework for understanding what drives human behavior, particularly in the workplace. By understanding these theories, managers can implement strategies to boost employee morale, Studio productivity, and overall job satisfaction. Shodwe Maslow’s Hierarchy of Abraham Maslow proposed the Needs Hierarchy of Needs in his 1943 article “A Theory of Human Motivation”. He proposed that leaders must understand and look after the needs and well-being of team members. He believed that once their most basic needs were met, individuals would strive to satisfy a higher set of needs such as self-esteem and self-actualisation. Maslow’s Theory is considered simplistic and found to be inaccurate human motivation theory  Alderfer’s ERG Theory Existence, Relatedness and Growth Existence needs are all material and physiological needs. Relatedness needs are satisfied through mutual sharing of thoughts and feelings, as they are about relationships, while Growth needs encourage people to creativity and efficiently change themselves or their environments. The ERG theory postulates that the needs can occur simultaneously, unlike Maslow’s Theory. Alderfer’s ERG Theory of Motivation states that individuals can be motivated by multiple levels of need at the same time, and that the level which is most important to them can change over time. In other words, an individual’s priorities and motivations may be fluid and can move between the existence, relatedness and growth levels of need over time. They can move upwards, and they can move downwards. McGregor’s Theory X and Theory Y In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting 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 Theory is positive, X assumes so called that peopleas Theory dislike Y work and must be coerced, controlled, and directed toward organizational goals. Furthermore, most people prefer to be treated this way, so they can avoid responsibility. Theory Y—the integration of goals— emphasizes the average person’s intrinsic interest in his work, his desire to be self- directing and to seek responsibility, and his capacity to be creative in solving business problems.  Herzberg's Two-Factor(Herzberg’s Motivation-Hygiene Theory) Theory Psychologist Fredrick Herzberg attempted to determine the effect of attitude on motivation during the 1950-60s. He asked employees to describe situations in which they felt really good about their jobs and then situations in which they felt really bad about their jobs. The responses were different and formed the basis of modern motivational practice. Herzberg found that there are certain characteristics of a job which are consistently related to job satisfaction, while there are others which are associated with job dissatisfaction. He concluded that satisfaction and dissatisfaction are not opposites. He proposed that the opposite of satisfaction is no satisfaction, and the opposite of dissatisfaction is no dissatisfaction. Therefore, correcting the causes of dissatisfaction will not create satisfaction, nor will increasing the factors for satisfaction reduce dissatisfaction. If you were to reduce dissatisfaction, you may create harmony, but this will not necessarily enhance performance. Motivation can be achieved through focus on the factors for satisfaction. This assumes that job satisfaction is strongly associated with productivity, which may or may not be correct.  Goal Setting Theory In 1960’s, Edwin Locke put forward the Goal-setting theory of motivation. This theory states that goal setting is essentially linked to task performance. It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. In simple words, goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in.  Limitations of Goal Advantages of Goal Setting Theory Setting Theory At times, the organizational goals Goal setting theory is a are in conflict with the managerial technique used to raise goals. Goal conflict has a incentives for employees to detrimental effect on the complete work quickly and performance if it motivates effectively. incompatible action drift. Goal setting leads to better performance by increasing Very difficult and complex goals motivation and efforts, but also stimulate riskier behaviour. through increasing and improving the feedback quality If the employee lacks skills and competencies to perform actions essential for goal, then the goal- setting can fail and lead to undermining of performance. There is no evidence to prove that goal-setting improves job satisfaction. Reinforcement Theory Reinforcement theory of motivation was proposed by BF Skinner and his associates. It states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e, individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour with negative consequences tends not to be repeated. In laymans term... Reinforcement theory of motivation overlooks the internal state Reinforcement theory explains in detail how an of individual, i.e., the inner feelings and drives of individuals are individual learns behaviour. Managers who are ignored by Skinner. This theory focuses totally on what happens making attempt to motivate the employees must ensure that they do not reward all employees to an individual when he takes some action. simultaneously. They must tell the employees what Thus, according to Skinner, the external environment of the they are not doing correct. They must tell the employees how they can achieve positive organization must be designed effectively and positively so as to reinforcement. motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individual’s behaviour. However, it does not focus on the causes of individual’s behaviour.  The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964. Expectancy Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. Theory of The theory states that the intensity of a tendency to perform in a particular manner is dependent on Motivation the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the  The Expectancy theory states that employee’s motivation is an outcome of: how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated by an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that better efforts will result in better performance. Instrumentality is the faith that if you perform well, then a valid outcome will be there.  Advantage and Limitation of Expectancy Theory Advantages of the Expectancy Theory Limitations of expectancy Theory It is based on self-interest individual who want to achieve the expectancy theory seems to be idealistic because maximum satisfaction and who wants to minimize quite a few individuals perceive high degree correlation dissatisfaction. between performance and rewards. This theory stresses upon the expectations and perception; The application of this theory is limited as reward is not what is real and actual is immaterial. directly correlated with performance in many It emphasizes on rewards or pay-offs. organizations. It is related to other parameters also such It focuses on psychological extravagance where final as position, effort, responsibility, education, etc. objective of individual is to attain maximum pleasure and least pain. Adams’ Equity Theory of Motivation J. Stacey Adams’ equity theory is a process model of motivation. It says that the level of reward we receive, compared to our own sense of our contribution, affects our motivation. The theory considers the concept of equality and fairness, as well as the importance of comparison to others. Put simply, Adams’ equity theory says that people want fair compensation for inputs across the working population of which they are members. When this is the case, individuals may remain motivated. When it ceases to be the case, individuals may cease to be motivated. Studio Shodwe Sources of Power  FORMAL POWER- Also known as positional power, this is the power that comes from an official role in an organization. TYPES OF FORMAL POWER: -COERCIVE -REWARD -LEGITIMATE  COERCIVE POWER Coercive power is the use of force or threats to make someone comply with demands. It's a formal power source that can be used by parents, leaders, or employers to get someone to do what they want. Fear of punishment is the incentive to comply.  REWARD POWER Reward power is the ability to influence others by providing positive reinforcement or rewards to motivate them to achieve goals. Leaders can use reward power to motivate employees to achieve goals by offering incentives like bonuses, salary increases, promotions, praise, or recognition.  LEGITIMATE POWER Legitimate power is the authority that comes from a person's formal role or position in an organization or society. It's based on the perceived authority associated with a specific role or office. Legitimate power is considered valid because it's recognized and accepted by others within the system. It gives the right to make demands and expect compliance.  PERSONAL POWER- This is the ability to influence people and events without formal authority. It's more of a state of mind or attitude, and comes from a person's skills, traits, and knowledge. TYPES OF PERSONAL POWER: -EXPERT -CHARISMATIC  EXPERT POWER Expert power is a type of power that comes as a result of having deep, expert knowledge on a subject. If you know a lot about something, especially if you have developed expertise in the field, you can influence and inform those who know less than you about that subject.  CHARISMATIC POWER Charismatic power is the influence created by an individual's exceptional personal qualities. The power of charisma gives leaders the ability to motivate others through their charm, persuasiveness, and interpersonal connection. Charismatic leaders put people first. These leaders are ever-encouraging, giving their team the added motivation to feel as though they can conquer the world. Difference between Leadership and Manageme  Definition Leadership The action of leading a group towards a common goal. Manageme Thent process of dealing with or controlling things or people. source: the economic  Focus and Approach Leadership Focuses on vision, inspiration, and change. Leaders are often seen as individuals who create a compelling vision for the future, inspire others to follow that vision, and drive transformation. Manageme nt Focuses on planning, organizing, and maintaining order. Managers are more concerned with ensuring that processes run smoothly, goals are achieved, and resources are allocated effectively. source: the economic  Style of Influence Leadership Leaders often influence through inspiration and charisma. They lead by example and encourage others to see their vision as something worth pursuing. Manageme nt typically influence through authority and control. Managers They enforce rules, make decisions, and ensure compliance to established processes. Leadershi p  LEADERSHIP Leadership skills SKILLS are the strengths and abilities individuals demonstrate that help to oversee processes, guide initiatives and steer their employees toward the achievement of goals. Leadership skills are an essential component in positioning executives to make thoughtful decisions about their organization's mission and goals, and properly allocate resources to achieve those directives.  Communicati Decision- onyou need As a leader, making the way managers communication skills to Examples of effectively motivate others, collaborate with make choices to resolve issues, guide staff and meet the Leadership them, and share updates. objectives of their employer. Skills are Conflict resolution Resolving conflicts in a Delegation Delegation is the timely manner can process of distributing lead to increased and entrusting work to productivity and another person. morale Types of Leadershi Types of leadership: 1.AutoCratic 2. Laissez- faire 3. Participative 4. Autocratic- is a management style wherein one person controls all the decisions and takes very little inputs from other group members. Autocratic leaders make choices or decisions based on their own beliefs and do not involve others for their suggestion or advice. source: the economic  Scenario 1: Captain of a Ship Captain: "We're changing course. All hands on deck! No questions asked!"  Laissez-faire- A hands-off leadership style where the leader provides minimal guidance and allows team members to make decisions and manage their own tasks. The French phrase laissez faire means “allow to do”.  Scenario 2: Classroom Teacher: "Okay class, today you're going to work on a group project. You decide what to do and how to do it." Participative- A collaborative leadership style in which the leader actively involves team members in decision-making processes.  Scenario 3: Doing a Seminar Leader: "Let's work together to create a presentation outline. What topics should we cover? How can we make it visually appealing?" Bureaucratic- A leadership style characterized by a strict adherence to rules, policies, and formal procedures.  Scenario 4: At Home Parent: "We always eat dinner at 6 PM sharp. No excuses!" Thank You For Your Attention