MOTIVATION

01. INTRODUCTION
A Motivation

Motivation can be defined in a number of ways. Generally, it is defined as a driving force that initiates and directs behavior. In other words, motivation is a kind of internal energy which drives a person to do something in order to achieve something. It is a temporal or dynamic state within a person which is not concerned with his/her personality. There are different types of motivation such as achievement motivation, affiliation motivation, competence motivation, power motivation, and attitude motivation. Motivation is essential to be successful in any endeavor you undertake. It can be positive or negative, subtle or obvious, tangible or intangible. It is very important in workplaces as it plays a key role in the effective performance of employees. In industry, managers play a significant role in employee motivation. They use different motivation techniques to improve productivity, thereby promoting cooperation between employees and employers. Learning is somewhat interrelated to motivation. In education, instructors also use motivation techniques in order to motivate the students to learn. It is essential to increase student motivation as it can make a student more competent. Also, motivation encourages self confidence and problem-solving skills. B Motivation concepts:

This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory, Bandura's work on self-efficacy and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they: attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in), believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), are interested in mastering a topic, rather than just rote-learning to achieve good grades.

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Typs of motivation

People are different, so it follows that their motivations have to be different. Here are some types of motivation: (1) Achievement Motivation It is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is important for its own shake and not for the rewards that accompany it. It is similar to Kaizen approach of Japanese Management. (2) Affiliation Motivation It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and co-operation. (3) Competence Motivation It is the drive to be good at something, allowing the individual to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to be creative when confronted with obstacles. They learn from their experience. (4) Power Motivation It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organization and are willing to take risks to do so. (5) Attitude Motivation Attitude motivation is how people think and feel. It is their self confidence, their belief in them, their attitude to life. It is how they feel about the future and how they react to the past. (6) Incentive Motivation It is where a person or a team reaps a reward from an activity. It is You do this and you get that, attitude. It is the types of awards and prizes that drive people to work a little harder. (7) Fear Motivation Fear motivation coercions a person to act against will. It is instantaneous and gets the job done quickly. It is helpful in the short run.

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MOTIVATORS:

Motivators are things that induce an individual to perform. While motivation reflects wants, motivators are the identified rewards or incentives that sharpen the drive to satisfy these wants. A manager can do much to sharpen motives by establishing an environment favorable to certain drives. For example, employees in a business that has developed a reputation for excellence tend to be motivated to contribute to this reputation. A motivator, then, is something that influences an individuals behavior. It makes a difference in what a person will do. Obviously, in any enterprise, the manager must be concerned about motivators and also incentive in their use. Also he has to use such motivators as will lead the employees to perform effectively for their employees. E MOTIVATING:

Motivating is the management process of influencing peoples behavior based on the knowledge of what cause and channel sustain human behavior in a particular committed direction. Simply, the term motivation indicates a noun whereas motivating a verb. Motivation refers to a state of mind to work willingly, whereas motivating is the process of influencing behavior. Customer level of approval when comparing a product's perceived performance with his or her expectations. Also could refer to discharge, extinguishment, or retirement of an obligation to the acceptance of the obligor, or fulfillment of a claim. While satisfaction is sometimes equated with performance, it implies compensation or substitution whereas performance denotes doing what was actually promised. See also accord and satisfaction.

SATISFACTION:

Satisfaction is the end result of the need-want-satisfaction chain, which can be represented in the following diagram

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Need-want-action-satisfaction chain Motivation and Satisfaction are related to each other, although there is a fine difference between these two terms. Motivation refers to be drive and effort to satisfy a want or goal. But satisfaction refers to the contentment experienced when a want is satisfied. In other words, motivation implies a drive toward an outcome, and satisfaction is the outcome already experienced. From the management point of view, then, a person might have high job satisfaction but a low level of motivation for the job, or the reverse might be true. G OBJECTIVE:

Motivation is a most important part for any organization. No organization can not achieve its goal without motivational activities. We know that motivation is a process of to inspire the employees to achive desire course of action. For that reason an organization uses motivational activities. Motivational theories are using for geeting more output from employees. Every company is seeting a gole.which is motivated the employees. The employees perform when given specific, challenging goals than when they are given no goals at all simply told to do their best. When any company is given more facilities of the employees then they are more motivated.so, they work hardely and acheive the goal of a company. H a. SCOPES:

In motivation is given a lot of facilities.For that every employees enjoy to work.need hierechy theory offered Physiological,safety,social,exteem ans self actualization needs. The theory would say that although no need is ever fully gratified, a substantially satisfied need no longer

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b.LIMITATION All good side has some bad/problem side. So, motivation has some problem. The theorys would say that although no need is ever fully gratified, a substantially satisfied need no longer

02. METHODOLOGY
The data will be collected from secondary sources. As a part of the secondary source, some of the relevant data will be collected from different sources like various issues of management, introduction to management Newspaper etc. Some online information will be used from different website.

03. ANALYSIS
Motivational theory-05 Discussing about Abraham Maslows Need Hicrarchy Theory-06 Needs Theory and the Workplace-10 Differences to the Maslow theory of motivation-14 ERG theory-12

04. Motivational Theory:

01. Abraham Maslows Need Hicrarchy Theory 02. Victory Vrooms Expectancy Theory 03. Frederick Herzberg Two Factor Theory 04. Doglas Mc, Gregors Theory X and Y

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Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. Need Hierarchy theory suggesting that people must satisfy five groups of need:

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Physiological needs:
These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. Physiological needs include:

Breathing Food Sexual activity Homeostasis

Air, water, and food are metabolic requirements for survival in all animals, including humans. The intensity of the human sexual instinct is shaped more by sexual competition than maintaining a birth rate adequate to survival of the species.

Safety needs:
These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior. These needs have to do with people's yearning for a predictable, orderly world in which injustice and inconsistency are under control, the familiar frequent and the unfamiliar rare. In the world of work, these safeties needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, and the like. Safety and Security needs include:

Personal security Financial security Health and well-being

Safety net against accidents/illness and their adverse impacts

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Love and Belonging / social needs:

After physiological and safety needs are fulfilled, the third layers of human needs are social and involve feelings of belongingness. This aspect of Maslow's hierarchy involves emotionally based relationships in general, such as:

Friendship Intimacy Family

Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.

Esteem:
According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and selfconfidence. It includes both internal esteem factors like self-respect, autonomy and Maslow stresses the dangers associated with self-esteem based on fame and outer recognition instead of inner competence. He sees healthy self-respect as based on earned respect.

Self-actualization:
Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something. What a man can be, he must be. This forms the basis of the perceived need for self-actualization. This level of need pertains to what a person's full potential is and realizing that potential. Maslow describes this desire as the desire to become more and more what one is, to become everything that one is capable of becoming. This is a broad definition of the need for selfactualization, but when applied to individuals the need is specific.

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Maslows hierarchy of needs:

As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate these theories. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it. There are two things to remember about Maslows model: We must satisfy lower-level needs before we seek to satisfy higherlevel needs. Once weve satisfied a need, it no longer motivates us; the next higher need takes its place. Lets say, for example, that youve just returned to college and that for a variety of reasons that arent your fault, youre broke, hungry, and homeless. Because youll probably take almost any job that will pay for food and housing (physiological needs), you go to work repossessing cars. Fortunately, your student loan finally comes through, and with enough money to feed yourself, you can look for a job thats not so risky (a safety need). You find a job as a night janitor in the library, and though you feel secure, you start to feel cut off from your friends, who are active during daylight hours. You want to work among people, not books (a social need). So now you join several of your friends selling pizza in the student center. This job improves your social life, but even though youre very good at making pizzas, its not terribly satisfying. Youd like something that will let you display your intellectual talents (esteem need). So you study hard and land a job as an intern in the governors office. On graduation, you move up through a series of government appointments and eventually run for state senator. As youre sworn into office, you realize that youve reached your full potential (a self-actualization need) and you comment to yourself, It doesnt get any better than this.

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Needs Theory and the Workplace

Employees are motivated by different factors. For some, the ability to have fun at work is a priority. What implications does Maslows theory have for business managers? There are two key points: (1) Not all employees are driven by the same needs and (2) the needs that motivate individuals can change over time. Managers should consider which needs different employees are trying to satisfy and should structure rewards and other forms of recognition accordingly. For example, when you got your first job repossessing cars, you were motivated by the need for money to buy food. If youd been given a choice between a raise or a plaque recognizing your accomplishments, youd undoubtedly have opted for the money. As a state senator, by contrast, you may prefer public recognition of work well done (say, election to higher office) to a pay raise.

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Applying Maslow's Needs Hierarchy - Business Management Implications

If Maslow's theory is true, there are some very important leadership implications to enhance workplace motivation. There are staff motivation opportunities by motivating each employee through their style of management, compensation plans, role definition, and company activities.

Physiological Motivation: Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life's essentials. Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats. Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team dynamics. Esteem Motivators: Recognize achievements, assign important projects, and provide status to make employees feel valued and appreciated. Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals.

Remember, everyone is not motivated by same needs. At various points in their lives and careers, various employees will be motivated by completely different needs. It is imperative that you recognize each employee's needs currently being pursued. In order to motivate their employees, leadership must be understand the current level of needs at which the employee finds themselves, and leverage needs for workplace motivation.

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Refinement to the Maslow Theory of Motivation Clear application to change leadership and management

The ERG Theory was proposed by Clayton P. Alderfer in 1969 in a Psychological Review article entitled "An Empirical Test of a New Theory of Human Need". The model was developed in his book: "Existence, Relatedness, and Growth; Human Needs in Organizational Settings"currently out of print. The theory is a response and reaction to Maslow's famous "Hierarchy of Needs" theory, and reduces Maslow's 5 levels of need to just these 3 categories (Existence, Relatedness, and Growth).

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Existence Needs: co-relate to Maslow's first two levels. This group of needs is concerned with providing the basic requirements for material existence, such as physiological and safety needs. In a work context this need is satisfied by money earned in a job for the purchase of food, shelter, clothing, etc.

Relatedness Needs: co-relate to Maslow's third and fourth levels. This group of needs focuses on the desire to establish and maintain interpersonal relationships with family, friends, co-workers and employers. This need includes the need to interact with other people, receive public recognition, and feel secure around people. In a work context and given the amount of time most people spend at work this need is normally satisfied to some extent by their relationships with colleagues and managers.

Growth Needs: co-relate to Maslow's fourth and fifth levels. These needs are about the fulfilment of desires to be creative, productive and to complete meaningful tasks in order to build and enhance a persons self-esteem through personal achievement. These needs are all about by personal development. In a work context a person's job, career, or profession can provide a significant satisfaction of growth needs.

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DIFFERENCES TO THE MASLOW THEORY OF MOTIVATION

Contrary to Maslow's idea that access to the higher levels of his pyramid required satisfaction in the lower level needs, Alderfer maintained that the three ERG areas are not stepped. Thus ERG theory states that an employees behaviour is motivated simultaneously by more than one need level. For example, satisfying your growth needs by completing a project on time even though your relatedness needs arent especially satisfied.

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CONCLUSION
The way drives or needs direct a persons behavior to ward a specific goal, involves the levels of effort put forth to pursue the goal.manager cannot observe the motivation process directly sonce it occurs internally.So they observe behaviors and then reach conclusion about a persons motivation.motivation is a gole oritned, the oersin experience tension created by unfulfied needs.a need indicates a deficiency.to create the atmosphere their subordinates need to performefficiently,managers must have some graps of the motivation process.as recognized management educator consultant.No matter how authoritarian the institution.it has to sstisfy the ambitions and needs of its members and do something in their capacity as individualsBy giving motivation Theory any employees I can find a good output.

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FINDING
Additionally, little evidence suggests that people satisfy Though Maslow's hierarchy makes sense intuitively; little evidence supports its strict hierarchy. Actually, recent research challenges the order that the needs are imposed by Maslow's pyramid. As an example, in some cultures, social needs are placed more fundamentally than any others. Further, Maslow's hierarchy fails to explain the "starving artist" exclusively one motivating need at a time, other than situations where needs conflict. While scientific support fails to reinforce Maslow's hierarchy, his thery is very popular, being the introductory motivation theory for many students and managers, worldwide. To handle a number of the issues of present in the Needs Hierarchy, Clayton Alderfer devised the ERG theory, a consistent needs-based model that aligns more accurately with scientific research. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. The rest of this chapter discusses various typs of needs and how they can be used to motivate and manage employees

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REFFERENCES
The business book of Steven J, Skinner and Jhon M, Ivancevich http://www.yahoo.com http://www.slideshare.com http://www.scribd.com http://www.google.com http://www.css.edu/users/dswenson/web/LEAD/McClelland.html http://www.wvup.edu/jcc/mgmt410/McClelland.pdf http://www.geocities.com/Athens/Forum/1650/htmlmcclelland.html http://www.businessballs.com/mcgregor.htm http://en.wikipedia.org/wiki/Theory_X_and_theory_Y" Papa, M.J., Daniels, T.D., & Spiker, B.K. (2008). Organizational communication: Perspectives and trends. Thousand Oaks, CA: Sage.

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