Mayurbhanj School of Engineering

Semester :- 5^th

Subject – EM & ST

Branch - Mechanical

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Presentaion on :- Leadership and Management

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By :- Er. Satya Swarup Das

What is motivation?

• Motivation - the process by which a person’s efforts are energised, directed, and sustained toward attaining a goal.

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• Motivation, or, to put it another way – why people do what they do – is behind most of our actions. We all do things for a reason; however, that reason is not always clear.

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3 elements of motivation

• Intensity – how hard a person tries

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• Direction – effort that is channeled toward, and consistent with, organisational goals

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• Persistence – how long a person can maintain effort

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Maslow’s hierarchy of needs

Maslow’s theory is that people are motivated by needs. Once people have what they need, their needs change and develop.

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In the next diagram, you can see that these start at the bottom with basic physiological needs such as food and water. They then progress and change until self-actualisation is achieved.

Maslow’s hierarchy of needs - diagram

What does it mean?

Maslow’s hierarchy looks at a person’s whole life, not just their work life.

However, work can fulfil some of a person’s needs to help them be more fulfilled and therefore more motivated.

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The next diagram offers suggestions of how to interpret Maslow’s needs in a workplace context.

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What does this mean?

Activity – individual reflection

• What motivates you?
• What makes you get out of bed in the morning?
• What makes you attend lectures?
• What makes you want to do well?

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Select a theory and analyse your own motivations.

Contemporary Theories of Motivation

• Goal-Setting Theory
• Reinforcement Theory
• Equity Theory
• Expectancy Theory
• Self-Determination Theory
• Management by Objectives (MBO)
• Self-Efficacy Theory
• Social Cognitive Theory or Social Learning Theory

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Goal setting theory

That specific and difficult goals, with self-generated feedback, lead to higher performance

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Difficult Goals:

• Focus and direct attention
• Energize the person to work harder
• Difficulty increases persistence
• Force people to be more effective and efficient

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Relationship between goals and performance depends on:

• Goal commitment (the more public the better!)
• Task characteristics (simple, well-learned)
• Culture (best match is in North America)

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Goal setting theory

Expectancy model

Job characteristics model

Guidelines for job re-design

Integrating modern theories of motivation

Motivating a diverse workforce

• Motivating a diverse workforce through flexibility:
• Men desire more autonomy than do women.
• Women desire learning opportunities, flexible work schedules, and good interpersonal relations
• Gen Y and older workers have different needs

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Motivating a diverse workforce (2)

Compressed workweek

• Longer daily hours, but fewer days

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Flexible work hours (flextime)

• Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present

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Job Sharing

• Two or more people split a full-time job

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Telecommuting

• Employees work from home using computer links

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Motivating unique groups of workers

Motivating Professionals

• Characteristics of professionals
• Strong and long-term commitment to their field of expertise
• Loyalty is to their profession, not to the employer
• Have the need to regularly update their knowledge
• Don’t define their workweek as 8:00 am to 5:00 pm.

Motivating unique groups of workers

Motivating Contingent Workers

• Opportunity to become a permanent employee
• Opportunity for training
• Equity in compensation and benefits

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Motivating Low-Skilled, Minimum-Wage Employees

• Employee recognition programs
• Provision of sincere praise

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