MOTIVATION

 Institution: Vidya Vikas.

 Faculty: Mr. Sharma.
 By Ashok Singh Rana.

"The photographs, videos and press clippings really do

motivate me - no matter how frustrating some days may
be!“- Quote.
 MOTIVATION-DEFINED.
Motivation is the set of reasons that determines one
to engage in a particular behavior. The term is
generally used for human motivation but,
theoretically, it can be used to describe the causes
for animal behavior as well. This article refers to
human motivation. According to various theories,
motivation may be rooted in the basic need to
minimize physical pain and maximize pleasure, or it
may include specific needs such as eating and resting,
or a desired object, hobby, goal, state of being, ideal,
or it may be attributed to less-apparent reasons such
as altruism, morality, or avoiding mortality.
MOTIVATION
.
 MOTIVATIONAL CONCEPTS.
 A reward, tangible or intangible, is presented after the occurrence of
an action (i.e. behavior) with the intent to cause the behavior to occur
again. This is done by associating positive meaning to the behavior.
Studies show that if the person receives the reward immediately, the
effect would be greater, and decreases as duration lengthens.
Repetitive action-reward combination can cause the action to become
habit. Motivation comes from two things: you, and other people. There is
extrinsic motivation, which comes from others, and intrinsic motivation,
which comes from within you.
 Rewards can also be organized as extrinsic or intrinsic. Extrinsic
rewards are external to the person; for example, praise or money.
Intrinsic rewards are internal to the person; for example, satisfaction
or a feeling of accomplishment.
 Some authors distinguish between two forms of intrinsic motivation: one
based on enjoyment, the other on obligation. In this context, obligation
refers to motivation based on what an individual thinks ought to be
done. For instance, a feeling of responsibility for a mission may lead to
helping others beyond what is easily observable, rewarded, or fun.
 A reinforcer is different from reward, in that reinforcement is
intended to create a measured increase in the rate of a desirable
behavior following the addition of something to the environment.
 INTRINSIC & EXTRINSIC
MOTIVATION.
 Intrinsic motivation occurs when people engage in an activity, such as a hobby, without
obvious external incentives. 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. People are likely to be intrinsically motivated if they:
 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.
 In knowledge-sharing communities and organizations, people often cite altruistic
reasons for their participation, including contributing to a common good, a moral
obligation to the group, mentorship or 'giving back'. In work environments, money may
provide a more powerful extrinsic factor than the intrinsic motivation provided by an
enjoyable workplace.
 In terms of sports, intrinsic motivation is the motivation that comes from inside the
performer. That is, the athlete competes for the love of the sport.
 Extrinsic motivation comes from outside of the performer. Money is the most obvious
example, but coercion and threat of punishment are also common extrinsic motivations.
 In sports, the crowd may cheer the performer on, and this motivates him or her to do
well. Trophies are also extrinsic incentives. Competition is often extrinsic because it
encourages the performer to win and beat others, not to enjoy the intrinsic rewards of
the activity.
 Social psychological research has indicated that extrinsic rewards can lead to
overjustification and a subsequent reduction in intrinsic motivation.
 MOTIVATIONAL THEORIES.
 Drive theory
 There are a number of drive theories. The Drive Reduction Theory grows
out of the concept that we have certain biological needs, such as hunger. As
time passes the strength of the drive increases as it is not satisfied. Then
as we satisfy that drive by fulfilling its desire, such as eating, the drive's
strength is reduced. It is based on the theories of Freud and the idea of
feedback control systems, such as a thermostat.
 There are several problems, however, that leave the validity of the Drive
Reduction Theory open for debate. The first problem is that it does not
explain how Secondary Reinforcers reduce drive. For example, money does
not satisfy any biological or psychological need but reduces drive on a
regular basis through a pay check second-order conditioning. Secondly, if
the drive reduction theory held true we would not be able to explain how a
hungry human being can prepare a meal without eating the food before they
finished cooking it.
 However, when comparing this to a real life situation such as preparing food,
one does get hungrier as the food is being made (drive increases), and after
the food has been consumed the drive decreases. The only reason the food
does not get eaten before is the human element of restraint and has nothing
to do with drive theory. Also, the food will either be nicer after it is cooked,
or it won't be edible at all before it is cooked.
 THREE ELEMENTS OF
MOTIVATION.

 Motivation starts with the desire to be free, to be free from dependency on

others, freedom to live the lifestyle we dream of, freedom to explore our
ideas. Total freedom is not possible or desirable, but the struggle to achieve
that ideal is the basis for motivation.

 Motivation is built on three basic elements:

1. Motivation starts with a need, vision, dream or desire to achieve the
seemingly impossible. Creativity is associated with ideas, projects and goals,
which can be considered a path to freedom.
2. Develop a love-to-learn, become involved with risky ventures and continually
seek new opportunities. Success is based on learning what works and does
not work.  
3. Developing the ability to overcome barriers and to bounce back from
discouragement or failure. Achievers learn to tolerate the agony of failure.
In any worthwhile endeavor, barriers and failure will be there. Bouncing back
requires creative thinking as it is a learning process. In addition, bouncing
back requires starting again at square one.
 MASLOW’S METHOD:
EMPLOYEE MOTIVATION.
 A manager’s ability to motivate starts earlier than most people think with employee selection. The
hiring of employees that are self-motivated is crucial to the success of any business. If an employee is
motivated from within, then the “motivator” aspect of a manager’s job is less difficult. As with many
ideas, this “easier said than done. With the legal restraints today in regard to discrimination,
managers often give up trying to make “good” hiring decisions for fear of discriminating illegally.
Therefore, most managers have become solely reliant on intuition during the hiring process. The
trick seems to be to try to hire those that are motivated to do what is best for the organization
without discriminating against those who may be motivated, but not to work, and those that have
the skills necessary for a position but lack the motivation all together. Its is this challenge that will
puzzle today’s managers and those of tomorrow.
 Maslow developed a “hierarchy of needs” or an order of needs that need to be
fulfilled in each person. If a manager embraces Maslow’s hierarchy, he/she will
motivate employees, keeping the order of needs in mind. The hierarchy of needs
is shown below:
1. Self actualization – need to grow and use abilities to the fullest; highest need.
2. Esteem – need for respect, prestige, and recognition from others as well as self
esteem and personal sense of competence.
3. Social – need for love, affection, and belongingness in one’s relationships with
others.
4. Safety – need for security, protection, and stability in the personal events of
everyday life.
5. Physiological – most basic of human needs; need for food, water, and sustenance.
Using this theory, managers can use the hierarchy to motivate people by
satisfying the most important needs.
HOW TO WIN THE
RACE OF LIFE.
1. Set a major goal, but follow a path. The path has mini goals that go in many
directions. When you learn to succeed at mini goals, you will be motivated to
challenge grand goals.
2. Finish what you start. A half finished project is of no use to anyone.
Quitting is a habit. Develop the habit of finishing self-motivated projects.
3. Socialize with others of similar interest. Mutual support is motivating. We
will develop the attitudes of our five best friends. If they are losers, we will
be a loser. If they are winners, we will be a winner. To be a cowboy we must
associate with cowboys.
4. Learn how to learn. Dependency on others for knowledge supports the habit
of procrastination. In fact, when we learn the art of self-education we will
find, if not create, opportunity to find success beyond our wildest dreams.
5. Harmonize natural talent with interest that motivates. Natural talent
creates motivation, motivation creates persistence and persistence gets the
job done.
6. Increase knowledge of subjects that inspires. The more we know about a
subject, the more we want to learn about it.
7. Take risk. Failure and bouncing back are elements of motivation. Failure is a
learning tool. No one has ever succeeded at anything worthwhile without a
string of failures.
EMPLOYER’S ROLE IN
ENCOURAGEMENT.
 Employee Incentive Programs -
Hard Work Has Its Rewards.
 Improve Performance with Employee Surveys-
 Gain Critical Employee Feedback with Powerful and Easy to Use EPM Survey Software from Inquisite.
 Hire smart-
The best place to start, of course, is with good hiring practices.
 One size does not fit all-
The second key to remember is that employees are individuals and therefore not all motivated by the same
things.
 Share the vision-
Another way to motivate agency employees is to share the agency's plans.
 General Ration's rule-
Gen. George S. Patton summed up the next rule best when he said, "Never tell people how to do things. Tell
them what to do and they will surprise you with their ingenuity."
 Rewards and risks-
Consider the risk/reward factor and carefully match the reward to the achievement (or risk).
 Minimum standards-
The risk/reward factor presumes that monetary rewards motivate all employees, but that is not true. I
recommend that all agencies establish minimum performance standards for all positions.
 Peer pressure-
Peer pressure in the right environment can be the best motivator.
 SIDEBAR-
Remember that employees are individuals and therefore not all motivated by the same things.
 OVERCOMING
FAILURE.
 Failure Can Be Positive or Negative
 Failure is a learning tool. Thomas Edison failed a thousand times before he invented the light
bulb. Failure is trying to do things others have not considered. It is a temporary byproduct of
creativity. It is challenging the learning process. It is experiential education at work. The
real winners in life tolerate failure and the agony it produces. Success is achieved by those
who are willing to take risk and lose.
 Many people choose to engage in occupations and activities that are safe and conventional.
They do not deliver satisfaction, fulfillment or joy in living. Their real failure is failing to
move in the directions of their dreams.
 If everything you do works, you are not trying hard enough.
 Failure is a learning tool. Our first reaction to failure is to blame anyone/anything but
ourselves. If we perceive others are to blame, then there is nothing we can do to correct the
problem. We cannot change people’s personalities, neither can they change ours. If we assume
responsibility, then we can analyze what went wrong and take corrective action. This is the
art of bouncing back from failure.
 Failure is discouraging, it drains energy and resources, but it forces us to do things right.
Failure separates those who think they want success from those who are determined to win.
Failure narrows the playing field. The first people out are those that blame others, next out
are those who lost interest. The weak go first. The strong learn to hang in there and keep
bouncing back until they win.
 Sometimes failure is telling us we are going in the wrong direction. Here’s the dilemma. If we
give up, is it because we were going in the wrong direction or because we gave up? The only
way to tell is to abandon the project or put it to rest for a time. Very often, this is forced on
us because we are out of money or resources. When the mind is free of pressures, realistic
planning emerges. This lull was not wasted, it had great benefit, it is the art of redirection.
When you try again, chances are you will get it right. New outlook’s is the result of bouncing
back from failure.
TAKE RISK.
 For some reason, man has a natural desire to fail. This desire is difficult to
identify because it is fulfilled in subtle ways. For example: People will max-out
credit cards on trivia, creating debts that makes it impossible to fulfill their
deepest dreams. They gamble when they know the odds are against them.

 A habit of success requires the ability to recognize elements that destroy. The
man that makes $30,000 fears risk. The man who makes $1,000,000 accepts risk.
In the early stages, everyone in subtle ways fears risk and failure. Fears,
whatever they are, must be faced up too and dealt with. Fantasizing can help
accomplish this by creating a burning desire that is more powerful than fear.

 Leaders, who demand control over others, are teaching them to fail and
ultimately themselves. It is easy to control people who accept the belief that
they are failures. In this situation, the motivation tool is reward and punishment.
The intent may be to motivate people to cooperate, but very often the results
remind people they are failures and many accept this as fact. Disciplinary action
means internal motivation has not worked and external motivation is reverted to.
In business, the long-term results could be deadly. Self-fulfilling prophecy takes
over.
MOTIVATING YOURSELF BY
MOTIVATING THE WORLD.
 Never this word was so important in organization as it is on this XXI century. Motivation
drives to ideas, drives to communication and drives to “getting things done”. I’ve seen many
places ad many teams that it made a difference. It is better to have a motivated person that
knows only half of a really non motivated one. While the motivation of this person will take
her to do the extra mile, the non motivated will do less and try to drag others with them.
 As a peer, team lead or manager it is important that you stick together. Be the point person,
try to address the issues and motivate others (and get motivated by them).
 This attitude will bring your team close together and your ability to motivate others is often
recognized as a great virtue.

 Complicated things usually fail in complicated ways. Start from the obvious although… the
saying usually prevails.
 If it is complicated… explain it in a very simple way like if your audience is 5 years old but in
a rush.
 Don’t be afraid of small projects and share small ideas. They sometimes are small but they
can mean something and become great ideas!
 Please… when you have a simple project to implement do not make it hard to understand just
to ‘look good’. People buy it once but it wont look good a second time.
 Ideas…ideas…ideas… They are the future of this business and don’t be afraid of your
creativity. Phrase it well and go for it!
 EMPLOYEE
RETENTION.
 To maintain a stable workforce, employers must actively engage
their employees in different retention activities. These can
range from customized compensation packages to the age-old
family picnic. Whatever the case, people need to feel wanted,
valued and appreciated. They want to do meaningful work and
have some say in how their jobs are designed, managed and
measured. And when these psychological needs are met, research
shows that they'll be more apt to stick around. It's up to you to
motivate them.
 Employee retention strategies, in some shape or form, have been
a topic of interest for about as long as business itself, but
studying the psychological nuances of the issue began gaining
prominence in the early part of the 20 century as theorists
began linking motivation to meeting needs. Since dien, as
competition in the business world has intensified, motivation and
employee retention have been under the microscope ever since to
get a leg up on enhancing workforce support for key corporate
initiatives.
CONCLUSION??
 Motivation management is a modern, practical approach that will be
useful to management trainers and trainees. Also, it will be a good guide
in solving motivation problems within an organization. In reality, it does
not add significantly to the theories of Pavlov, Maslow, McClelland,
Herzberg, and Vroom. It seems to borrow a little from each of their
works on motivation.

 Motivation is a continuous challenge among managers today. The

problems and solutions to motivation problems can be complex to say the
least. Tools and ideas are available to managers and leaders to help with
motivation. Studying the timeless theories of Herzberg, McClelland,
Vroom, Pavlov, and Maslow can provide ideas and solutions to motivation
problems. Motivation management and the individual motivation profile
are also useful tools in discovering how to motivate certain individuals.
Improving motivation starts with employee selection and high
organizational expectations. Managers that utilize these tools and ideas
can be successful motivators.