ee ee a ee ld. a ADITI MAHA VIDYDLAYA (UNIVERSITY OF DELHD) 4NAME: BEAUTY KUMARI 4.COLLAGE ROLL NUMBER: 2105016 + UNIVERSITY ROLL NUMBER:21002503010 + COURSE: B COM (PROGRAM) SEMESTER: 6th 4SUBJECT: ORGANISATIONAL BEHAVIOUR IE" SSS Ee ee ed) ee reas Pere ers : tu) Merete ro rcp cores so ators eaorcte rer i Ed: DED) DEA) ET) ET 9 EN) DEL) SET) CET) ET) en) oe een ewer) eer oe et cer i r= rarMOTIVATIONWHAT IS MOTIVATION? Motivation is an internal state that propels individuals to engage in goal-directed behavior. It is often understood as a force that explains why people or animals initiate, continue, or terminate a certain behavior at a particular time. It is a complex phenomenon and its precise definition is disputed. It contrasts with a motivation, which is a state of apathy or listlessness. Motivation is studied in fields like psychology, motivation science, and philosophy. Motivational states are characterized by their direction, intensity, and persistence. The direction of a motivational state is shaped by the goal it aims to achieve. Intensity is the strength of the state and affects whether the state is translated into action and how much effort is employed. Persistence refers to how long an individual is willing to engage in an activity. Motivation is often divided into two phases: in the first phase, the individual establishes a goal, while in the second phase, they attempt to reach this goal.CHARACTERISTICS OF MOTIVATION 1.Incentive Motivation is the incentive of employees. It is a personal and natural feeling of the mind of the employees. This feeling arises in the mind of an individual. In fact, an individual is inspired to make his efforts to satisfy the needs of his life. 2. Psychological Concept: Motivation is a psychological concept. It develops the mental and motivation power of an individual and motivates him to do more and better. 3. Increase in Efficiency: Motivation increases the efficiency of an individual. He uses his ability and efficiency to the best possible extent which increase his efficiency. Motivation increases the quantity and quality of production. 4. Increase in Morale: Morale is a group felling. Motivation motivates the employees to work with the co-operation of others. Thus, motivation is helpful in increasing the morale of the employees.Types of motivation Intrinsic and extrinsic The distinction between intrinsic and extrinsic motivation is based on the source or origin of the motivation. Intrinsic motivation comes from within the individual and is driven by internal factors, like enjoyment, curiosity, or a sense of fulfillment. It occurs when people pursue an activity for its own sake. It can be due to affective factors, when the person engages in the behavior because it feels good, or cognitive factors, when they see it as something good or meaningful. An example of intrinsic motivation is a person who plays basketball during lunch break only because they enjoy it. Extrinsic motivation arises from external factors, such as rewards, punishments, or recognition from others. This occurs when people engage in an activity because they are interested in the effects or the outcome of the activity rather than in the activity itself. For instance, if a student does their homework because they are afraid of being punished by their parents then extrinsic motivation is responsible.Conscious and unconscious Conscious motivation involves motives of which the person is aware. It includes the explicit recognition of goals and underlying values. Conscious motivation is associated with the formulation of a goal and a plan to realize it as well as its controlled step-by-step execution. Some theorists emphasize the role of the self in this process as the entity that plans, initiates, regulates, and evaluates behavior. An example of conscious motivation is a person in a clothing store who states that they want to buy a shirt and then goes on to buy one. Unconscious motivation involves motives of which the person is not aware. It can be guided by deep-rooted beliefs, desires, and feelings operating beneath the level of consciousness. Examples include the unacknowledged influences of past experiences, unresolved conflicts, hidden fears, and defense mechanisms. These influences can affect decisions, impact behavior, and shape habits. An example of unconscious motivation is a scientist who believes that their research effort is a pure expression of their altruistic desire to benefit science while their true motive is an unacknowledged need for fame. External circumstances can also impact the motivation underlying unconscious behavior. An example is the effect of priming, in which an earlier stimulus influences the response to a later stimulus without the person's awareness of this influence. Unconscious motivation is a central topic in Sigmund Freud'sTHEORIES OF MOTIVATION Theories of motivation can broadly be divided into two categories: 1. Content Theories, 2.Process Theories. 1. Content theories: The content theory of motivation, also known as need theory mainly focuses on the internal factors that energise and direct human behaviour. In general, such theories regard motivation as the product of internal drives that compel an individual to act or move (hence, “motivate”) toward the satisfaction of individual needs. Needs are deficiencies that energise or trigger behaviours to satisfy those needs. At some point in your life, you might have a strong need for food and shelter. At other times, your social needs may be unfulfilled. Unfulfilled needs create a tension that makes you want to find ways to reduce or satisfy those needs. The stronger your needs, the more motivated you are to satisfy them. Conversely, a satisfied need does not motivate. Some of the major content theories are: o Maslow’s Need Hierarchy Theory o ERG Theory « Herzberg’s Two Factors Theoryegor’s two factor Theory 2.Process theories: Process theories of motivation provide an opportunity to understand the thought processes that influence behavior. It explains how workers select behavioral actions to meet their needs and determines their choices The major process theories of motivation are: ¢ Equity theory o Expectancy theory o Goal-setting theory « Reinforcement theory I. Content Theories1.Theory of Maslow Maslow’'s hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. From the bottom of the hierarchy upwards, the needs are: physiological, safety, love and belonging, esteem and self-actualization. Self-fulfillment needs Psychological needs2.ERG Theory ERG Theory was introduced by Clayton Alderfer as an extension to the famous Maslow's Hierarchy of Needs. In this theory, the existence or physiological needs are at the base. These include the needs for things such as food, drink, shelter, and safety. Next come the Relatedness Needs, the need to feel connected to other individuals or a group. These needs are fulfilled by establishing and maintaining relationships. At the top of the hierarchy are Growth Needs, the needs for personal achievement and self-actualization. If a person is continuously frustrated in trying to satisfy growth needs, relatedness needs will re-emerge. This phenomenon is known as the frustration-regression process. ERG Theory Relatedness Existence3.Herzberg's two-factor theory Frederick Herzberg felt that job satisfaction and dissatisfaction do not exist on the same continuum, but on dual scales. In other words, certain things, which Herzberg called hygiene factors, could cause a person to become unhappy with their job. These things, including pay, job security, and physical work environment, could never bring about job satisfaction. Motivating factors, on the other hand, can increase job satisfaction. Giving employees things such as a sense of recognition, responsibility, or achievement can bring satisfaction about. 4.McGregor's Theory X and Theory Y Douglas McGregor proposed two different motivational theories. Managers tend to believe one or the other and treat their employees accordingly. Theory X states that employees dislike and try to avoid work, so they must be coerced into doing it. Most workers do not want responsibilities, lack ambition, and value job security more than anything else. McGregor personally held that the more optimistic theory, Y, was more valid. This theory holds that employees can view work as natural, are creative, can be self-motivated, and appreciate responsibility. This type of thinking is popular now, with people becoming faa)more aware of the productivity of self-empowered work teams. IL.PROCESS THEORY > ! | i eT ela thearExpectancy Theory Expectancy . instrumentality . Valence 3.GOAL-SETTING THEORY Goal-setting theory is an organizational psychology theory. (It's also sometimes called the goal setting theory of motivation). According to this theory, goals that are clear, specific, and challenging are more motivating than vague goals or easy goals.Manager praises the employee Manager demotes the employee sth CTC roe positi eects TT Aiteeeen at “ip stops nagging the employee Manager ignores the behaviorIn the above pages we have learned a lot more about motivation and its types also some theories on motivation. So, now we are moving towards some practical applications Of motivation strategies by some leading organizations.Google How Does Google Motivate Their Staff? 1. Flexibility: At Google, staff are encouraged to dedicate 20% of their workweek to focus on a project of theit choice. This gives staff the freedom to experimen and work flexibly in areas that interest them, which ean be hugely motivating. Creativity can be explored and more new ideas formed while ing on a project tailored to the employee specialities. A more structured approach to an employee's workload can often lead to a lack of inspiration and a less stimulating workplace. 2. Free Perks: Google aims to put in the same amount of time into keeping employees happy as it does to research into its products. There are several perks available when working at Google that most companies do not offer their employees, including things such as: ree meals Free haircuts Gynt inemberships Wellness programmes ‘Shuitles to and from work ‘New parents get extra time off and extra spending money to help them welcome their new addition to the family Hybrid working schemes Health insurance Google will also reimburse any classes or degree programmes employees take to help them progress in their role! 3. Health and happiness: + Google doesn't stop searching for ways to improve the health and happiness for their employees, including the addition of on-site physicians and nurses, convenient medical services and comprehensive health care caverage to help keep staff healthy and happy. (16)‘The company enjoys making the life of its employees easier and better. Google says it all about removing barriers so that ‘Googlers’ can focus on the things they love both inside and outside of work 4. 150 Feet from Food Rule: When you walk into Google’s offices there is a big emphasis on food. In fact, there is a tule that wherever “Googlers’ go they don’t have to go far to access food ~ less than 150 feet for Google's East Coast HQ! Free food is an excellent way for Google to motivate their staff! Whether it be in one of their micro-kitchens or a larger cafeteria, it is a convenient prospect for all employees Google also encourages their employees to eat healthily, with unhealthy foods hidden behind opaque glasses and jars with nutritional labels to avoid over consumption, 5.A People-first Approach The emphasis on employee satisfaction has been a priority at Google since day one. The main goal of founders Larry Page and Sergey Brin was to make Google a place where the most talented people wanted to work. The idea was and is simple ~ creating a work culture that keeps employees happy will motivate them to do their best and will keep them loyal ta the company. Managers at Google are encouraged to give as much feedback and praise to their employees as possible. This helps to-foster a culture of excellence, empowering team members with the ability to take on their work confidently. This attitude in the workpla drives greatness and success, motivating employees to work hard to achieve personal and company goals.BE Microsoft How Does Microsoft Motivate Their Staff? ‘Linsights for individuals We use the personal insights feature in Microsoft Viva Insights to help our employees individually prioritize wellbeing and improve personal productivity in the flow of work. The statistics and insights that are generated from your data are for your eyes only. They give you recommendations and opportunities throughout your day that you can choose to act. on. For example: The Microsoft Viva Insights Outlook add-in recommends that an employee book dedicated preparation time for upcoming meetings on their calendar. It provides a similar reminder after responding to a meeting invitation, ‘An employee can wrap up tasks during a virtual commute and log off for the day, silencing mobile notifications from Outlook and Teams during their off-work hours. 2.Insights for managers and leaders + Leaders and managers use Microsoft Viva Insights to leverage data in making informed decisions that promote employee wellbeing and business success. With Viva Insights managers and leaders gain a more profound understanding of how work impacts their teams and individuals, enabling them to evaluate their leadership practices and pinpoint opportunities for development. They ean then take corrective measures, like developing shared focus plans ta create positive changes in their teams Whether it's for our managers and leaders, or for our employees, we're very serious about privacy.Privacy by design Microsoft Viva Insights protects our users’ privacy by design. It analyzes data from everyday work in Microsoft 365 and Microsoft Graph to surface objective metrics that descrite how work gets done. Viva Insights uses de-identification, aggregation, and differential privacy to offer a balance between providing useful information and protecting individual privacy. Differential privacy is an open platform for data differential privacy, developed in collaboration between Microsoft and Harvard's Institute for Social Science. Differential privacy uses sophisticated methods for data variation and randomization to ensure that no individual activity or metric is visible to a manager or organization leader. Microsoft Viva insights also adheres to local regulations for data privacy, such as the General Data Protection Regulation (GDPR). Partnering for successful change The journey to increased employee wellbeing and produetivity with Microsoft Viva Insights involves our entire organization and the vision for a better understanding of our organization requires intentional strategies for change management, communication, and adoption. Activating change in a large organization requires the correct stakeholders and partnerships across the organization. Executive sponsors, program managers, communications, 'T specialists, early adopters and others were all critical to the successful deployment and adoption of Viva Insights within Microsoft.