Lecture Art of Leadership and Motivation - Lecture 23

Art of Leadership & Motivation
HRM – 760
Lecture ­ 23

FACILITATOR
Prof. Dr. Mohammad Majid Mahmood


   Driving Employee
Motivation

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What will you need to do to achieve your 5­
10 year`s vision?
 What’s a must? 
 What’s useful? 
 What’s good, but not vital

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 It refers to the set of forces that cause 

people to behave in certain ways
 It is the inner feeling which energizes a 
person to work more
 The emotions or desires of a person 
prompt him for doing a particular work

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◦Individual forces that account for the direction,  
level, and persistence of a person’s effort 
expended at work.
 Direction ­ an individual’s choice when 
presented with a number of possible alternatives.
 Level ­ the amount of effort a person puts forth.
 Persistence ­ the length of time a person sticks 
with a given action.
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WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition

• Recognize  achievements  through 
programs 
that 
showcase 
performers.

• Feedback
• Learning and 
growth

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WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and 
growth

• Have  volunteer  programs  and 
other  programs  that  enable 
employees  to  showcase  their 
responsibility  towards  each  other 
and the society at large.

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WHAT MOTIVATES PEOPLE

• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and 
growth

• Recognize winners through awards 
like  Service  Quality  Awards,  Best 

Operations  Awards,  Best  Trainer 
Awards, etc.

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WHAT MOTIVATES PEOPLE

• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and 
growth

• Follow  a  system  of  feedback  and 
performance  appraisal  i.e  the  360o 
system in which both the boss and 
subordinate participate.

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WHAT MOTIVATES PEOPLE
• Achievement
• Responsibility
• Recognition
• Feedback
• Learning and 
growth

• Give  a  lot  of  importance  to 
training and development and have 
various training academies to cater 
to various sections of employees.
• Analyze  training  needs  to 
recognize  competency  gaps  and 
impart 
knowledge 
through 
customized training programs.
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 The Equity Theory was first discussed in
early 1960's by J. S. Adams.
 It was a practical explanation for why
employees perform the way they do.
 An employee compares his/her job’s inputsoutput ratio with that of relevant others and
then corrects any inequity.
 Employees are motivated when their
perceived inputs equal outputs
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Herzberg conducted a motivational study on 200 
accountants and engineers
 There are certain factors that tend to be 
consistently related to job satisfaction 
(Motivational factor) & on the other hand there are 

certain factors which are consistently related to 
job dissatisfaction (Hygiene factor).


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He developed 2 theories : Theory X & Y
 Theory X workers could be described as:
   ­ Individuals who dislike work and avoid it.
   ­ Individuals who lack ambition, dislike responsibility
   ­ Individual who desire security
 Theory Y could be described as:
   ­ Consider effort at work as just like rest or play
   ­ They don’t dislike work. 
   ­ Individuals who seek responsibility


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Maslow’s Needs Theory
Self­
Actualization

Esteem
Social
Safety
Physiological
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Mclelland’s Motivational Needs Theory

ACHIEVEMENT AFFILIATION

POWER

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Specific  Difficult 
Goals
Goals
Increase Performance
Higher Performance
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Pakis tan`s  Wo me n Cric ke t Te am 
S uc c e s s

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Increases
Increases
Effort
Effort
Improves
Improves
Focus
Focus

Drives
Drives
Creativity
Creativity

Aids

Aids
Retention
Retention

Because it… 
Enhances
Enhances
Persistence
Persistence

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