1. Perception and Motivation
UNIT 3
Perception and Motivation

2. Perception and motivation
What is perception ?
Perception is a physical process that affects an organism’s behavior.
Perception of something is the way that you think about it or the impression you have of it.
A stimulus that is not perceived has no effect on behavior.
People behave on the basis of what is perceived.

3. Perception and Motivation
Elements of perception
Selectivity
Interpretation
Closure

4. Elements of perception
1. Selectivity
Voluminous information received and processed.
Supportive and satisfying information are selected.
Unwanted information are ignored.

5. Elements of perception
2. Interpretation
depends on the past experience and value system of each particular person.
Attitudinal set or propensity to think or act in a certain way help interpretation of different stimuli.
Interpretation is done in supportive way.

6. Elements of perception
3. Closure
It relates to the tendency of an individuals to have a complete picture of any given situation.
Individuals add appropriate input in the information to close the system and make it meaningful and supportive.
A person may perceive more than what information seems to indicate.
Closure and interpretation have a feedback to selectivity and hence affects information processing or selectivity.

7. Factors affecting perception
Quality and quantity of information.
Depth of past experiences
External forces like :
Stress of the situation
Group pressure
Role
Reference groups
Interaction
Organizational position
Reward system etc.

8. Motivation definition
Motivation refers to factors that cause, channel, and sustain an individual’s behaviour.
2. Motivation is a reported urge or tension to move in a general direction or to achieve a certain goal.

9. Motivation definition
Motivation is a force that causes people to behave in certain ways and that is goal directed. It energizes, directs, and sustains human behaviour.
4. Motivation is the process that accounts for an individual’s intensity, direction and persistence of efforts towards attaining a goal.

10. Motivation cycle

11. Basic concepts and theories of motivation
Variables affecting motivation
Individual Characteristics (needs, drive, goals, attitudes, interests, beliefs, values etc)
Job Characteristics (Job design, job performance, autonomy in decision making, feedback etc)
Situation Characteristics (Mutuality of interest, climate of trust, risk taking, openness, leadership, reward system etc)

12. Types of motivation Positive and negative motivation
Monetary and non monetary motivation
Individual and group motivation
Intrinsic and extrinsic motivation
( Intrinsic – self generated factors . It occurs when an individual is compelled to do something out of pleasure, or desire.
Extrinsic – It occurs when external factors compel the individual to do something.)

13. Theories of motivation
Need based theory
Process based theory

14. A. Need based Theories : 1. Maslow’s hierarchy of needs

15. Maslow’s hierarchy of needs
When lower need is satisfied, the next higher one becomes dominant.
Higher-order needs provide greatest motivation.

16. 2. Alderfer’s ERG Theory Three primary categories of human needs
Existence needs – need for material and energy exchange.
2. Relatedness needs – transactions with human environment, process of sharing or mutuality.
3. Growth needs – people make creative or productive efforts for themselves.

17. 3. McClelland’s needs theory
Three most important needs :
Achievement – need for competitive success measured against a personal standard of excellence.
Affiliation – need for warm, friendly relationships with others.
3. Power – need to control and influence others.

18. 4. Herzberg’s two-factor theory
When both factors are favourable employee are motivated to work.
Hygiene factors – Organizational policy, technical supervisions, interpersonal relation, salary, job security, personal life, work condition, status.
2. Motivation factors – Achievement, recognition, advancement, work itself, personal growth, responsibility

19. 5. McGregor’s X & Y Theory:
Theory X assumes that people are lazy and will avoid work whenever possible. Theory Y, on the other hand, assumes that people are creative and enjoy work.
Theory X:
people do not like work, they are lazy.
People try to avoid work and responsibility.
Pressure and control must be exerted to get the work done. They require constant threats of disciplinary action .
Most of the people don’t have problem solving capacity.

20. 5. McGregor’s X & Y Theory:
Theory Y: 
People are creative and enjoy working
People are responsible and responsive and feel comfortable in their working environment.
They have strong desires to participate in the decision making process.
They are creative and always look for opportunity to become personally involved in organizational planning
Ingenuity, creativity, and visionary ideas are present inside all of them.

21. William Ouchi’s - Theory Z :
This is a American and Japanese hybrid management style.
It speaks of an organizational culture in which workers are more participative, and capable of performing many and varied tasks.
It emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers .

22. William Ouchi’s - Theory Z :
Theory Z makes certain assumptions about workers.
workers want to build co-operative and intimate working relationships with those who work for them and for whom they work.
Workers have a high need to be supported by the company

23. William Ouchi’s - Theory Z :
They give high value to their working environment in which things as family, culture, tradition, and social institutions are regarded as equally important as the work itself.
These types of workers have a very well developed sense of order, discipline, moral obligation to work hard, and a sense of cohesion with their fellow workers.

24. Comparison of motivation theories (Maslow’s and Herzberg’s)

25. B. Process based theories 1. Equity theory
People always have perception about how they are being treated as compared with others.
Difference in treatment hurt their feelings and create negativity inside.
People will work better if they are treated equitably

26. EQUITY… Two forms of equity:
Distributive fairness -- people should feel that they are rewarded in accordance with their contribution and in comparison with others.
Procedural fairness — perceptions of employees about fairness of company procedures should be positive.

27. Equity… Equity occurs when : Person’s outcomes = Other’s outcomes
Person’s inputs Other’s inputs
where,
inputs = ability, qualification, time, effort, age, position etc.
Outputs = pay, benefits, promotions, status, growth, etc

28. 2. Expectancy theory Effort-performance relationship
Performance-reward relationship.
Reward (outcome)-personal goal relationship 
People hope and expect that the inputs they give into their job equal the outputs they get from it.

29. 3. Re-inforcement theory
1. Positive re-inforcement
2. Negative re-inforcement
3. Punishment
4. Extinction or stoppage

30. 4. Contingency theory Motivation is situational
Motivate according to the nature of the individual
3. Any theory may be applicable

31. Elements and strategies to enhance motivation
Managers most actively and motivate their subordinate.
Managers should understand their strengths and limitations before attempting to modify those of others.

32. Elements and strategies to enhance motivation
Managers must recognize that employees have different motives and abilities.
Rewards should be related to performance; not to seniority or other non- merit based consideration.