INTRODUCTION:

Motivation is one of the most frequently used words in psychology. It refers to the factors which move or activate the organism. We infer the presence of motivation when we see that people work toward certain goals. For example, we might observe that a student works hard at almost every task that comes to him/her; from this we infer that the person has motive to achieve. All human behaviour appears to arise in response to some form of internal (physiological) or external (environmental) stimulation. The behaviours, however, are not random. They often involve some purpose or goal. It is often held that behaviours take place as a result of the arousal of certain motives. Thus motivation can be defined as the process of activating, maintaining and directing behaviour towards a particular goal. The process is usually terminated once the desired goal is attained by the person. The process of initiating action is technically called motivation. Directing behaviour towards certain goal is the essence of motivation. Motivation is not always directly observable. It is inferred and used to explain behaviour. When we ask What motivates a person to do a particular task? We usually mean why does she behave as she does. In other words, motivation, as popularly used, refers to the cause of behaviour.

DEFINITION:
Motivation is the set of processes that arouse, direct , and maintain human behavior towards attaining some goal . - BARON and

GREENBERG.

KEY CONCEPTS OF MOTIVATION:

(a) Needs and Motives:
A need is a condition of lack or deficit of something required by the organism.In order to maintain homeostasis or balance the organism finds it necessary to satisfy the needs. The needs are of different types. The need for food or water is a physiological need, which arises out of lack or deficit of food or water in the organism. The needs for excretion and urination are also physiological needs. They are due to the organisms necessity to eliminate waste matter from the body. The need for contact with other persons is a social need. The other social needs include need for prestige, status, affection, self-esteem, and so on. A person becomes more aware of his needs when they are not fulfilled. In other words, when you are hungry, you need food, and, when you are thirsty you need water. The needs may be broadly categorised as, primary or physiological needs and secondary or social needs. Needs for food, water, sex, sleep and rest, and elimination are primary needs. Needs for achievement, affiliation, power are examples of social needs. The term motive refers to goal directed behaviour and energising conditions within the organism that drive behaviour. It is generally used to refer to certain conditions which, besides arousing, predispose a person to respond, or behave in a way appropriate to that motive. Motives direct the activity of the individual towards persons goals.

(b) Goals:
Thinking about the goal motivates a person to organize his or her action. If hunger is a need, eating food is a goal. Thus goal is related to the need state. However, in certain cases, behaviour is also guided by intrinsic goals. It means behaviour does not always need external goal. It may be satisfying and enjoyable in itself. Some people may like to sing, dance or play just for the sake of singing, dancing or playing. They like such activities. Thus goals can be intrinsic or extrinsic.

(C)Incentives:

Incentives refers to the goal objects which satisfy the needs. Incentives vary in quality and quantity which make them less or more satisfying and attractive. Thus one can put in greater amount of effort to attain a more attractive incentive. As a matter of fact many incentives assume considerable significance in the lives of people and they do every thing possible to attain those incentives.

(d) Instincts:
Instinct is an old concept in the field of motivation. It is defined as an innate biological force that predisposes the organism to act in a certain way. At one time all behaviours were supposed to be results of certain instincts. Some of the instincts identified by early psychologists are fight, repulsion, curiosity, self abasement, acquisition etc. It was thought that instincts were inherited and compelling sources of conduct, but can be modified by learning and experience. This term is no more used in relation to human behaviour. Animal behaviour is sometimes explained using this term. In current usage 'instinct' is reserved for innate response tendencies found among animals.

THEORIES OF MOTIVATION:
1] Need Heirarchy Theory 2] Theory X and Y 3] ERG Theory 4] Two-factor theory 5]Equity theory 6] Expectancy theory 7] Behavior modification theory 8] goal setting theory

1] Need Heirarchy Theory: Abraham Maslow's Hierarchy of Needs motivational model

Abraham Maslow developed the Hierarchy of Needs model in 1943 USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization) are today more relevant than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward A Psychology Of Being, a significant and relevant commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology Abraham Maslow, who was a humanistic psychologist, argued that needs are arranged in a ladder-like steps. He proposed a rising order of needs from the levelof physiological to self transcendence. The order of needs starts from basic survival or lower order needs to higher order needs. As one level of need is satisfied another higher order need will emerge and assume importance in life. Maslow's hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and most fundamental levels of needs at the bottom, and the need for self-actualization at the top. If motivation is driven by the existence of unsatisfied needs, then it is worth while for a manager to understand which needs are the more important for individual employees.

The hierarchy is shown in Fig. below

1] Physiological needs:
The most potent and lowest level of all the needs are physiological needs. Physiological needs are those required to sustain life such as : . air . water . nourishment . sleep According to maslows theory, if such needs are not satisfied then ones motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the need basic to ones bodily functioning.

2] Safety needs :
When the physiological needs are satisfied safety needs become the dominant force in life. Safety needs are mainly concerned with maintaining order and security, to feel secure, safe and out of danger.

3] Love and Belongingness needs:

These are the needs of making intimate relationship with other members of the society. People want to become an accepted member of an organised group, need a familiar environment such as family. These needs are dependent on the fulfilment and satisfaction of physiological and safety needs.

4] The Esteem needs:

Esteem needs are divided into the following two categories: (a) Needs related to respect from others like reputation, status, social success and fame. The need of self evaluation occurs in those persons who are comfortably situated and satisfied with the fulfilment of lower order needs. For example, a competent professional who has established a high reputation and does not have to worry about getting a job, may become quite choosy about what type of work he/she would accept. (b) Self esteem, self respect and self regard. The other type of esteem needs include need to achieve, to be competent, to gain approval and to get recognition. The need to feel superior to others also falls

under this category. For fulfilling this, a person may buy good quality and costly clothes.

5] Self actualisation:

Self actualisation refers to the desire to utilise ones personal capacities, to develop ones potfor which one is well suited. One should realize and be satisfied that he or she has achieved what one is capable of. Self actualization is possible only when the needs of a person are met to the degree that they neither distract nor consume all available energy. When the person succeeds in satisfying his/her lower order needs, only then he can act upon his/her higher order needs.entialities to the fullest and to engage in activities

Salient features of Maslows theory:

1.Human needs form a particular hierarchy or priority structure in order of importance. 2. Lower-live needs must be at least partially satisfied before higher-level need emergy. In other words, a higher-level need does not become an active motivating force until the preceding lower-order needs are satisfied. All needs are not felt at the same time. 3. As soon as one need is satisfied, the individual discovers another need which is still unfulfilled 4. All people to a greater or lesser extent; have the identified needs.

Limitation of Maslows theory:

1. It is difficulty for an organization to provide every employee with an employee with an opportunity for self actualization. 2. Human needs never reach the point of complete satisfaction because man is an insatiable animal.

2] Theory X and Theory Y :

Theory X and Theory Y, created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s, pertain to employee motivation and have been used in human resource management, organizational behavior analysis, and organizational development. They describe two very different attitudes towards workforce motivation. McGregor felt that companies followed either one of these approaches.

Description of theory X :
In this theory management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of control put in place. A hierarchical structure is needed, with narrow span of control at each level, for effective management. According to this theory employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. The managers influenced by Theory X believe that everything must end in blaming someone. They think most employees are only out for themselves and their sole interest in the job is to earn money. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures.

Description of theory Y;
Management influenced by this theory assumes that employees are ambitious, self-motivated, anxious to accept greater responsibility and exercise self-control, self-direction, autonomy and empowerment. Management believes that employees enjoy their work. They also believe that, given a chance, employees have the desire to be creative at their work place and become forward looking. There is a chance for greater productivity by giving employees the freedom to perform to the best of their abilities, without being bogged down by rules. A Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. They believe that the satisfaction of doing a good job is a strong motivation in itself. A Theory Y manager will try to remove the barriers that prevent workers from fully actualizing themselves .

Many people interpret Theory Y as a positive set of assumptions about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that create enthusiasm. Though these theories are very basic in nature, they provide a platform for future generations of management theorists and practitioners to understand the changing dynamics of human behavior. A mix of practices which ensure a healthy blend of systems and the freedom to perform at the work place is likely to motivate the employees more. This mix of practices calls for induction of technology into HR. How we can practice Talent Management in all types of organizations will indicate how well we have understood & deployed these theories X and Y in our real time environment.

Case Study on American Express Motivating its Employees:

How do they motivate their employees ?
1] Employees are happy and motivated right after bonuses are given out, so we try to motivate them by giving bonuses as frequent as possible 2] [s]etting a personal development goal [for employees] is motivational as it demonstrates the organization is interested in the individual and their longterm career. 3] leaders celebrates success and recognize the contributions of individual team members who have achieved results. 4] American Express also motivates the Employee by celebrating their first day of work and also celebrating their Birthdays. 5] It also takes the Employees to picnics to get relieve from their daily work schedule.

CONCLUSION:
Motivation is nothing but an effort by the managers to help people focus their minds and capabilities on doing their work as effectively and efficiently as possible. Trust is another key to motivate people to perform at their best. Effective interpersonal communication also helps to develop an environment that motivates employees. If the employees are aware what the expectations of the managers are they can perform their jobs more effectively. A truly motivating environment is one where employees feel that their opinions are valued . In today's complex business climate employees not only want appreciation for their work but also want to be recognized as people and not just workers. In companies today are adopting a variety of programmers to achieve goals together with their employee's satisfaction. These employee incentive programmers are not just limited to sales people but involve all employees to help meet corporate objectives.

BIBLIOGRAPHY
HRM(TY.BBI) V.PRABHU

WEBLIOGRAPHY
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