MOTIVATION

Monirba {Allahabad university}

Supported by – Manish kanojia (MBA III sem}
Milan Gupta
MBA 3rd Semester
 Defining Motivation
Motivation
The processes that account for an
individual’s intensity, direction, and
persistence of effort towards attaining a
goal.

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:towards
towardswhat
whataaperson
persontries
tries
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

6–2
 Hierarchy of Needs Theory (Maslow)

There is a hierarchy of
five needs—
physiological,
safety, social,
esteem, and self-
actualization; as
each need is
substantially satisfied,
the next need
becomes dominant.
6–3
 Maslow’s Hierarchy of Needs
Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.

Lower-Order Needs
Needs that are
satisfied externally;
physiological
and safety needs.

6–4
 Hierarchy of Needs Theory
Physiological: Safety: Social:
Includes hunger, thirst, Includes security and Includes affection,
shelter, sex, and other protection from belongingness,
bodily needs. physical and acceptance, and
emotional harm. friendship.

Esteem:
Includes internal esteem factors such as
self-respect, autonomy, and achievement;
and external esteem factors such as
status, recognition, and attention.
Self-actualization:
The drive to become the best one
is capable of becoming; includes
growth, achieving one’s potential,
and self-fulfillment.
Theory X and Theory Y (Douglas McGregor)

Theory X
Assumes that employees
dislike work, lack ambition,
avoid responsibility, and must
be directed and coerced to
perform.
Theory Y
Assumes that employees
like work, seek
responsibility, are capable of
making decisions, and
exercise self-direction and
self-control when committed
to a goal.
6–6
 Two-Factor Theory (Frederick Herzberg)
Two-Factor (Motivation-Hygiene) Theory
•Intrinsic factors are related to job satisfaction and motivation. These are
motivational factors. Eg. Challenging work, advancement, growth in the job
Recognition, etc
* Extrinsic factors are associated with job dissatisfaction. These are
maintenance factors.

Hygiene Factors
Factors—such as company policy and
administration, supervision, and salary—that,
when inadequate in a job, dissatisfy workers.
When these factors are adequate, people will
not be dissatisfied but not necessarily
motivated either.

6–7
David McClelland’s Theory of Needs
Need for Achievement Need for Affiliation
The drive to excel, to The desire for
achieve in relation to a set friendly and close
of standards, to strive to personal
succeed. relationships.

Need for Power nPow

The need to make others
behave in a way that
they would not have
behaved otherwise.
nAch nAff

6–8
Matching High Achievers and Jobs

6–9
Goal-Setting Theory (Edwin Locke)
.
Specific and difficult Goals with Feedback lead to
Higher Performance

Factors influencing the

goals–performance relationship:
Goal commitment, adequate
self-efficacy, task
characteristics, and national
culture.
Self-Efficacy
The individual’s belief that he
or she is capable of performing
a task. 6–10
 Equity Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.

6–11
Equity Theory (cont’d)

6–12
 Equity Theory (cont’d)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsofofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

6–13
Thank
Thank you
you