MOTIVATION

Definition

Motivation means a process

of stimulating people to action
to accomplish desired goals

* The driving force within

individuals by which they
attempt to achieve some goal in
order to fulfill some needs or
expectation.
 Motivation is
Complex
Psychological
Physical
Unique to each and every person
Context sensitive
Not fully understood
 Importance of Motivation

Helps in satisfying needs of the Employees

Change the negative attitude to Positive attitude

Reduce labor turnover

Reduce absenteeism

Helps in introducing changes

Improves level of efficiency of employees

Creating friendly and supportive relationship

 Motivation Process
Unsatisfied
needs

Give
rise to Tension

Drives

Search
Behavior

Satisfied
Needs

Reduction
of tension

Determination
of future need
 Basic model of motivation
Needs or Result in Drive force To Achieve
expectations (Behavior or
Action)

Desired Goals
Feedback

fulfillments Which Provides

 Types of motivation
Positive motivation Negative motivation

Monetary motivation Non-Monetary motivation

 Positive motivation
Positive motivation induces people
to do work in the best possible
manner and to improve their
performance.

Positive motivation is the type of

motivation a person feels when he
expects a certain reward.

An example of Positive motivation :

when a Boss tells his subordinate , "if

you achieve the target on the time I
will give you promotion
 Motivators
Intrinsic Motivators
A persons internal desire to do something, due
to such things as interest, challenge, and
personal satisfaction.
Extrinsic Motivators

Motivation that comes from outside the person

and includes such things as pay, bonus, and
other tangible rewards.
 Negative motivation
Negative incentives are those whose purpose is to
correct the mistakes or defaults of employees.

Negative incentive is generally resorted to when

positive incentive does not works and a psychological
set back has to be given to employees.

An example of Negative motivation :

When a Boss tells his subordinate , "if you do not

achieve the target on the time I will give you demotion
 Incentive

Incentives refers to all those measures

which are used to motivate people for
improving their performance.

The need of incentives can be many:-

To increase productivity,
To shape the behavior or outlook of subordinate
towards work,
To inculcate zeal and enthusiasm towards work
 Pay and allowances

Financial Productivity linked wage

incentives
Bonus

incentives Profit sharing

Stock option
Retirement benefits

Career advancement
Non opportunity
Job enrichment

financial Employee recognition program

Job security
Employee participation

incentives Organizational climate

Employee empowerment
 Fear and
Punishment Theory

Traditional Theories Reward Theory

Motivation Theories
Carrot and Stick
Theory

Maslows Hierarchy
needs

Herzberg hygiene
theory

MC. Gregors
theory X and Y
Modern Theories
Z Theory

Vrooms Expectancy
Theory

Three need theory

 Maslows Theory of Motivation

Abraham Maslow is well renowned for

proposing the Hierarchy of Needs
Theory in 1943.
Maslow was of the view that needs
have priority, i.e., needs are satisfied in
an order.
As soon as the lower level needs are
satisfied. Those on the next higher
level emerge.
Thus, he considered an individual's
motivation behavior as a Abraham Maslow
predetermined order of needs.
 Higher-Order Needs
Needs that are satisfied
internally

Lower-Order Needs
Needs that are
satisfied externally
 Limitations and criticism
Maslows hierarchy makes sense but little
evidence supports its strict hierarchy.
Research has challenged the order imposed
by Maslows pyramid. As an example, in some
cultures, social needs are regarded higher
than any others.

Little evidence suggests that people satisfy

exclusively one motivating need at a time.
 McGregor :Theory X and Theory Y
In 1960, Douglas
McGregor formulated
Theory X and Theory Y
suggesting two aspects of
human behavior at work

According to McGregor,
the perception of
managers on the nature of DOUGLAS MCGREGOR
individuals is based on
various assumptions.
Theory X and Theory Y (Douglas McGregor)
 McGregors Assumptions
About People Based on Theory X

An average person:
Dislikes work and attempts to
avoid it.
Has no ambition, wants no
responsibility, and would rather
follow than lead.
Is self-centred and therefore does
not care about organizational
goals.
Resists change.
 Assumptions of Theory y
Work can be as natural as play and
rest.
People will be self-directed to meet
their work objectives if they are
committed to them.
People will be committed to their
objectives if rewards are in place that
addresses higher needs such as self-
fulfillment.
Under these conditions, people will
seek responsibility.
Most people can handle responsibility
because creativity and ingenuity are
common in the population.
 Motivational Theories X & Y

Theory Y - a set of
SA
assumptions of how to
Esteem manage individuals
motivated by higher
Love (Social) order needs
Theory X - a set of
assumptions of how to
Safety & Security
manage individuals
motivated by lower order
Physiological needs
 Herzbergs Two-Factor Theory of
Motivation
In 1959, Frederick
Herzberg, a behavioral
scientist proposed a two-
factor theory or the
motivator-hygiene theory.

According to Herzberg,
there are some job factors
that result in satisfaction
while there are other job
factors that prevent
dissatisfaction.
Two-Factor Theory (Frederick Herzberg)

Higenic factors

Motivators
Hygiene factors Motivating factors

Company Achievement
policy
Supervision Recognition

Relationship Work itself

w/Boss
Work Responsibility
conditions
Salary Advancement

Relationship Growth
with Peers
 Hygiene factors
Hygiene factors are those job factors which are
essential for existence of motivation at workplace.

These do not lead to positive satisfaction for long-

term. But if these factors are absent / if these
factors are nonexistant at workplace, then they
lead to dissatisfaction.

Hygiene factors are also called as dissatisfies or

maintenance factors as they are required to
avoid dissatisfaction. These factors describe the
job environment / scenario.
 Hygiene factors
Company policy and administration
Technical aspects of supervision
Interpersonal aspects of supervision
Interpersonal relations with peers and
subordinates
Working conditions
Salary
Status
Job security
 Motivational factors

The motivational factors yield positive satisfaction. These factors motivate

the employees for a superior performance.
These factors are called satisfiers.
These are factors involved in performing the job. Employees find these
factors intrinsically rewarding.
The motivators symbolized the psychological needs that were perceived as
an additional benefit.
LIMITATION AND CRITICISM
Critics consider Herzberg's two factor theory to
be simplistic - what motivates me may be a
dissatisfier for someone else

Its for individuals, not as a homogeneous group

with one set of wants and needs

Some factors may be within your control, some

may not
David McClellands Theory of Needs

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 McClellands Theory of Needs

David McClelland and his associates proposed McClellands

theory of Needs / Achievement Motivation Theory.

This theory states that human behaviour is affected by three

needs
Need for achievement is the urge to excel, to accomplish in
relation to a set of standards, to struggle to achieve success.

Need for power is the desire to influence other individuals

behaviour as per your wish. In other words, it is the desire to have
control over others and to be influential.

Need for affiliation is a need for open and sociable interpersonal

relationships. In other words, it is a desire for relationship based
on co-operation and mutual understanding.
 Expectancy Theory-Victor Vroom

The strength of a tendency to act in a

certain way depends on the strength of
an expectation that the act will be
followed by a given outcome and on the
attractiveness of that outcome to the
individual.

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 Expectancy Theory Relationships
EffortPerformance Relationship
The probability that exerting a given amount of effort
will lead to performance.

PerformanceReward Relationship
The belief that performing at a particular level will
lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship

The degree to which organizational rewards satisfy
an individuals goals or needs and the attractiveness
of potential rewards for the individual.

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 Alderfers ERG Theory

SA

Esteem
Growth
Internal &
External

Love (Social) Relatedness

Safety & Security

Existence
Physiological
THANK YOU.FOR YOUR MOTIVATION