** Special announcement: Sign-up for my free PMP course now > http://bit.ly/freepmpcourse This presentation talks about the 5 motivational theories that project manager must understand in order to understand team better and motivate them to towards achieving project objectives. This is part of PMBOK and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management. For more detailed study notes visit www.PMExamSmartNotes.com. Thank you and good luck!

1. A guide to passing PMP® exam! series..
5 Motivational Theories
Project Manager Must Know!
Based on the PMBOK® book
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3. Motivation is a psychological feature
that makes a living being strive
towards achieving a goal, and controls
its behavior in this respect.
Motivating self and team is a primary
need of a project manager to
successfully manage the project.

4. Even best of the team members need
constant motivation to work towards
achieving project objectives.
There are 5 motivational theories
applicable in general to all, and in specific
to project management. Getting a good
understanding of these give useful insights
to you as a project manager to manage the
team better.

5. 1- Maslow's Hierarchy of Needs
Abraham Maslow proposed a
psychological theory in 1943, which he
subsequently extended to apply to
human developmental psychology, and
published in his book in 1954. It came
to be known as "Maslow's hierarchy of
needs".

6. Maslow's theory is represented as a pyramid
with layers of needs - basic needs at the bottom,
and the subsequent layers above representing
'evolved' needs that motivate an individual.
Bottom four levels of the pyramid are termed as
'deficiency needs' - which means that their
absence will make an individual tense and
stressed.
The top layer goes beyond the needs of these
four layers, and is driven by the constant need to
become a better individual.

7. Tesy: Wi
Image courtesy: Wikipedia

8. Maslow’s Layer 1: Psychological
Needs such as food, water and sleep
form core and basic needs of human
beings. Only after these needs are
fulfilled do man's actions get
motivated by higher needs.

9. Maslow’s Layer 2: Safety
These are security of body,
employment, health and family -
which are a level higher than man's
psychological needs.

10. Maslow’s Layer 3: Love and belonging
This represents interpersonal needs of
a man - love and belongingness with
fellow human beings. Friendship,
family, intimacy maintain man's
emotional stability.

11. Maslow’s Layer 4: Esteem
Humans have the innate need to feel respected,
valued and wanted. The activities a man gets
involved with (such as a profession, hobbies)
give him a sense of contribution. Maslow
identified 'lower' and 'higher' needs - lower
needs are expectation of respect from others,
and higher needs include respect for self.
People with imbalance in these needs suffer
from inferiority complex.

12. Maslow’s Layer 5: Self-actualization
This need stems from the adage "what a man
can be, he must be". This refers to the
realization of one's potential. This is a perceived
need, in the sense that man needs to strive to
achieve whatever he considers to be the ideal
state of being. And this ideal state may differ
between individuals. For one this may be
becoming a selfless altruist, and for someone
else this could be being a top notch athlete.

14. 2: McGregor's Theory X and Theory Y
Douglas McGregor developed this theory
in the 1960s. He was a management
professor at MIT Sloan School of
Management and also taught at the Indian
Institute of Management Calcutta. Theory
X and Theory Y refers to the perception
manager has of his employees.

15. Theory X
Theory X states that a manager sees his
employees as fundamentally lazy, and
that they always are on the lookout to
escape work. This belief makes managers
to micromanage their employees, and
results in mistrust and restrictive
supervision. Theory X manager tends to
blame others for everything.

16. Theory Y
Theory Y type of manager believes that every
employee is self-motivated and can be trusted.
And that they can think for themselves, accept
responsibility, and, given right environment they
can perform well. This type of thinking builds
positive work environment. There will be open
communication, lesser hierarchy and
collaborative decision making in such an
environment.

18. 3: Herzberg's Motivation-Hygiene Theory
Frederick Herzberg proposed
Motivation-Hygiene theory in 1968,
which states that content of a
person's job is the primary source of
motivation. This opposes the popular
belief that money alone is the primary
motivation for people to work.

19. Herzberg's Motivation-Hygiene Theory
'hygiene factors' such as pay, job security,
working conditions, fringe benefits, job-policies
will only reduce dissatisfaction, and by
themselves do not motivate people. Other
factors such as levels of challenge, work,
recognition, advancement, autonomy and
opportunity for creativity are termed as
'motivational factors' that make people want to
work.

21. 4: McClelland's Need Theory
David McClelland was American psychological
theorist, proposed that people are motivated by
achievements, affiliation and power.
• People who are motivated by achievements
prefer to master a job or situation, prefer to work
on task that are moderately difficult, and prefer
work where success is based on effort (and not
factor of luck), and that they would like to get
feedback on their work.

22. McClelland's Need Theory
• People who are motivated by affiliation prefer to work
with people in power and love to establish relationship
with them, be part of such elite group where their
work is accepted and respected.
• People who are motivated by power prefer to work in
positions of power (military, police and heads of
departments) and they intrinsically want to influence,
teach and encourage people. They place high value on
discipline. They have zero-sum goals where for one to
win, someone else has to lose.

24. 5: Expectancy Theory
This was proposed by Victor Vroom of Yale School of
Management in 1964. This is based on the assumption
that people choose a specific behavior based on their
expectation of the intended result. He introduced three
variables -
• Expectancy (E) : Expectation leads to desired
Performance
• Instrumentality (I) : Performance leads to favorable
Outcome (rewards such as promotion, salary increase)
• Valence (V) : This is the importance one places on
rewards, based on their needs, goals and sources of
motivation

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