motivation

1. 1
Dr. Prachi Agarwal
Associate Professor
ORGANIZATIONAL BEHAVIOUR- I

2. Unit V:Employee Motivation
2
 Nature of Motivation, Classification of Motives,
 Motivation Process, Theories of Motivation
 Early Theories: Hierarchy of needs, Two-Factor Theory,
McClelland’s Theory of Needs,
 Contemporary Theories: Goal Setting Theories, Self-Efficacy
Theory, Reinforcement Theory, Equity Theory, Expectancy Theory
and Application of Motivation Theories

3. Motivation - Meaning
 Motivation is derived from the word
’motive’ which means needs, desires,
wants or the drives within the individuals.
 It is the process of stimulating people to
actions to accomplish the goals.
 Motivation is WHY we do something and
not do others.

4. Motivation - Meaning
 It is a process which begins with a
physiological or psychological need or
deficiency which triggers a behavior or a desire
that is aimed at a goal or an incentive.
 NEEDS ----------DRIVES----------INCENTIVES
 Performance of an individual depends on his or
her ability backed by motivation.
 Performance = f(ability*motivation)

5. Motivation - Meaning
 The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal.
Intensity
• How hard a
person tries
Direction
• Quality of
Effort –
defined by
the direction
in which it is
channelled
Persistence
• How long a
person
maintains
the effort

6. Thought to ponder…..
 Once upon a time there were 2 brothers. One was a
drug addict and a drunk who frequently beat up his
family. The other one was a very successful
businessman who was respected in society and had a
wonderful family.
 Some people wanted to find out why two brothers
from the same parents, brought up in the same
environment, could be so different.
 The first one was asked, "How come you do what you
do? You are a drug addict, a drunk, and you beat your
family. What motivates you?"He said, "My father."
They asked, "What about your father?" The reply was,
"My father was a drug addict, a drunk and he beat his
family. What do you expect me to be? That is what I

7.  They went to the brother who was doing
everything right and asked him the same
question.
 "How come you are doing everything right? What
is your source of motivation?" And guess what he
said?
 "My father. When I was a little boy, I used to see
my dad drunk and doing all the wrong things. I
made up my mind that that is not what I wanted to
be."
 Both were deriving their strength and motivation
from the same source, but one was using it

8. Basic Model of Motivation
Needs or
Expectations
Drive force
(Behavior or
Action)
Result in
To Achieve
Desired Goals
Which Provides
fulfillments
Feedback

9. MAJOR TYPES OF MOTIVATION
THEORIES
 CONTENT
THEORIES
 MASLOW’s Hierarchy of
Needs.
 ALDERFER’s ERG Theory
 HERZBERG’s Motivator-
Hygiene Theory
 McClelland’s Learned
Needs Theory
 McGregor’s Theory X and
Theory Y
 PROCESS
THEORIES
 EXPECTANCY Theory
 EQUITY Theory
 GOAL SETTING Theory
 REINFORCEMENT Theory

10. THEORIES OF MOTIVATION
 CONTENT
THEORIES
 Theories that focus
on factors within a
person that:
 Energize behavior
 Direct behavior
 Sustain behavior
 Stops behavior
 PROCESS
THEORIES
 Theories that
analyze and
describe how
behavior is:
 Energized
 Directed
 Sustained
 Stopped

11. Content Theories
If an egg is broken by an outside force , life
ends.
If an egg is broken by an inside force, life
begins.
Great things happens from inside

12. Content theories
 Views motivation a result Of INTERNAL
DRIVES that force an individual to take
ACTION.
 Focuses on INNER FACTORS that
boost and direct behavior.

13. 1. Maslow’s Need Hierarchy
Theory
 Motivation is a function of five basic needs-
physiological ,safety, social, esteem, and self-
actualization.
 Individuals have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are
fulfilled there is a tendency for other, higher needs
to emerge.”
 Maslow’s theory maintains that a person does not
feel a higher need until the needs of the current
level have been satisfied.

14. Early Theories of Motivation
Higher Order
Needs
Lower Order Needs
Higher-order
needs are satisfied
internally (within
the person),
whereas lower-
order needs are
predominantly
satisfied externally
(by things such as
pay, union
contracts, and
tenure).

15. Applying Maslow's Needs
Hierarchy - Business Management
 Physiological Motivation: Provide ample
breaks for lunch , pay salaries that allow
workers to buy life's essentials.
 Safety Needs: Provide a working environment
which is safe, relative job security, and
freedom from threats.
 Social Needs: Generate a feeling of
acceptance, belonging by reinforcing team
dynamics.

16. Applying Maslow's Needs Hierarchy
- Business Management
 Esteem Motivators: Recognize
achievements, assign important projects, and
provide status to make employees feel valued
and appreciated.
 Self-Actualization: Offer challenging and
meaningful work assignments which enable
innovation, creativity, and progress according
to long-term goals.

17. Limitations and criticism
 Maslow’s hierarchy makes sense but little
evidence supports its strict hierarchy.
Research has challenged the order imposed
by Maslow’s 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.

18. 2. Alderfer's ERG Theory
 ERG theory has three categories: existence
needs, relatedness needs, and growth needs
Existence- concerned with providing
basic material existence requirements
Relatedness- desire for maintaining
important interpersonal relationships
Growth- intrinsic desire for personal
development

19. Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA
Growth
Relatedness
Existence

20.  Does not suggest that lower level
needs are to be met COMPLETELY
in order for upper levels to
become MOTIVATIONAL.

21. 3. McGregor’s Theory X and
Theory Y
 Theory X and Theory Y : Assumptions about the
nature of people.
 Theory X
 Assumes that workers have little ambition, dislike
work, avoid responsibility and require close
supervision.
 Theory Y
 Assumes that workers can exercise self-
direction, desire, responsibility and like to
work.

22. Theory X
Theory X assumptions:
 Most people dislike work.
 They need to be directed,
controlled and sometimes
threatened with punishment

23. Theory Y
Theory Y assumptions:
 They will exercise self-direction and
self-control in achievement of
organizational goal.
 People are innovative & creative of
solving organizational problems.
 Minimize the role of supervision.

24. Theory X and Theory Y

25. 4. Herzberg’s Two Factors
Theory
 Dr. Herzberg developed his theory that there
are two factors at work in determining job
satisfaction:
 Hygiene Factors
 Motivator Factors

26. Hygiene factors – focus on the work setting
not the content of the work – wages, working
conditions, company policies, job security.
Motivational factors – focus on content of the
work itself – achievement, recognition,
involvement, responsibility, advancement

27.  Two Factor Theory
 Herzberg - motivation-hygiene theory
 Opposite of satisfaction is not dissatisfaction. Removing dissatisfying
characteristics from a job does not necessarily make the job satisfying.
 Herzberg proposed a dual continuum:
 The opposite of “satisfaction” is “no satisfaction,” and
 The opposite of “dissatisfaction” is “no dissatisfaction.”
 As a result, Herzberg characterized conditions such as quality of
supervision, pay, company policies, physical working conditions,
relationships with others, and job security as hygiene factors
 If we want to motivate people on their jobs, Herzberg suggested
emphasizing factors associated with the work itself or with outcomes directly
derived from it, such as promotional opportunities, personal growth
opportunities, recognition, responsibility, and achievement.

30. 5. McClelland Need Theory
 McClelland classified needs into three types:
 Need for Achievement
 Need for Power
 Need for Affiliation

31.  Need for Achievement - a manifest (easily
perceived) need that concerns individuals’ issues
of excellence, competition, challenging goals,
persistence, and overcoming difficulties.
 Need for Power - a manifest (easily perceived)
need that concerns an individual’s need to make
an impact on others, influence others, change
people or events, and make a difference in life
 Need for Affiliation - a manifest (easily
perceived) need that concerns an individual’s
need to establish and maintain warm, close,
intimate relationships with other people

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Thankyou