The present ppt explains the concept of motivation, Features and significance of motivation, Process of motivation and theories of motivation such as Maslow's need hierarchy theory, Herzberg hygiene theory, McCellend Theory, ERG Theory, Vroom Expectany theory, Carrot and Stick Theory, Theory X and Theory Y, Theory Z

1. Motivation
Pooja Yadav,
Research Scholar
Central University of Rajasthan, Ajmer
Satyender Yadav
Research Scholar,
UCCMS, MLSU, Udaipur

2. Topics to be covered

3. Introduction
Motivation
The process that account for an individual’s intensity, direction, and
persistence of efforts towards attaining a goal.
Intensity: How hard a person tries
Direction: Toward beneficial goal
Persistence: How long a person tries

4. Definition of Motivation
According to. L.A. Allen
“Motivation is the work of a manager who performs to inspire, encourage and impel people
to take the required action”.
According to. Harmer
“Motivation is the driving force within individuals by which he attempt to achieve some
goal in order to fulfill some needs or expectations”.
‘Motivation’ is the process of inspiring people in order to intensify their desire and
willingness for executing their duties effectively and for co-operating to achieve the
common objectives of an enterprise.

5. Features of motivation
Need Based
Continuous process
Monetary and non-monetary
Personal and Internal feeling
Positive or negative

6. Process of motivation

7. Process of motivation
1. Unsatisfied needs and motives: This stage involves unsatisfied needs and motives. Such
unsatisfied needs can be activated by internal stimulus such as hunger and thirst. They can also be
activated by external stimulus such as advertisement and window display.
2. Tension: Unsatisfied needs create tension in the individual. Such tension can be physical,
psychological, and sociological. In this situation, people try to develop objects that will satisfy their
needs.
3. Action to satisfy needs and motives: Such tension creates strong internal stimulus that calls for
action. Individual engages in action to satisfy needs and motives for tension reduction. For this
purpose, alternatives are searched and choice is made, the action can be hard work for earning more
money.

8. 4. Goal accomplishment: Action to satisfy needs and motives accomplishes goals. It can be
achieved through reward and punishment. When actions are carried out in positive way then
people are rewarded with more which help them in goals accomplished.
5. Feedback: Feedback provides information for revision or improvement or modification
of needs as needed. Depending on how well the goal is accomplished their needs and
motives are modified. Drastic changes in environment necessitate the revision and
modification of needs.

9. Significance of Motivation
 High Efficiency
 Better Image
 Facilitates Change
 Human Relations
 Retaining people
 Link individual to organizational goals
 Creative and innovative

10. Motivation Theories
Theory Name Founder
1. Maslow’s Need Hierarchy Theory Abraham H. Maslow
2. Herzberg two factor theory Frederick Herzberg
3. Theory X & Theory Y Mc Gregor
4. Need Theory Mc Clelland
5. ERG Theory Alderfer
6. Vroom Expectancy Theory Victor Vroom
7. Theory-Z William Ouchi
8. Carrot and Stick Approach

11. 1. Maslow’s need hierarchy theory
• Needs were categories as five levels from
lower to higher level order needs.
• Individual must satisfy lower-level needs
before they can satisfy higher order needs.
Satisfied needs will no longer motivate.
*Lover order ( External ) : Physiological
and safety needs
**Higher order ( Internal ) : Social,
Esteem, and Self-actualization

12. Limitation of Maslow’s Theory
1. The hierarchy is not as rigid as is given in the theory.
2. Needs are not watertight compartments. They are relative or subjective terms.
3. Satisfaction of one’s need does not automatically result in arising of other needs.
4. Needs often arise in unconscious mind rather than conscious.
5. The theory cannot be tested empirically/ objectively.

13. 2. Theory-X & Theory-Y
Theory X
The assumption that the employees
dislike the work, lazy, dislike
responsibility and must be coerced
to perform.
Theory Y
The assumption that employees like
work, seek responsibility, creative
and exercise self direction.
Both these theories are 2 sets of assumptions regarding human behavior in the eyes of management. These
influence managerial direction and administrative control.

14. Basis Theory X Theory Y
Work Dislikes Work Work is Natural
Ambition Little to no ambition Highly ambitious
Responsibility Avoids responsibility Accepts and seek responsibility
Leadership Style Autocratic Democratic
Direction Constant direction is required Little to no direction is required
Control Tight Lenient
Authority Centralized Decentralized
Self-Motivation Absent Present
Focuses on Psychological needs and Security
needs
Social needs, Esteem needs and Self-
Actualization needs
Comparison of Theory X & Theory Y

15. The theory is also known as Hygiene -Motivation Theory or Herzberg Hygiene
Theory. It is the extension of Maslow’s Need Hierarchy Theory. Job satisfaction and
job dissatisfaction are created by different factors.
Attempted to explain why job satisfaction does not result in increased
Performance. The opposite of satisfaction is not dissatisfaction but
rather no satisfaction.
3. Two-Factor Theory
Hygiene factors- Extrinsic ( Environmental ) factors that
create job dissatisfaction.
Motivation Factors- Intrinsic ( Psychological ) factors that
create job satisfaction.

16. • Company policy and
administration
• Supervision
• Interpersonal relations
• Working Conditions
• Salary
• Status
• Security
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Salary??
Hygiene & Motivation Factors
Factors characterizing events on the job that led to job satisfaction & dissatisfaction
Hygiene factors avoid
job dissatisfaction
Motivation factors
increase job
satisfaction

17. 4. Victor vroom’s expectancy theory
Expectancy theory explains 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.

18. Overview of Expectancy Theory
Effort
Expectancy Instrumentality
Valence of
reward
Performance Reward
“What rewards will
I get when the
job done”
“What rewards
Do I value?”
“If I work hard will
I get the job done?”
MOTIVATION
X X

19. 5. ERG Theory (Clayton Alderfer)
There are three groups of core needs: Existence, Relatedness and Growth
In addition to satisfaction-progression hierarchy, the theory also explains frustration-
regression process.
More than one need can be operative at the same time. If higher-level need cannot be
fulfilled, the desire to satisfy a lower-level need increases.
Existence
• Needs of basic
material requirements.
Satisfied factors such
as food, air, water, pay,
and working
conditions
Relatedness
• Needs satisfied by
meaningful social and
interpersonal
relationships
Growth
• Needs satisfied by
creative contributions/
desire for personal
development

20. 6. David McClelland’s Theory of Needs
nAch
nPow
nAff
1. Need for Power
The need to make others behave in a
way that they would not have
behaved otherwise. (Dominate)

21. 2. Need for Achievement
The drive to excel, to achieve in
relation to a set of standards, to
strive to succeed. (Recognition/
Achieve Success)
3. Need for Affiliation
The desire for friendly and close
interpersonal relationships.
(Belongingness)

22. 7. Carrot and stick theory
Based on “Principle of reinforcement”
Carrot : e.g. money , promotion etc.
Stick : e.g. presenting aversive and noxious consequence helps to overcome
negative behavior
In order to use stick more effective use following considerations :
1. Make if effective so that we could get desired output
2. Sometimes it may be temporary, negative behavior may reappear after some time
3. Use it at right time
4. Punishment should be administrated with care

23. 8. Theory- Z
• Given by William G. Ouchi.
It is not a theory but a comparative study based upon a combination of American and
Japanese management philosophies. Proponents of Theory Z suggest that it leads to
improvements in organizational performance.
Five broad features of Theory Z are:
1. Trust
2. Strong bond between organization and employees
3. Employees involvement
4. No formal structure
5. Role of managing to bring co-ordination in human beings rather than in technical
factors

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