1. 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: where effort is channeled
Persistence: how long effort is maintained
Motivation
1
Dr. M. Chaudhuri
2. Motivation Dr. M. Chaudhuri
2
Types of Motivation
Intrinsic Motivation
A person’s internal desire to do something,
due to such things as interest, challenge, and
personal satisfaction.
Extrinsic Motivation
Motivation that comes from outside the
person, such as pay, bonuses, and other
tangible rewards.
10. Motivation Dr. M. Chaudhuri
10
McGregor’s Theory X and Theory Y
Theory X
The assumption that employees inherently dislike
work, will attempt to avoid it, and must be coerced,
controlled, or threatened with punishment if they are
to perform. They avoid responsibilities, seek direction,
and display little ambition.
Theory Y
The assumption that employees like work, are
creative, seek responsibility, and can exercise self-
direction and self-control. They accept challenges and
engage in innovative and participative decision-
making.
11. Motivation Dr. M. Chaudhuri
11
Herzberg’s Motivation-Hygiene Theory
Hygiene factors are necessary, but not
sufficient, for healthy adjustment. When these
factors are adequate, people will not be
dissatisfied. These are basically extrinsic
factors related to the context of work, e.g.
Company policy and administration
Relationship with one's supervisor
Interpersonal relations with one's peers
Working conditions
Salary
12. Motivation Dr. M. Chaudhuri
12
Herzberg’s Motivation-Hygiene Theory
Motivators are the sources of satisfaction. These
are basically intrinsic factors related to the
content of work, e.g.
Achievement
Recognition
Challenging, varied or interesting work
Responsibility
Advancement
Growth
13. Motivation Dr. M. Chaudhuri
13
Herzberg’s Motivation-Hygiene Theory
Satisfaction Dissatisfaction
Satisfaction No Satisfaction
Motivators
Hygiene Factors
No Dissatisfaction Dissatisfaction
Traditional View
Herzberg’s View
14. Motivation Dr. M. Chaudhuri
14
Criticisms of Herzberg’s Theory
The reliability of Herzberg’s methodology is questioned.
No overall measure of satisfaction was used.
The theory is inconsistent with previous research since it
ignores situational variables.
The theory assumed a relationship between satisfaction
and productivity, but it was left unexplored.
15. Motivation Dr. M. Chaudhuri
15
Alderfer’s ERG Theory
There are three groups of core needs:
Existence
Concerned with providing basic material existence
requirements
Relatedness
Desire for maintaining important interpersonal
relationships
Growth
Intrinsic desire for personal development
16. Motivation Dr. M. Chaudhuri
16
Alderfer’s ERG Theory
Apart from substituting three needs for five, this
theory also advocates that:
There is no fixed, rigid hierarchy of needs
More than one need may be operative at the same
time
If the gratification of a higher-level need is stifled, the
desire to satisfy a lower-level need increases
17. Motivation Dr. M. Chaudhuri
17
McClelland’s Theory of Needs
Achievement, power, and affiliation are three important
needs that help explain motivation:
Need for Achievement
The drive to excel, to achieve in relation to a set of
standards, to strive to succeed
Desire to do things better than others
Set moderately challenging goals
Take personal responsibility for problem solving
Seek rapid feedback on performance
18. Motivation Dr. M. Chaudhuri
18
McClelland’s Theory of Needs
Need for Power
The need to make others behave in a way that they would
not have behaved otherwise
Desire to have impact, be influential, and control others
More concerned with prestige and status
Need for Affiliation
The desire for friendly and close interpersonal relationships
Prefer cooperative rather than competitive situations
Desire relationships that involve a high degree of mutual
understanding
19. Motivation Dr. M. Chaudhuri
19
Summarizing the Various Needs Theories
Hygiene
Factors
Need for Achievement
Need for Power
Need for Affiliation
Self-Actualization
Esteem
Affiliation
Security
Physiological
Motivators
Relatedness
Existence
Growth
Maslow Alderfer Herzberg McClelland
20. Motivation Dr. M. Chaudhuri
20
Summary: Hierarchy of Needs
Maslow: Argues that lower-order needs must be
satisfied before one progresses to higher-order needs.
Herzberg: Hygiene factors must be met if person is not
to be dissatisfied. They will not lead to satisfaction,
however. Motivators lead to satisfaction.
Alderfer: More than one need can be important at the
same time. If a higher-order need is not being met, the
desire to satisfy a lower-level need increases.
McClelland: People vary in the types of needs they have.
Their motivation and how well they perform in a work
situation are related to whether they have a need for
achievement, affiliation, or power.
21. Motivation Dr. M. Chaudhuri
21
Summary: Impact of Theory
Maslow: Enjoys wide recognition among practising
managers. Most managers are familiar with it.
Herzberg: The popularity of giving workers greater
responsibility for planning and controlling their work
can be attributed to his findings. Shows that more than
one need may operate at the same time.
Alderfer: Seen as a more valid version of the need
hierarchy. Tells us that achievers will be motivated by
jobs that offer personal responsibility, feedback, and
moderate risks.
McClelland: Tells us that high need achievers do not
necessarily make good managers, since high achievers
are more interested in how they do personally.
22. Motivation Dr. M. Chaudhuri
22
Summary: Support and Criticism of Theory
Maslow: Research does not generally validate the
theory. In particular, there is little support for the
hierarchical nature of needs. Criticized for how data
were collected and interpreted.
Herzberg: Not really a theory of motivation: Assumes a
link between satisfaction and productivity that was not
measured or demonstrated.
Alderfer: Ignores situational variables.
McClelland: Mixed empirical support, but theory is
consistent with our knowledge of individual differences
among people. Good empirical support, particularly on
needs achievement.
23. Motivation Dr. M. Chaudhuri
23
Cognitive Evaluation Theory
Allocating extrinsic rewards for behaviour that had
been previously intrinsically rewarding tends to
decrease the overall level of motivation.
When extrinsic rewards are used by organizations as
payoffs for superior performance, the intrinsic
rewards, which are derived from individuals doing
what they like, are reduced. This may be due to a
perceived loss of control over one’s own behaviour.
