Professional Documents
Culture Documents
Motivational Theories
Motivational Theories
Motivational Theories
Maslow’s Hierarchy
Of Needs Theory
Self-
Self- Realize
Realizeone’s
one’s Use
Useabilities
abilities
Actualization
Actualization full
fullpotential
potential to
tothe
thefullest
fullest
Feel
Feelgood
good Promotions
Promotions
Esteem
Esteem about
aboutoneself
oneself &
&recognition
recognition
Social
Social Interpersonal
Interpersonal
Belongingness
Belongingness interaction,
interaction,love
love relations,
relations,parties
parties
Job
Jobsecurity,
security,
Safety
Safety Security, stability
Security, stability health insurance
health insurance
Food,
Food,water,
water, Basic
Basicpay
paylevel
level
Physiological
Physiological shelter
shelter to
tobuy
buyitems
items
Lower level needs must be satisfied before higher needs are
addressed.
CONCLUSION
Non hierarchical .
The frustration-regression principle.
Varying needs
“X and Y Theory”
Israr Ahmed
Rohail Mir
HUMAN RESOURCES
MODEL:
Theory X and Y are part of human
resources model. DOUGLAS
MCGREGOR’S theory of motivation
suggesting that managers have
radically different beliefs about how
best to use the human resources
employed by a firm.
THEORIES:
THEORY X managers who believe that
people are inherently uncooperative
and must be constantly punished or
rewarded …
THEORY X
ASSUMPTIONS
According to McGregor, Theory X leadership assumes the following:
Work is inherently distasteful to most people, and they will attempt to avoid work
whenever possible.
Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.
Most people have little aptitude for creativity in solving organizational problems.
Motivation occurs only at the physiological and security levels of Maslow's Needs
Hierarchy.
Most people are self-centered. As a result, they must be closely controlled and
often coerced to achieve organizational objectives
Most people resist change.
Most people are gullible and unintelligent.
CONT…
THEORY Y managers who believe
that people are naturally responsible
and self motivated to be productive
THEORY Y
ASSUMPTIONS
Work can be as natural as play if the conditions are favorable.
People will be self-directed and creative to meet their work and
organizational objectives if they are committed to them.
People will be committed to their quality and productivity objectives if
rewards are in place that address higher needs such as self-fulfillment.
The capacity for creativity spreads throughout organizations.
Most people can handle responsibility because creativity and ingenuity
are common in the population.
Under these conditions, people will seek responsibility.
EXPECTANCY THEORY
BY:
SALMAN HAIDER KAZMI
ABBAS HAIDER KAZMI
Introduction
“motivation equation”
Thought Processes and Decisions
Herzberg’s Two Factor Theory
HERZBERG’S TWO
FACTOR THEORY
Ali Mehmood Shah
M.Uzair Saeed
Frederick Irving Herzberg
17 April 1923 – 19 January 2000
TWO FACTOR THEORY
• Motivators
• Hygiene Factors
Hygiene factor:
• Company policy
• Supervision
• Relationship with Boss
• Work conditions
• Salary
• Relationship with Peers
Motivation
• Motivation is the activation or energization of goal-
orientated behavior.
Intrinsic motivation:
Extrinsic motivation:
• Extrinsic motivation refers to motivation that comes from
outside an individual, rewards such as money or grades.
Motivators or Satisfaction Factors:
OR
– Reinforcement
• positive
• negative
– Punishment
• positive
• Extinction
• POSITIVE REINFORCEMENT:
These are the favorable events that are
presented after the particular or desired
behavior.
The positive reinforcement increase or
strengthen the behavior of subject.
• Skinner’s Example:
press the bar; get the food
• NEGATIVE REINFORCEMENT:
It involves the removal of unfavorable event
after the display of the behavior.
The behavior is strengthen by removing
unpleasant event.
• Skinner’s Example:
press the bar; stop the shock
Kinds of Reinforcement
Positive reinforcement and avoidance can be used
to motivate desired behaviors by employees.
figure 6.5
Copyright © by Houghton Mifflin Company.
6-56
All rights reserved.
• In both cases ( positive and negative reinforcement)
the behavior is strengthen.
1. Positive punishment
• Skinner’s Example:
press the bar ; get the shock
• Organizational Example:
work overtime; get salary cutdown
• NEGATIVE REINFORCEMENT OR EXTINCTION:
In this case all the situation will be removed, nor reward not
punishment. Removal of all the event favorable or unfavorable is
known as extinction.
• Skinner’s Example:
press the bar; nothing happens
• Organizational Example:
work overtime; nothing happens
Kinds of Reinforcement
Extinction and punishment can be used
to change undesired employee
figure 6.5
Copyright © by Houghton Mifflin Company.
6-62
All rights reserved.
LIMITATIONS OF THE THEORY:
1- IDENTIFICATION: