Human Behavior Approach…

Motivation Theories…
Defining Motivation…

Fred Luthans: 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.
 It can be said that it is a process of stimulating
(inspire, encourage, compensate) people.
 It is a general desire or willingness of someone to do
something.
Result…
 Their needs are fulfilled, and
 they fulfill the needs of the organization.
Theories of Motivation…

Can be divided into two groups…

Theories of Motivation

Content Theories Process Theories

How and why

What Motivates?
Motivates?
 Refers to different types of needs that motivate people
 People are motivated by different tangible or
intangible things. On the basis of different needs
content theories have been developed…
 Human beings are motivated by multiple needs and these
needs exist in a hierarchical order.
 Five types of needs ranging from basic needs to higher
needs.
Two Principles of this theory…
Deficit Principle: A satisfied need no longer motivates
behavior because people act to satisfy deprived needs.
Progression Principle: A need at any level comes into play
only after a lower level need has been satisfied.
So we can say…
 A person does not feel the essence of a higher need if the
lower need is not fulfilled.
 A lower level need can never motivate people.
 Achievement
of fullest
potential,
growth
Confidence,
achievement,
respect

Friendship,
family, Club,
association Security of body,
property,
employment,
family, health.

Breathing, food,
water, sleep,
clothing
Level of Name of Needs Particulars that fulfill the needs in an
Needs office
Higher Self-Actualization •Decision-making Authority
Needs •Job flexibility and autonomy
•Opportunity of creating and applying
innovation
Esteem Needs •Responsibility of an important job
•Promotion to higher status job
•Praise and recognition from top
Lower Social Needs •Friendly co-workers
•Pleasant Supervisors
•Interaction with customers.
Safety Needs •Safe working condition
•Job security
•Freedom from threats
Physiological Needs •Reasonable work hours
•Rest and refreshment
•Physical comfort on the job
•Base compensation and other benefits
Motivation-Hygiene Theory…
…by Frederick Herzberg
 two kinds of factors affect motivation and so it
is also called ‘Two Factor Theory”.
 Hygiene factor and Satisfier/Motivator
Hygiene factor: its absence creates motivation but
it presence has no effect.
 When you take these away people become
dissatisfied and act to get them back.
 It does not satisfy people but its absence creates
dissatisfaction among people. Ex-no smoking
policy or a chain smoker smokes just to avoid
discomfort.
Satisfiers or Motivators…

 As shown achievement, recognition, work itself,

responsibility, personal growth are the key to job
satisfaction and motivation.
 These are the factors whose presence motivates.
 Their absence does not cause any dissatisfaction
but it fails to motivate.
 So hygiene factors determine dissatisfaction and
motivators determine satisfaction.
 The two scales are independent and one can be
high on both.
ERG Theory of Motivation…
…by Clayton Alderfer
Letter Meaning
ERG refers to---
E Existence
R Relatedness
G Growth

Based upon Maslow’s hierarchy of Needs Theory

 His idea was also based on hierarchy of needs but
he mentioned just 3 hierarchies.
 Though it follows a hierarchy, he said if a higher
need is not fulfilled people tend to satisfy more the
lower level needs.
 Example: if people get power the need for power
does not end, they want to get more power.
er
Acquired Needs Theory…
… by David McClelland
 Everyone prioritizes need differently
 Individuals are not born with needs, they (needs)
are learned through experiences.
He identified 3 specific needs...
1. Need for Achievement: is the drive to excel.
2. Need for Power: drive to have power to
influence others.
3. Need for Affiliation: desire for friendly
relationships.
Nature of behavior as per different needs…
Need for How people behave?
•Seek personal responsibility for finding solutions to
problems
Achievement •Seek rapid feedback of their performance so that they can
improve it if needed.
•Set moderately challenging goals and perform best
•Enjoy being in charge
•Want to influence others
Power •Prefer to be placed into competitive and status oriented
situations.
•Tend to be more concerned with prestige than with
competitive performance.
•Take a special interest in work that provides social
approval and companionship
•Strive for friendship
Affiliation •Prefer cooperative situation than competitive ones.
•May not make the best managers because their desire for
social approval and friendship may complicate managerial
decision making.
ovi
Though this theory does not indicate any specific
needs that the people feel, some social scientists
think this theory should also be considered as a
Content Theory
Theory X and Theory Y…
Theory X
People have an inherent dislike of
work and will avoid it when
possible
To get them to work, it is necessary
to use coercion and threats of
punishment
The individual actually likes to be
directed.
The average person has little
ambition and above all else seeks
security.
Theory Y
Work is as natural as rest or play
and people do not inherently dislike
it.
Coercion and threats of punishment
are not the only ways to get people
to work
Under the right conditions,
individuals not only seek
responsibility but willingly pursue
organizational goals
The ability to exercise a relatively
high degree of imagination,
ingenuity and creativity in the
solution of organizational problems.
Limitations of Content Theories…

 All the theories are conceptually flawed and

culturally based on western individualism
 The theories do not provide leaders with a clear
ambiguous means of predicting followers
behavior to satisfy a particular needs.
 Empirical findings often contradict with the
assumptions that same needs motivate all the
individuals regardless of gender or ethnicity.
Process Theories of Motivation…

It refers to
 how to motivate people.
 The process of fulfilling individual needs.

The theories are…

 Goal-setting Theory
 Equity Theory
 Expectancy Theory
Goal Setting Theory of Motivation…
 Developed by Edwin Locke in 1960.
 It states that goal-setting is linked to task performance.
 If people set specific and challenging goals that lead to
better performance because goals indicate what to do
 The goals should be SMART
Assumptions in Goal Setting…

Challenging Goals: If people set challenging goals

(than general goals), that lead to a higher
performance.
Feedback on Goal Attainment: performance
should be assessed by neutral feedback. It leads
to better performance or changed goal setting.
Follower Participation: If the followers or the
subordinates are consulted in goal setting, it
produces higher performance.
Expectancy Theory by Vroom…
How people get motivated?

F= E x I x V
where,
F= Motivational Force
E=Expectancy
I= Instrumentality
V=Valence

Expectancy Instrumentality Valence

Can I achieve the What work How highly do I
desired level of outcomes will be value the work
Job received as a outcome?
Performance? result of the
performance?
How people get motivated?