THERIOES OF MOTIVATION IN

MANAGEMENT
Done by Y.V.S.R.Dheeraj reg.no:prov/bba-7-21/249
Geetha Reddy reg.no: prov/bba-7-21/206

INTRODUCTION: Motivation in management is the process of

inducing the employees of an organization to act in a predetermined desired
manner so as to achieve organizational goals like to increases employee
commitment, Improves employee efficiency, It helps in employee satisfaction,
and It helps to improve quality and customer service.
 The four theories that proves motivation in management are:-
 Herzberg's two-factor theory
 vroom theory of expectancy
  McClelland's achievement motivation theory
 Maslow's theory of the hierarchy of needs

IMPORTANT CONTIBUTIONS
AND THEIR THEORIES :-
Maslow’s hierarchy of needs: This five-stage model can be divided
into deficiency needs and growth needs. The first four levels are often
referred to as deficiency needs ,and the top level is known as growth or
being needs .
Deficiency needs arise due to deprivation and are said to motivate
people when they are unmet. Also, the motivation to fulfill such needs
will become stronger the longer the duration they are denied. For
example, the longer a person goes without food, the more hungry they
will become.

o STRENGTHS: This theory provides a useful

summary of human needs, which can be used in product
design, product positioning, pricing (e.g. need for power &
status), and retail outlets’ designs.

o It also helps marketers to focus their advertising appeals

on specific needs shared by a large segment of their
target market.

o WEAKNESS: The major problem with Maslow's

hierarchy-of-needs theory is that it cannot be tested
empirically – there is no way to measure precisely how
 satisfied one level of need must be before the next higher
need becomes operative.

o The model is too simplistic

 The same product or service can satisfy several needs at

once

HERTZBERG’S TWO FACTOR

THEORY:
 Hertzberg classified the needs into two broad categories namely
hygiene factors and motivating factors.
 Hygiene factors are needed to make sure that employee is not
dissatisfied.
 Motivation factors are needed for ensuring employee’s satisfaction
and higher performance.
 Mere presence of hygiene factors does not guarantee motivation.
 presence of motivation factors in absence of hygiene factors also
does not work.
STRENGTHS:
o It helps in understanding the effect of job content on
motivation of employees.
o It clearly distinguishes between the factors that
motivate employees on the job and the factors that
maintain employees on the job.
o It clearly distinguishes between the factors that
motivate employees on the job and the factors that
maintain employees on the job.

WEAKNESS:
o It is difficult to distinguish job-context factors from
the job context factors in many cases; job context
factors have elements of job context factors.
o The methodology used by Herzberg is sometimes
questioned. Since raters have to make
interpretations, different raters may have interpreted
the responses in different ways.
 o It explains the reasons of job satisfaction and
dissatisfaction. Thus, it is a fact, not a theory of
motivation.
o

VROOM’S THEORY OF
EXPECTANCY:-
 People believe it is likely that their efforts will lead to successful
results
 Those people also believe they will be rewarded for their success.
 People will be motivated to exert a high level of effort when they
believe there are relationship between the efforts they put forth the
performance they achieve and outcomes/rewards they receive.
 Vroom’s Expectancy Theory offers a model that considers and
separates three important factors influencing motivation; effort,
performance, and outcomes.

STRENGTHS:
o It is based on self-interest individual who want to achieve
maximum satisfaction and who wants to minimize dissatisfaction.
o This theory stresses upon the expectations and perception; what is
real and actual is immaterial.
o It emphasizes on rewards or pay-offs.
 WEAKNESS:
o The expectancy theory seems to be idealistic because quite a few
individuals perceive high degree correlation between performance
and rewards.
o The application of this theory is limited as reward is not directly
correlated with performance in many organizations.

McClelland Theory of Motivation:

This model of David McClelland looks at a person’s visible behaviour,
knowledge and skills and the underlying unexpressed and
unconscious deeper layers.
In general, a person’s knowledge, skills and behaviour can be found
above the waterline of the iceberg. The central element is what they
do. Below the waterline we find think and want, which focus on
abstract terms such as standards, values and beliefs, self-esteem,
characteristics, personality and motives. These four invisible layers
could reinforce one another as motives.
Strengths:
o Organizations can use the Iceberg Model to develop a
deeper understanding of cultural differences and
behavioral competence in teams.
o  This will help understand how to solve complex
problems by changing aspects of behavior that may be
hidden but are still important.

WEAKNESS:
o There is no direct cause and effect relationship
between need and behaviour. One particular need
may cause different types of behaviour in
 different persons. On the other hand, a particular
individual behaviour may be the result of
different needs.
o  The physiological and safety needs are more
important as compared to McClelland’s needs.