 Motivation is a “Planned managerial process which stimulates

people to work to the best of their capabilities by providing

them with motives which are based on their unfulfilled needs”

 Motivation is defined as energizing, directing and

sustaining employee efforts.

 Motivation is a general term applying to the entire

class of drives, desires, needs, wishes and such
similar forces or factors

 Performance = Ability x Motivation.

This is an old school motivation theory introduced
during the industrial revolution by English philosopher
Jeremy Bentham, based on the psychological premise that human
beings are motivated by the pursuit of pleasure and the
avoidance of pain.

It comes from the story of a donkey –The story goes that if you want
the donkey to move forward, you dangle a carrot in front of him.
If he refuses to move, you strike him with a stick.
The carrot serves as a reward for compliance,
while the stick is punishment for non-compliance.

In the context of the workplace, Bentham’s key to motivation is to

reward employees with things like money, promotions, and other
benefits when they perform well or exhibit behaviors that you want.
Why This Doesn’t Work
 It assumes that humans are simplistic and can easily
be manipulated to react to the application of either pain or
pleasure, or reward or punishment.

 But as we all know, humans are complex, whose behavior

cannot be explained or controlled by such a simplistic model.

 Think of it this way : Will you truly, always be

motivated simply by your salary or your managerial title?

 Remember to respect your employees’ capabilities,

give them opportunities for growth, recognize their
contributions
 Maslow's hierarchy is most often displayed as a pyramid.

 The lowest levels of the pyramid are made up of the most

basic needs, while the most complex needs are at the top of
the pyramid.

 Needs at the bottom of the pyramid are basic physical

requirements including the need for food, water, sleep,sex,
shelter and warmth(Clothing).

 once these lower-level needs have been met, people can

move on to the next level of needs, which are for safety and
security.
 As people progress up the pyramid, needs become
increasingly psychological and social.

 Further up the pyramid, the need for personal esteem and

feelings of accomplishment take priority

 Maslow emphasized the importance of self-actualization,

which is a process of growing and developing as a person in
order to achieve individual potential.
 Physiological, security, social needs are deficiency needs,
which arise due to deprivation.

 Satisfying these lower-level needs is important in order to

avoid unpleasant feelings or consequences.

 Maslow termed the highest level of the pyramid as growth

needs.
 These needs don't stem from a lack of something, but
rather from a desire to grow as a person.

 Maslow noted that the order in which these needs are

fulfilled does not always follow this standard progression.

 For example, he noted that for some individuals, the need

for self-esteem is more important than the need for love
or may supersede even the most basic needs
1.Physiological Needs: These needs are basic to human life
and, hence, include food, clothing, shelter, air, water, Homeostasis
and necessities of life.

2.Safety Needs:People want control and order in their lives.

Financial security
• Health and wellness
• Safety against accidents and injury

3.Social Needs: Man is a social being.

He is, therefore, interested in friendship, social interaction,
companionship, family, belongingness, etc. to avoid
problems such as loneliness, depression, and anxiety
4.Esteem Needs: These needs refer to gain the respect
and appreciation of others.
They include such needs which indicate self-confidence,
achievement, competence, knowledge , personal worth and
independence.

5.Self-Actualisation Needs: the need people have

to achieve their full potential as human beings.
This level represents the culmination of all the lower,
intermediate, and higher needs of human beings
 According to Herzberg, the opposite of satisfaction is not
dissatisfaction.

 The underlying reason, he says, is: that removal of

dissatisfying characteristics from a job does not necessarily
make the job satisfying.

 The opposite of ‘satisfaction’ is ‘no satisfaction’

 the opposite of ‘dissatisfaction’ is ‘no dissatisfaction’.

 According to Herzberg, today’s motivators are tomorrow’s

hygiene because the latter stop influencing the behaviour of
persons when they get them. Accordingly, one’s hygiene may
be the motivator of another.
 Herzberg’s Motivation Theory model, provides two
factors that affect motivation in the workplace.

 These factors are hygiene factors and motivating factors.

Hygiene factors will cause an employee to work less if not present.
Motivating factors will encourage an employee to work harder if present.

 To use the theory within your team, start by getting any

hygiene issues resolved.
 Once you have done this, you can boost motivation by
putting in place as many motivating factors as practical.
 McClelland’s Need Theory

He found that people who acquire a particular need behave

differently from those who do not have.
• Need for Achievement:Has a strong need to set and accomplish challenging goals.
• Takes calculated risks to accomplish their goals.
• Likes to receive regular feedback on their progress and achievements.
• Often likes to work alone.

• Need for Power:Wants to control and influence others.

• Likes to win arguments.
• Enjoys competition and winning.
• Enjoys status and recognition.

• Need for Affiliation:Wants to belong to the group.

• Wants to be liked, and will often go along with whatever the rest of the group wants to
do.
• Favors collaboration over competition.
• Doesn't like high risk or uncertainty.
 Those with a strong power motivator are often divided into two groups:
personal and institutional.

 People with a personal power drive want to control others,

 while people with an institutional power drive like to organize the efforts
of a team to further the company's goals.

 As you can probably imagine, those with an institutional power need are
usually more desirable as team members
 McGregor’s Participation Theory:

 Douglas McGregor formulated two distinct views of human being

based on participation of workers.

 The first basically negative, labelled Theory X,

 the other basically positive, ladled Theory Y.

 Theory X is based on the following assumptions:

1. People are by nature indolent. That is, they like to work as little as
possible.

2. People lack ambition, dislike responsibility, and prefer to be

directed by others.

3. People are inherently self-centred and indifferent to

organisational needs and goals.

4. People are generally gullible and not very sharp and bright.
 On the contrary, Theory Y assumes that:

1. People are not by nature passive or resistant to

organisational goals.

1. They want to assume responsibility.

2. They want their organisation to succeed.

3. People are capable of directing their own behaviour.

4. They have need for achievement

 Self-motivation
 Self-motivation is the force that keeps pushing us to go on –
 it's our internal drive to achieve, produce, develop, and keep moving
forward.

 When you think you're ready to quit something, or you just don't know
how to start, your self-motivation is what pushes you to go on.

- Some of the steps to self motivation:

a) Set a goal for yourself and do not lose sight of it.
b) Supplement your long – term objectives with short – term goals and
specific actions.
c) Learn a challenging new task each year.
d) Make your job a different one. Set improvement objectives for your
position.
e) Build on your strengths or develop your weaknesses into strengths.
Develop an area of expertise.
f) Give yourself feedback and reward yourself.
 General motivational techniques:

 Ask for employee input

 Offer personal enrichment programs
 Validate good work
 Set intermittent goals
 Celebrate milestones and achievements
 Radiate positivity
 Create a mentorship program
 Create a comfortable and inspiring workspace
 Practice mindfulness
 Share profits to improve performance
 Take benefits to the next level
 Offer an incentive program
 Monetary and economic rewards,

 Job-enlargement – which seeks to motivate the employees by enlarging

the scope of the job,

 Job-enrichment – it implies deliberate upgrading of responsibility, scope

and challenge in work,

 Job-rotation – the employees may be shifted from one job to another in

order to provide some variety so as to minimize the monotony and
boredom of doing the same routine job,

 Participation of workers – by using participation of workers in decision-

making, greater acceptance to change is accomplished,

 Creation of highly work accomplishment environment,

 Effective Criticism – it helps in improving an employees behavior and

performance,

 Praise – the praise and credit for work done is a good and effective
method of motivation and it satisfies ego and esteem needs of employees.
 Definition of Leadership:
Koontz and O'Donnell defined leadership as influence, that is,
the art or process of influencing people so that they will strive
willingly and enthusiastically toward the achievement of
group goals.

 Leader: Peter Drucker says “ the only definition of a leader is

someone who has followers”.

 The greatest leader is not necessarily the one who does the
greatest things. He is the one that gets the people to do the
greatest things."– Ronald Reagan
 Leadership Traits:
- “the ability to influence people or subordinate toward the
accomplishment of goals”

1. Physical qualities – health, vitality, and endurance.

1. Personal attributes – personal magnetism, cooperativeness,

enthusiasm, ability to inspire, persuasiveness, forcefulness,
and tactfulness.

1. Character attributes – integrity, humanism, self-discipline,

stability, and industriousness; and

1. Intellectual qualities – mental capacity, ability to teach

others, and a scientific approach to problems.
❑ Autocratic/Dictator leadership: In this style, leaders have
considerable control over staff, ‘Do as I say’ share power rarely, and
generally do not request, or consider suggestions from workers.

❑ Bureaucratic Style of Leadership: The bureaucratic leader is very

structured and follows the procedures as had been established. This type of
leadership has no space to explore new ways to solve problems and is
usually slow paced to ensure approval of the ladders stated by the company.

❑ Charismatic Style of Leadership: The charismatic leader leads by

infusing energy and eagerness into their team members.

❑ Democratic Style of Leadership: This style involves workers

being asked for their input, and then after a consideration of the
merits and demerits of the suggestions, the leader makes a
decision.
❑ Laissez-Faire Style of Leadership: This style basically means
leadership takes a 'hands-off' approach and allows workers to just
get on with it. Laissez-faire leaders trust their workers and only offer
direction when requested.

❑ People-Oriented Style of Leadership: people leaders spend time

building relationships with colleagues, coaching employees to reach
their full potential and aligning teammates toward a common goal.

❑ Task Oriented Style of Leadership: Task oriented leaders are

those who focus on the job, and concentrate in the specific tasks
assigned to each employee to reach goal accomplishment.

❑ Servant Style of Leadership: Servant leaders prioritize the needs of

their workers over the needs of the management and generally stay
out of the limelight.
This style favours power-sharing and group decision-making over
individual leadership authority.
❑ Transaction Style of Leadership: Transactional leadership is a “give
and take” scenario.
Reward or penalizes your employees according to the organization’s
standards.

❑ Transformation Style of Leadership: Transformational leadership is

where the leaders inspire, motivate employees to build a
creative work culture and that is ready to respond to any
uncertainty with innovation and courage.
Transformational leaders focus on the vision.
 Based on behavioural research studies on leadership and management (e.g.
Ohio State Studies and Michigan Studies),
two basic management behaviours can be identified as important:

 Task-oriented behaviour and People-oriented behaviour.

 Even though these two factors are not the only important management
behaviours, concern for both the task and the people must been shown at
some reasonable level.
 Inspired by these findings, Blake and Mouton from the University of Texas
proposed
 a two-dimensional Managerial Grid based on a manager’s concern for
production (task-oriented) and concern for people (relationship-oriented).

 Each axis on the grid consists of a nine-point scale with 1 meaning a low
concern and 9 a high concern. Depending on a manager’s score on each of
the two axis, you can assign different types of management styles to
managers. This article will elaborate on these different kind of styles and its
implications.
 Impoverished Management (1,1): Managers that score low on
concern for production and low on concern for people are labelled
as having an ‘Impoverished Management’ style or ‘Indifferent
Management’ style.

 Country Club Management (1,9): Managers that score low on

concern for production and high on concern for people are
considered to have a ‘Country Club Management’ style.

 Authority-Compliance Management (9,1): The dictatorial ‘Authority-

Compliance’ Management’ style (or ‘Produce-or-Perish’ style)
implies that managers score high on concern for production and low
on concern for people.
 Middle-of-the-Road Management (5,5): Managers that
score medium on concern for production and medium on
concern for people have a ‘Middle-of-the-Road Management’
style.

 Team Management (9,9): If managers score high on concern

for production and high on concern for people, they can be
labelled as having a ‘Team Management’ style.