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PROJECT ON MOTIVATION
2021

SUBMITTED TO: SUBMITTED BY:

DR. ABHA SETHI PARAMPARTAP AUJLA
UILS, PU ROLL NO: 285
CHANDIGARH
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ACKNOWLEDGEMENT
The success and completion of this project required
assistance from many people and I am extremely fortunate
to get this help.
I take this opportunity to thank my teacher, Dr. Abha
Sethi, University Institute of Legal Studies, Chandigarh,
for her unmatched guidance, suggestions and e orts
made by her for the preparation of our projects.
I also owe my regards to the entire faculty of UILS, from
where learnt the basics of law.
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CONTENT
SERIAL NO. TITLE PAGE NO.

1 INTRODUCTION 3

2
FEATURES 4

3 IMPORTANCE 7

4
THEORIES 10

MOTIVATION
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TECHNIQUES

6 BIBLIOGRAPHY 17
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INTRODUCTION
The term ‘motivation’ is derived from the word
‘motive’.’Motivation’ is the process of inspiring people in
order to intensify their desire and willingness for
executing their duties e ectively and for co -operating to
achieve the common objectives of an enterprise. In
other words, it means to induce, instigate, incite or
prompt someone to a particular course of action for
getting the results expected from him.

Motivation may be regarded as an integral part of the

process of direction. In directing the subordinates, the
manager has to try to create in them the willingness to
pursue the goals of the organisation enthusiastically.In
trying to do so, the manager may be said to concern
himself with motivation.
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FEATURES OF MOTIVATION
1. Motivation is inner feeling: Motivation is an inner
feeling (desires, needs, aspirations etc.) which energises
a person to work more.
2. Produces goal oriented behaviour: Motivated
persons do not need supervision or direction. They
themselves work to complete their their targeted work.
3. Motivation can be positive as well as negative:
Positive motivation is based on incentives or rewards. It
may be in the form of promotion, recognition of work
etc. Negative motivation is based on fear. The
employees not working as per goal may be punished
with demotions, lay-o s etc., the fear acts as a push
mechanism.
4. Motivation is a dynamic and continuous process:
The same motivators may not motivate all the
employees or same persons may be motivated by
similar motivators every time, so it is a dynamic process.
Motivation has to be a continuous process to keep the
persons motivated.
5. Motivation is a complex process: In order to
motivate people one has to understand their feelings,
desires and expectations. A manager will use di erent
motivators for di erent persons.
6. Hampered by frustration: A person becomes
frustrated if he fails to meet even his basic needs in spite
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of his best e orts. Such a person cannot be further

motivated unless his basic needs are ful lled.
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IMPORTANCE OF MOTIVATION
. Improves Performance Level:
Motivated employees have the ability and willin ness
to work and improve their performance level by
obtaining relevant education and training. For
example, a highly educated employee with
experience of working in abroad is employed
because this employee has new learning from her/his
experiences to share, implement and improve
performance levels of themselves and her/his
colleagues.

. Indi erent Attitudes can be Changed:

Motivated employees attempt to change indi erent or
negative attitudes of employees by engaging in
supporting conversations without resorting to
belittling and complaining comments, speaking up
with a dismissive employee and addressing an
employee’s inability to work in a team situation.
Motivated employees could also privately discuss
negative attitudes, recognise HR policies and
procedures and involve HR, to make them listen their
problems and support them. With such high morale
building exercises the possibility of con icts and
industrial disputes could be minimal.
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3. Reduction in Resistance to Change:

Changes can be uncomfortable and require
employees to think and/or act di erently. Changes in
a business may seem as a sign of uncertainty that
may further lead to anxiety among employees.
Accordingly, employees should be motivated in an
organisation to embrace changes (if any) positively by
developing transparency and trust during the process
of change in an organisation. This motivation can be
created by the management along with their
employees by collectively, identifying and recognising
the bene ts of possible changes.

4. Reduction of Employee Turnover and

Absenteeism:
Employee turnover is a measurement of the term or
number of years an employee stays and/or replaced
in the company. Highly motivated employees are
considered to be the most reliable and valuable
assets to the organisation. They are more loyal,
punctual and regular in their work schedule and stay
on-job for a longer period of time in the organisation.
In case of poor working conditions, lack of
recognition and poor relations with colleagues and
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superiors absenteeism could increase as these

conditions demotivate employees to work harder.

Importance # 5. Healthy Corporate Image:

Motivation also helps organisations in improving their
image due to e cient performance, maintenance of
self-discipline and productive internal environment. It
creates a good impression and enhanced image
among people outside the organisation.
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THEORIES OF MOTIVATION
MASLOW’S NEED HIERARCHY THEORY

If a lower need is satis ed, it no longer motivates

behaviour, the next higher one becomes dominant.
(De cit principle) ;
• The ve needs exist in a hierarchy. Higher needs only
become important when lower needs are satis ed
• Higher-order needs provide greater motivation.
• Di erent people may have di erent priorities.

The theory helps managers to identify which particular

needs are relevant for employees and thus to determine
appropriate motivators.

MASLOW’S NEED HIERARCHY THEORY

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HERZBERG’S MOTIVATION-HYGIENE THEORY

There are some factors that result in satisfaction and

some factors that just prevent dissatisfaction. Prof.
Herzberg of Case Western Resource University, USA,
after surveying 200 engineers and accountants
employed by rms in and around Pittsburgh. He
described that there are two sets of conditions:
• Motivators– factors that really motivate people, also
called satis ers, provide intrinsic motivation. Examples
for Motivators: recognition, growth and career
development opportunities, responsibility, autonomy,
self-ful lment.
• Hygiene factors– dissatis es; their absence would
demotivate people, but their presence not necessarily
improves motivation; essentially describe the
environment, little e ect on positive job attitudes
Examples for hygiene factors: salary, work conditions,
relationships with superiors and peers, company
policy.
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VROOM’S EXPECTANCY THEORY:

It assumes that behaviour results from conscious
choices among alternatives whose purpose it is to
maximise pleasure and minimise pain. Together with
Edward Lawler and Lyman Porter, Victor Vroom
suggested that the relationship between people's
behaviour at work and their goals was not as simple as
was rst imagined by other scientists. Vroom realised
that an employee's performance is based on individuals
factors such as personality, skills, knowledge,
experience and abilities.
The theory suggests that although individuals may have
di erent sets of goals, they can be motivated if they
believe that:
• There is a positive correlation between e orts and
performance,
• Favourable performance will result in a desirable
reward,
• The reward will satisfy an important need,
• The desire to satisfy the need is strong enough to
make the e ort worthwhile.
The theory is based upon the following beliefs:

Valence
Valence refers to the emotional orientations people hold
with respect to outcomes [rewards]. The depth of the
want of an employee for extrinsic [money, promotion,
time-o , bene ts] or intrinsic [satisfaction] rewards).
Management must discover what employees value.

Expectancy
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Employees have di erent expectations and levels of

con dence about what they are capable of doing.
Management must discover what resources, training, or
supervision employees need.

Instrumentality
The perception of employees as to whether they will
actually get what they desire even if it has been
promised by a manager. Management must ensure that
promises of rewards are ful lled and that employees are
aware of that.
Vroom suggests that an employee's beliefs about
Expectancy, Instrumentality, and Valence interact
psychologically to create a motivational force such that
the employee acts in ways that bring pleasure and avoid
pain.
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Monetary and Non-Monetary

Motivation
Monetary and Non Monetary motivation is related to the
motivational factors that motivate a person to work and
which can be used to enhance their performance can be
classi ed into two categories-
monetary factors and non-monetary factors:

Monetary Factors- Monetary factors are extrinsic to

work, such as the following:

1.Salary or wages- This is one of the most important

motivational factors in an organisation. Salaries and
wages should be xed reasonably and paid on time.

2.Bonus- Bonus is an extra payment over and above

salary, and it acts as an incentive to perform better. It is
linked to the pro tability and productivity of the
organisation.

3. Financial incentives- The organisation provides

additional incentives to their employees such as medical
allowance, travelling allowance, house rent allowance,
hard duty allowance andchildren educational allowance.

4.Promotion(monetary part)- Promotion is attached with

increase in pay, and this motivates the employee to
perform better.
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5.Pro t sharing- This is an arrangement by which

organisations distribute compensation based on some
established formula designed around the company’s
pro tability.

6.Stock option- This is a system by which the employee

receives shares on a preferential basis which results in
nancial bene ts to the employees.

Non-monetary Factors- Non-monetary factors are

rewards intrinsic to work, such as the following:

1.Status: An employee is motivated by better status and

designation. Organisations should o er job titles that
convey the importance of the position.

2.Appreciation and recognition: Employees must be

appreciated and reasonably compensated for all their
achievements and contributions.

3.Work-life balance: Employees should be in a position

to balance the two important segments of their life—
work and life.This balance makes them ensure the
quality of work and life.A balanced employee is a
motivated employee.

4.Delegation: Delegation of authority promotes

dedication and commitment among employees.
Employees are satis ed that their employer has faith in
them and this motivates them to perform better.
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5.Working conditions: Healthy working conditions such

as proper ventilation, proper lighting and proper
sanitation improve the work performance of employees.

6.Job enrichment: This provides employees more

challenging tasks and responsibilities. The job of the
employee becomes more meaningful and satisfying.

7.Job security: This promotes employee involvement

and better performance.An employee should not be kept
on a temporary basis for a long period.
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BIBLIOGRAPHY
• Management Concept and Practises Kalyani
Publications
• Management study guide.com
• Blogspot.com