MOTIVATION.

1
 Motivation.

“ Motivation is a general inspirational process , which

gets the members of team to pull their weight effectively,
to give their loyalty to the group, to carryout properly the
tasks that they have accepted and generally to play an
effective part in the job that the group has taken.”

Hence it can be said that,

Motivation is a process of steering a person’s inner drives
and action towards certain goals and committing his
energies to achieve this goal.

2
 Motivation.

Motivation depends on motives and motivating.

3
 Motivation.
Nature of Motivation.
1).Based on Motives.
• Motivation is based on individual motives.
• Motives are the energetic forces within a person that drives him to action.
2) .Affected by motivating.
• Motivation is affected by the way the individual is motivated.
• It can activate the latent needs in the individual.
3).Goal-directed Behavior.
• Motivation leads to goal-directed behavior.
• Motivation has profound influence on human behavior ,in the organizational
context it harnesses human energy to organizational requirement.
4). Motivation is a continues Process.
• Human needs are unlimited hence motivation is an ongoing process.
5). Motivation can be positive or negative.
• Positive motivation implies use of pay, incentives etc., to satisfy human needs.
• Negative motivation emphasis penalties e.g., reprimand, threat of demotion,
fear of loss of job etc.,
4
 Motivation.
6). Motivation is Different from Satisfaction.
• Motivation is a drive to satisfy a want and is concerned with goal-oriented
behavior.
• Satisfaction refers to contentment experienced after the satisfaction of a want.
• Motivation is a process while satisfaction is the outcome or consequence .

Importance(Benefits) of Motivation.
 Higher Efficiency - give greater performance.
 Optimum utilization of Resources – minimise waste and cost.
 Reduction in Labour Turnover- high job satisfaction.
 Better Industrial Relations – Increased labour productivity.
 Easier Selection – abundant financial and non-financial incentives attract
competent personnel.
 Facilitates Change – reduces resistant to change.
5
 Motivation.

THEORIES OF MOTIVATION.
Some of the popular theories of Motivation are

1.Maslow’s Need Theory.

2.Herzberg’s Motivation – Hygiene Theory.
3.McGregor’s Theory X and Theory Y.
4.Alderfer’s ERG Theory.
5.Ouchi’s Theory.

6
 Motivation.

MASLOW’S NEED THEORY.

Abraham H. Maslow, an American social scientist has

developed a general theory of motivation.

According to him there seems to be a hierarchy into which

human needs are arranged .

He concluded that when one set of needs is satisfied, this

kind of need ceases to be a motivator.

7
Motivation.

8
 Motivation.
The Basic Needs placed by Maslow in an ascending order of
importance are:
1)Physiological Needs .
The physiological needs are at the first in the hierarchy because they tend to
have highest strength until they are reasonably satisfied.
These are the basic needs for sustaining human life itself such as food, water,
warmth, shelter and sleep.
Maslow’s theory says that until these needs are satisfied to a degree necessary
to maintain life, other needs will not motivate people.
2)Safety Needs.
These are the needs to be free of physical danger and fear of loosing a job,
property or shelter.
These safety needs may serve a motivators.
The organization can influence these security needs either positively through
pension plans, insurance plans etc., or negatively by arousing fears of being fired,
laid-off or demoted.
9
 Motivation.
3).Affiliation or Social Needs.
 After first two needs are satisfied, social needs become important in the need
hierarchy.
 Since people are social beings they have need to belong and to be accepted by
others.
 When social needs become dominant, they will strive for meaningful
relationship.
4). Esteemed Needs.
 As per the Maslow’s theory , once people begin to satisfy their need to belong,
they want to be held in esteem both by themselves and by others.
 Satisfaction of these needs produces feeling of self-confidence, prestige, power,
status and control.
5). Need for self-actualization.
 Self-actualization is the need to maximize one’s potential.
 Maslow regards this as the highest need in his hierarchy.
 It is the desire to become what is one capable of becoming.
10
 Motivation.
Maslow theory underlines the following,
 The urge to fulfill needs is a prime factor in motivation of people at work.
 Each higher level needs emerge before the lower level need has been completely
satisfied.
 Since one need does not disappear when another emerges, all needs tend to be
partially satisfied in each area.
 When the peak of the need is passed, that need ceases to be the motivator. It is the
unsatisfied need which regulate an individual behavior.
 The next level of need then begin to dominate.
 Even though need is satisfied, it still influences behavior because of interdependent
and overlapping characteristics of needs.
 Maslow suggest that the various need levels are interdependent and overlapping.
 The theory provides convenient conceptual frame work for the study of motivation.
 It helps to explain inter-personal and intra-personal variations in human behavior.
 Maslow’s theory should be viewed and applied as a general description of human
needs.
11
 Motivation.
HERZBERZ’S MOTIVATION-HYGIENE THEORY.
 In the late 1950’s, Fredrick Herzberg and his associates conducted a study consisting
of an intense analysis and experiences of 200 engineers and accountants in the
Pittsburg area of United States.
 They were asked to describe a few previous job experiences in which they felt
‘exceptionally good’ or ‘exceptionally bad’ about jobs.
 They were also asked to rate the degree to which their feelings were influenced by
each experience which they described.
 An analysis of their answers revealed that the feelings of unhappiness or
dissatisfaction were related to the environment in which people were working .
 On contrary feeling of happiness or satisfaction were related to their jobs.
 He also found that there are some of the job condition which operate, primarily to
dissatisfy employees when they are absent, however their presence did not
motivate them in a strong way. He has referred these set of job conditions as
maintenance or hygiene factors .
 Another set of job conditions were found to operate ,primarily to build strong
motivation and high job satisfaction, but their absence rarely proved strong
dissatisfaction and these set of job condition he referred as motivational factors.
12
 Motivation.

Hygiene or Maintenance Factors.

 According to Herzberg there are ten maintenance or hygiene factors.
They are Company Policy and Administration, Technical supervision,
Interpersonal relationship with Superiors, Interpersonal relationship
with Peers, Interpersonal relationship with Subordinates, Salary,
Job Security, Personal Life, Work Conditions and Status.
 These are necessary to maintain a reasonable level of satisfaction
among employees.
 These factors do not provide satisfaction to the employees but their
absence will dissatisfy them. Hence are called dissatisfiers.
 These are not intrinsic parts of a job but are related to conditions under
which a job is performed.
 Since any increase in these factors will not affect employee
satisfaction, these are of no use for motivating them.

13
 Motivation.
Motivational Factors.
 As per Herzberg theory the six motivational factors are
Achievement, Recognition, Advancement, Opportunity for
growth, Responsibility and Work.
 These factors are capable of having a positive effect on job
satisfaction often resulting in an increase in overall total output.
Hence are called satisfiers.
 Theses are intrinsic parts of the job i.e., related to the job contents.
 An increase in these factors will satisfy the employee however any
decrease will not affect their level of satisfaction

14
 Motivation.
Herzberg’s Two-Factor Theory.
 One striking conclusion of Herzberg theory is that one cannot
achieve higher performance by improving only wages and
working conditions.
 He stressed that key to job satisfaction and higher performance
lies in job enrichment.
 Job enrichment seeks to bring more motivation to the job by
attaching more responsibility , more intrinsically satisfying
conditions and more power over the environment.
 Herzberg finding indicate that dissatisfaction is not simply the
opposite of satisfaction or motivation. Satisfaction and
dissatisfaction are independent rather than opposite ends of
same continuum.

15
 Motivation.
Comparison of Maslow’s and Herzberg Theories of Motivation
 Herzberg’s theory is an extension of Maslow’s need priority model.
 There is a close similarity between survival needs (physiological, safety and
social needs) and dissatisfiers on one hand and between growth needs
(esteem and self actualization needs) and satisfiers on the other hand.
 Herzberg hygiene factors can be compared with Maslow’s level one to three
and motivators to level four and five.
 Maslow model is formulated in terms of human needs while Herzberg model is
in terms of goals.
 Herzberg has attempted to refined and reinforce on need priority and has
thrown new light on the context of work motivation.
 Herzberg has suggested the use of hygiene factors to avoid dissatisfaction and
the use of motivators to improve motivation and job performance.
 Maslow has given a hierarchical or sequential arrangement suggesting that
any unsatisfied need whether of lower order or higher order will motivate
individual.
 Despite these apparent differences, the two models show marked similarities.
16
 Motivation.
Comparison of Maslow’s and Herzberg Theories of Motivation.

17
 Motivation.
McGregor's THEORY X and THEORY Y.
 Prof. Douglas McGregor has developed a theory of motivation on the basis of
hypothesis relating to human behavior.
 According to McGregor the function of motivating people involve certain assumption
about human nature.
 Theory X and Theory Y are the two sets of assumptions about the nature of people.
 McGregor choose these terms because he wanted neutral terminology without any
connotation of being good or bad.

Theory X Assumptions.
The traditional assumption about the nature of people are included in Theory X as
follows.
 Average human beings have an inherent dislike of work and will avoid it if they can.
 Because of this human characteristics of disliking of work , most people must be
coerced, controlled, directed or threatened with punishment to get them to put
forth adequate effort towards the achievement organizational objectives.
 Average human being prefers to be directed, wish to avoid responsibilities, have
relatively less ambition and above all want security.
18
 Motivation.
Theory Y Assumptions.
The assumptions under Theory Y are as follows.
 The expenditure of physical effort and mental effort to work is as natural as
play or rest.
 People will exercise self-direction and self- control in the service of objective
to which they are committed. External control or the threat of punishment are
not only the means of producing efforts towards organizational objectives.
 The degree of commitment to objectives is in proportion to the size of
rewards associated with their achievement.
 Average human being learns, under proper conditions , not only to accept
responsibilities but also to seek it.
 The capacity to exercise a relatively high degree of imagination, ingenuity and
creativity in the solution of organizational problems is widely, not narrowly,
distributed in the population.
 Under the conditions of modern industrial life, the intellectual potentialities
of the average human being are only partially utilized. In reality the people
have unlimited potential.
19
 Motivation.
McGregor's THEORY X and THEORY Y.
 These two sets of assumptions are fundamentally different.
 Theory X is pessimistic, static and rigid. Control is primarily
external, that is imposed on the subordinate by the
superior.
 In contrast, Theory Y is optimistic, dynamic and flexible with
emphasis on self-direction and the integration of individual
needs with organizational demands.

20
 Motivation.

Alderfer’s ERG Theory.

 Clayton Alderfer has provided an extension of Maslow’s need hierarchy
and Herzberg’s two factor theory of motivation, particularly the former.
 ERG theory has only three categories.
 Existence needs.(similar to Maslow’s basic needs.)
 Related need.(pertaining to satisfactorily relating to others.)
 Growth needs.( referring to self-development, creativity, growth and
competence.)
 Alderfer suggest that one may be motivated by needs on several levels
at the same time.
 According to him when people experience frustration on one level, they
may focus on the needs at the lower level need category.

21
 Motivation.

OUCHI’S Theory Z.
 William Ouchi developed Theory Z after making a comparative study of
Japanese and American management practices.
 Theory Z is an integrated model of motivation.
 Theory Z suggest that organizations are human systems and their effectiveness
depends on the quality of humanism used.
 A Type Z organization has three major features.
 Trust.
 Subtlety.
 Intimacy.
 Mutual trust between members of an organization reduces conflict and lead to
team work.
 Subtlety requires sensitivity towards other and it yields higher productivity.
 Intimacy implies concern, support and disciplined unselfishness.

22
End.
23