Professional Documents
Culture Documents
Theories of Motivation
Theories of Motivation
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Self actualization needs
Physiological Needs
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Physiological needs:
Basic needs i.e. shelter, clothing and other necessities of life. Try to acquire these basic needs.
Safety needs:
concerned with physical and financial security.
Provision of old age, insurance against risk, medical insurance and other protective measures to safeguard the satisfaction of physiological needs in future which may be unpredictable.
Social needs:
Man being social animal is always interested to live in a society. Company of friends, relatives and other groups such as work groups.
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Esteem needs:
Concerned with self respect, self confidence, recognition, prestige, power and control. Ego satisfaction and sense of self worth.
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This theory has been appreciated: Helps in understanding how to motivate the employees. Simple and easy to understand. Criticism : Lack of hierarchical structure of needs. Lack of direct cause and effect relationship between need and behavior. Sometimes, the person may not be aware about his own needs. How can the managers come to know about these needs?
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1.
Hygiene factors:
These factors do not motivate people, but simply prevent dissatisfaction. Such factors do not produce positive results but prevent negative results. There are ten hygiene factors .
1. 2. 3. 4. 5.
Company policy & Administration Technical Supervision Inter personal relations with supervisors Inter personal relations with peers Inter personal relation with subordinates Salary Job security Personal life Working condition Status
6. 7. 8. 9. 10.
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2. Motivational factors:
These factors have positive effect on job satisfaction and result in increased output. These factors have positive influence on morale, satisfaction, efficiency and productivity. 1. 2. 3. 4. 5. 6. Achievement Advancement Possibility of growth Recognition Work itself Responsibility
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Conclusion : Managers have been very much concerned with hygiene factors. As a result, they have not been able to obtain the desired behaviour from the employees. In order to increase motivation, it is necessary to take into consideration motivational factors. Criticism : Not conclusive (white collar workers may like responsibility and challenging jobs but general workers are motivated by pay and other benefits) Methodology is defective It ignored job satisfaction of the workers.
Theory X:
Assumptions: Dislike work Employees are lazy so they must be controlled, threatened with punishment to achieve goal. Avoid responsibility Most workers Place security above all other factors
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Theory Y:
Assumptions: Does not dislike work. Self direction and self control Like responsibilities Commitment to objectives Innovative and creative decisions. Conclusion : Theory X is more applicable to unskilled workers Theory Y is more applicable to educated, skilled and professional employees Management should use a combination of both the theories to motivate different employees
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Value of reward Ability
Perceived equitable rewards
Intrinsic rewards
Efforts
Performance accomplishment
Extrinsic rewards
Role perception
Satisfaction
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1. Value of reward: Rewards that are likely to be received from doing the job will be attractive to
people. If the reward is attractive then individual will put some efforts.
2.
Based on the reward and effort reward probability, people can decide to put in certain level of work effort.
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3. Effort:
It refers to the amount of energy which a person exerts on a job.
4. Performance :
Efforts leads to performance. Performance will depend upon the amount of effort, abilities, traits and role perception.
5. Rewards:
Performance leads to certain outcomes in the shapes of two types of rewards like extrinsic and intrinsic rewards. Extrinsic rewards are the external rewards given by others in an organization. Intrinsic rewards are internal feelings of job, self esteem and sense of competence.
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6. Satisfaction :
An individual will compare his actual reward with perceived reward. If actual reward meet or exceed perceived rewards then individual will satisfied otherwise not.
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Significance of Porter and Lawler model: Guide the mangers that match the abilities and traits of individuals to the requirements of the job. Managers should carefully explain to the subordinates their roles or what they must do to be rewarded. Managers should explain the actual performance expected from the subordinates. In order to motivate, appropriate reward must be given to the subordinates. Make sure that rewards dispensed are valued by the employees.
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3. Need for Affiliation:
Some people need friendly relationships. Such people are more interested in those jobs which provide opportunities for social interaction.
Limitations: Lack of direct cause and effect relationship between need and behavior. Sometimes, the person may not be aware about his own needs. How can the managers come to know about these needs? Physiological and safety needs are more important as compared to McClellands needs.