Motivation

• Motivation can be defined as

stimulating, inspiring and inducing
the employees to perform to their
best capacity.
• Motivation is a psychological term
which means it cannot be forced
on employees. It comes
automatically from inside the
employees as it is the willingness
to do the work.
 Importance of Motivation
• Motivation helps to change from
negative attitude to positive
attitude.
• Motivation improves performance
level of employees.
• Help in achieving
the organizational goals.
 Importance of Motivation
• Motivation creates supportive
work environment.
• Motivation helps the
managers to introduce
changes.
• Reduction in Employee
Turnover.
 Nature of Motivation
• 1. Motivation is an internal feeling
which influences the human behavior.
• 2. Motivation is affected by way the
individual is motivated.
• 3. Motivation results in achieving goals
positively in the organization.
• 4. Motivation is related to satisfaction.
 Nature of Motivation
• 5. Motivation can be positive and
negative.
• 6. Motivation is a complex process as
the individuals are heterogeneous in
their expectations, perceptions and
reactions.
• 7. Motivation is stronger when it springs
from a person’s needs which are
consistent with his values.
 Theories of Motivation
• A. Maslow’s Need Hierarchy Theory
• B. Theory X and Theory Y
• C. Hezberg’s Two-Factor Theory
• D. McClelland’s Theory of Needs
• E Alderfer’s ERG Theory
• F. Vroom Expectancy Theory
• G. Equity Theory
A. Maslow’s Need Hierarchy Theory:
• A basic assumption of this model
is that as we satisfy one type of
need, other needs then occupy
our attention.
• Once we satisfy our need for
food, air and shelter, then we can
move on to safety needs, love
needs and so on.
 i. Physiological needs:
• These refer to physical or
biological needs meant for
survival and maintenance of
life.
• These include food, clothing,
shelter, air, sleep and other
basic needs.
 ii. Safety needs
• Once the physiological needs are
satisfied a person aspires for
safety needs.
• These includes security for life,
job, protection from
environment, animals etc.
• As a manager, you can account
for the safety needs of your
employees by providing the safe
and secure working conditions,
proper compensation (such as a
salary) and job security, which is
especially important in a bad
economy.
 iii. Social needs
• After the first two needs are satisfied,
social needs become important in the
need hierarchy.
• Since man is a social being , he has a
need to belong and to be accepted by
various groups.
• It includes need for acceptance, need
for belonging, need for love, affection,
friendship etc.
• As a manager, you can account
for the social needs of your
employees by making sure each
of your employees know one
another, encouraging cooperative
teamwork, being an accessible
and kind supervisor and
promoting a good work-life
balance.
iv. Esteem and status needs
• These needs are concerned
with self-respect, self-
confidence, a feeling of
personal worth, feeling of
being unique, and
recognition.
• As a manager, you can account
for the esteem needs of your
employees by offering praise and
recognition when the employee
does well, and offering
promotions and additional
responsibility to reflect your
belief that they are a valued
employee.
 v. Self-actualisation needs
• Self-actualisation is the need to
maximize one’s potential
whatever it may be.
• These needs arise only after the
four categories of need are
fulfilled.
• These needs are more like
mission, lifetime aspiration, e.g.,
leprosy eradication mission,
mission of Mahatma Gandhi to
liberate India from British Rule.
 B. Theory X and Theory Y
• Douglas McGregor has proposed
two models i.e., Theory X and
Theory Y.
• Under Theory X, managers believe
that employees inherently dislike
work and must therefore be
directed or even coerced into
performing it.
• They avoid responsibility and need to
be directed.
• While under theory y , manager
assume that employees can view work
as being as natural as rest or play and
therefore the average person can learn
to accept, and even seek responsibility.
• Good motivation makes workers
readily accept responsibility and self-
direction.
C. Hezberg’s Two-Factor Theory:
• Frederick Herzberg proposed a two-
factor theory or the motivator-
hygiene theory in 1959.
• According to Herzberg, there are
some job factors that result in
satisfaction while there are other
job factors that prevent
dissatisfaction.
 Herzberg classified these job factors into
two categories-
• i. Hygiene Factors: Herzberg used the
term ‘hygiene’ to describe factors
which are related to the conditions
under which job is performed such as
compensation, job security,
organizational politics, working
conditions, quality of leadership, and
relationships between supervisors,
subordinates, and peers.
• These factors are extrinsic to
work. Hygiene factors are also
called as maintenance factors as
they are required to avoid
dissatisfaction.
• ii. Motivational Factors: According to
Herzberg, the hygiene factors cannot
be regarded as motivators.
• The motivational factors yield
positive satisfaction. These factors
are inherent to work.
• These factors motivate the
employees for a superior
performance. These factors are
called satisfiers.
• These are: achievement, recognition,
advancement, works itself,
possibility of growth and
responsibility.
• Most of these factors are related
with job contents.
• Any increase in these factors will
satisfy the employees; however any
decrease will not affect their level of
satisfaction.
D. McClelland’s Theory of Needs:

• The theory focuses on three

needs, defined as follows:
• Need for achievement (nAch):
• Need for Power (nPow):
• Need for Affiliation (nAff):
 Need for achievement (nAch):
• it is the drive to excel, to achieve in
relation to a set of standards, to strive
to succeed. McClleland has identified
four basic features of high achievers:
• i. Always ready to take risks.
• ii. provide immediate feedback
• iii. accomplish the task easily on time.
• Iv. Preoccupied the task till its
completion.
 Need for Power (nPow):
• Need for Power (nPow): it is the
need to manipulate others or
the drive for superiority over
others. People with high power
need have a great concern for
exercising influence and control.
 Need for Affiliation (nAff):
• It is a need for open and sociable
interpersonal relationships.
• In other words, it is a desire for
relationship based on co-operation
and mutual understanding.
• Such individuals are effective
performers in a team. These
people want to be liked by others.
E. Alderfer’s ERG Theory:
• Clayton Paul Alderfer, an American
psychologist further expanded
Maslow’s hierarchy of needs by
categorizing the hierarchy into his
ERG theory (Existence, Relatedness
and Growth).
• Alderfer has categorized the various
needs into three categories:
• Existence Needs: it consists of
physiological and safety needs such
as hunger ,thirst etc (Maslow’s first
two levels)
• Relatedness Needs: it consists of
social and external esteem needs
that involve relationship with other
people. (Maslow’s third and fourth
level).’
• Growth Needs: it consists of self-
actualization and internal
esteem needs like feeling of
being unique, feeling of personal
growth etc. (Maslow’s fourth
and fifth level)
 F. Vroom Expectancy Theory:
• This theory was first proposed by
Victor Vroom of the Yale School of
Management in 1964. Expectancy
theory says that employees will be
motivated to exert a high level of
effort when they believe:
• That effort will lead to a good
performance appraisal;
• That a good appraisal will lead to
organizational rewards, such as
bonus, a salary increase, or a
promotion; and
• That the rewards will satisfy the
employees’ personal goals.
• The Expectancy theory states that
an employee's motivation is an
outcome of what proportion a
private wants a gift, the assessment
of the likelihood that the trouble
will cause expected performance
and therefore the belief that the
commission will be rewarding.
• Expectancy theory must
focus on three things
i.e. Efforts (E),
Performance (P) and
Outcomes (O).
 G. Equity Theory:
• The equity theory of motivation
directly relates a person's
motivation to their perception of
fairness, known as "equity.“
• This means that your motivation is
highly correlated to fairness and
justice, both in the workplace as
well as in the outside world.
 ROLE OF MANAGER
• Ultimately, managers have the
greatest influence on an employee's
motivation.
• Even though someone's manager
can't substantially affect the
company's structure, culture and
reward systems, the manager can link
performance to recognition, bonuses
and good work assignments.
 MORALE
• Morale represents the attitudes of
individuals and groups in an
organisation towards their work
environment.
• Morale is an indicator of the attitude of
employees towards their jobs, superiors
and their organisational environment.
• It is a collection of the employees’
attitude, feelings and sentiments.
 MORALE
• High morale is characterized by positive
attitudes, motivation, enthusiasm, and
a sense of wellbeing.
• Examples of high employee morale
include: High job satisfaction:
Employees express satisfaction with
their roles, tasks, and responsibilities.
They find their work meaningful and
fulfilling.
THANK YOU