motivation in an organisation-B.V.Raghunanadan
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motivation in an organisation-B.V.Raghunanadan



explains various motivational theories, the limitations of modern HR practices and guidelines for an optimal HR policies

explains various motivational theories, the limitations of modern HR practices and guidelines for an optimal HR policies



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    motivation in an organisation-B.V.Raghunanadan motivation in an organisation-B.V.Raghunanadan Presentation Transcript

    • Motivation and Organisations -B.V.Raghunandan, SVS College, Bantwal Alva’s College’ Moodbidre August 19,2010
    • What it is…….
      • The forces that instigate or incite a person or a group of persons to carry out an act or to indulge in an endeavor
      • The process whereby the people in an institution are driven to achieve the objectives of the organisation
    • Complexities arise due to…..
      • Complexities of human mind
      • Loose system of administration
      • Inadequate monitoring
      • Inept handling of issues
      • Favouritism
      • Incompetent leadership
      • Lack of vision for the organisation
    • Importance of Motivation Study
      • Excellence in performance
      • Quality in work place
      • Higher productivity
      • Understanding people
      • New frontiers in technology
      • Development of skills
    • Theories of Motivation
      • Classical Theories
      • Modern Theories
    • Classical Theories
      • F.W.Taylor’s Scientific Management
      • Elton Mayo’s
      • Human Relations
      • Model
    • Modern Theories
      • Maslow’s ‘need hierarchy’ theory
      • Herzberg’s ‘Two Factor’ Theory
      • McClelland's ‘Achievement’ Theory
      • Alderfer’s ‘ERG’ Theory
      • Murray’s ‘manifest needs’ Theory
    • Abraham Maslow
      • Born in 1908 in New York and died in 1970
      • Did Ph.D in psychology in 1934 in Wisconsin University
      • Based on that, studied the behaviour of rhesus monkeys
      • Published, ‘Motivation and Personality’ in 1954-Hierarchy of Needs
    • Maslow’s Need Hierarchy
      • Physiological needs
      • Safety
      • Social Needs
      • Esteem
      • Self-actualisation
    • Frederick Irving Herzberg
      • 1923-2000
      • American Psychologist
      • Published in 1968,
      • ‘ One More Time, How Do You Motivate Employees?’
      • -studied in City College of New York
      • -worked in University of Utah
    • Herzberg’s TWO Factors
      • Motivators/Satisfaction
      • Achievement
      • Recognition
      • Work itself
      • Responsibility
      • Promotion
      • Growth
      • Hygiene/Dissatisfaction
      • Pay & Benefits
      • Co. Policy & Admn
      • Relationship with co-workers
      • Supervision
      • Status
      • Job Security
      • Working conditions
      • Personal life
    • McClelland's ‘Achievements’ Theory
      • Doing the impossible
      • Task likely to receive the appreciation of many
      • Money, power, and recognition
      • Self-esteem and self-actualisation
      • The objective may be only a zero beyond the acievement
    • Clay Alderfer
      • Grew up in Bethleham, Pennsylvania
      • Senior faculty at Yale University
      • Research in human needs in organisation
      • Inter-group relations theory
    • Alderfer’s ERG Theory
      • Existence
      • Relatedness
      • Growth
    • Strategies for Motivation
      • Theories are silent
      • Religions like Zoarashtrianism preaches treating employees as members of one’s own family
      • Zen Buddhism
      • Treating them as equals
      • Calling for suggestions
      • Offering life-time employment as Japanese do
    • Modern HR Practices
      • Look at the employees doubtfully
      • Consider them as the machines of production
      • Hypocritical statements of equality
      • Mainly aim at extracting the maximum work
      • Regard the employees as expendable and replaceable
    • Basic Defects of HR Practices
      • Relying heavily on western practices
      • Social Qualities are not developed
      • Too much orientation towards machines and technology
      • No attempt to develop normalcy in individuals
      • Institutional loyalty is ignored
      • Passion, Spiritualism and Selflessness not stressed upon
    • The Best Strategy
      • Treat him for what he is
      • i.e., a human being