2. What Is Motivation?
Motivation is derived from Latin words
movere which means “to move”
Motivation is the result of processes, internal
or external to the individual, that arouse
enthusiasm and persistence to pursue a
certain course of action.
3. Importance Of Motivation
In Industry
•
High Employee Performance
•
Low employee turnover and absenteeism
•
Better Organizational Image
•
Better Industrial relations
•
Acceptability to change
•
Better quality orientation
•
Better Productivity
5. Abraham Maslow
Abraham was born in Brooklyn since 1908 –
1970.
Maslow was a psychologist who studied the
lives and activities of individuals that he
found considered them to be “successful
and productive”.
Maslow’s is a famous theory which
encompass everything from basic needs to
self-actualization in order to demonstrate
what motivates people.
6. Maslow Theories
This theory
There are 5 levels of needs
All these needs are arranged in a hierarchy
Once one level is satisfied, the next level will emerge as the depressed
need seeking to be satisfied
The physiological and security needs are finite but the needs of higher
order are infinite and are likely to be dominant in persons at higher
levels in the organization.
Maslow suggests that various levels are interdependent and overlapping.
8. Physical Needs
Level One
• Physiological needs are those required to sustain
life, such as:
–
–
–
–
Air
Water
Nourishment
Sleep
• According to Maslow's theory, if such needs are
not satisfied, then one's motivation will arise
from the quest to satisfy them. Higher needs such
as social needs and esteem are not felt until one
has met the needs basic to one's bodily
functioning.
9. Safety Needs
Level Two
• Once physiological needs are met, one's attention
turns to safety and security in order to be free
from the threat of physical and emotional harm.
Such needs might be fulfilled by:
–
–
–
–
Living in a safe area
Medical insurance
Job security
Financial reserves
• According to Maslow's hierarchy, if a person feels
that he or she is in harm's way, higher needs will
not receive much attention.
10. Social Needs
Level Three
• Once a person has met the lower level
physiological and safety needs, higher level
needs become important, the first of which
are social needs. Social needs are those
related to interaction with other people and
may include:
– Need for friends
– Need for belonging
– Need to give and receive love
11. Esteem Needs
Level Four
• Once a person feels a sense of "belonging", the need to feel
important arises. Esteem needs may be classified as
internal or external. Internal esteem needs are those
related to self-esteem such as self respect and
achievement. External esteem needs are those such as
social status and recognition. Some esteem needs are:
–
–
–
–
–
Self-respect
Achievement
Attention
Recognition
Reputation
• Maslow later refined his model to include a level between
esteem needs and self-actualization: the need for
knowledge and aesthetics.
12. Self - Actualization
Level Five
• Self-actualization is the summit of Maslow's hierarchy of needs. It is
the quest of reaching one's full potential as a person. Unlike lower
level needs, this need is never fully satisfied; as one grows
psychologically there are always new opportunities to continue to
grow.
• Self-actualized people tend to have needs such as:
–
–
–
–
Truth
Justice
Wisdom
Meaning
• Self-actualized persons have frequent occurrences of peak
experiences, which are energized moments of profound happiness
and harmony. According to Maslow, only a small percentage of the
population reaches the level of self-actualization.
13. Implications for Management:
If Maslow's theory holds, there are some
important implications for management. There
are opportunities to motivate employees
through
management style
job design
company events
and compensation packages, some
examples of which follow:
15. Continuation
However, not all people are driven by the same
needs - at any time different people may be
motivated by entirely different factors. It is
important to understand the needs being pursued
by each employee.
To motivate an employee, the manager must be
able to recognize the needs level at which the
employee is operating, and use those needs as
levers of motivation.
16. Criticism
Researchers have proved that there is lack
of hierarchical structure of needs as suggested by
Maslow, as
Some people may have deprived of lower level
needs but strive for self actualization.
There is little evidence to suggest that people are
motivated to satisfy only one need level at a time
There is a conflict between needs
18. Frederick Herzberg
• Frederick Irving Herzberg: April
18th 1923 - January 19th 2000 in
Massachusetts.
• He was an American
psychologist.
• One of the most influential
names in business management
for introducing:
Job enrichment
The Motivator-Hygiene theory.
19. All About Two Factor Theory
Two Factor Theory states that there are certain
factors in the workplace that causes in job
satisfaction, while a separate set of factors cause
dissatisfaction.
20. The Dual Structure Theory
• Herzberg proposed the Motivation-Hygiene
Theory, also known as the The Dual Structure
Theory or Two factor theory (1959) of job
satisfaction.
• According to his theory, people are influenced
by two sets of factors:
Motivatoion Factors
Hygiene Factors
21. Fundamentals
• Satisfaction and dissatisfaction are not on a
continuum with one increasing as the other
diminishes, but are independent phenomena.
• This theory suggests that to improve job
attitudes and productivity, administrators
must recognize and attend to both sets of
characteristics and not assume that an
increase in satisfaction leads to an decrease in
unpleasurable dissatisfaction.
22. • Satisfaction which is mostly affected by the
"motivator factors". Motivation factors help
increase the satisfaction but aren't that affective
on dissatisfaction.
• Dissatisfaction is the results of the "hygiene
factors". These factors, if absent or inadequate,
cause dissatisfaction, but their presence has little
effect on long-term satisfaction.
23. Factors Affecting Job Attitudes
Leading to Dissatisfaction
Leading to Satisfaction
Company policy
Achievement
Supervision
Recognition
Relationship w/Boss
Work itself
Work conditions
Responsibility
Salary
Advancement
Relationship w/Peers
Growth
24. Implications for Management
• If the motivation-hygiene theory holds,
management not only must provide hygiene
factors to avoid employee dissatisfaction, but
also must provide factors intrinsic to the work
itself in order for employees to be satisfied
with their jobs.
• Herzberg argued that job enrichment is
required for intrinsic motivation, and that it is
a continuous management process.
25. Criticism
• Critics of Herzberg's theory argue that the
two-factor result is observed because it is
natural for people to take credit for
satisfaction and to blame dissatisfaction on
external factors.
• Furthermore, job satisfaction does not
necessarily imply a high level of motivation or
productivity.
