Motivation, Types and Theories of motivation

1. Made By
Sadhana Banerji
Assistant Professor

2. Meaning
 Motivation is something that motivates a person into action
and continues him in the course of action enthusiastically.
 Motivation is able to generate in men the willingness to use
their ability and perform the work.
Motivation is a process consist of
 The motive
 The drives, desires, appraisal, etc.
 Attainment of the objective.

3. Definitions
 “ Motivation means a process of stimulating people
to action to accomplish desired goals” – Scott
 “Motivation refers to the way which urges, derives,
desires, aspirations, striving, or needs directs control
or explain the behavior of human being”
-- McFarland

4. Features
1. It is a psychological phenomenon.
2. It is an internal feeling.
3. Motivation is based on needs. ( may be fundamental or
ego-satisfaction needs)
4. It produces goals-directed behavior.
5. Motivation contains systems orientation.
6. Motivation can be either positive or negative.

6. Motivation
 Definition: The set of forces that cause people
to behave in certain ways.
 The Motivation Framework
Need
(Deficiency)
Evaluation of
need satisfaction
Search for
ways to
satisfy need
Determination of future needs
and search/choice for need
satisfaction
Choice of
behavior to
satisfy need

7. PROCESS OF
MOTIVATION
FELT NEED OR
DEFICIENCY
SEARCH FOR
ALTERNATIVE TO
SATISFY THE NEED
SELECTING
THE MOST
SUITABLE
ALTERNATIVE
CARRYING OUT
THE CHOSEN
OPTION
EVALUATION OF
NEED
SATISFACTION
DETERMINATION
OF
FUTURE NEED
1 2
3
4
5
6

8. Process of motivation
1) Felt a need :This process begins wherever the individual
working in the organisation develops a need and wants to fulfill
that need.
2) Search for alternative to satisfy the need: After feeling the
desire to fulfill the need, the employee starts searching for
various ways & means to satisfy his need.
3) Selecting the most suitable alternative; After finding
different ways & means to satisfy the need, the employee selects
the way or alternative which suits him the most.
4) Carrying out chosen option; After selecting the alternative
the employees starts behaving according to the requirement of
that alternative.

9. 5) Evaluation of need satisfaction; If his need is satisfied or
not. If it is not satisfied he goes to next step & looks for
a new need, but if it is not satisfied then he goes up to
step 2 & selects other alternatives to satisfy his need.
6) Determination of future need; After fulfilling one need
the employees start developing another need & whole
of the process is repeated.

12. Importance
 It is one of the most important factors determining organizational
efficiency. The performance of human beings in the organisation is
dependent on the ability & motivation.
ABILITY MOTIVATION PERFORMANCE
Motivation increase the willingness of the workers to work, thus
increases efficiency & effectiveness of the organisation.

13. Importance of motivation may be judged on the following factors;
1) Effective use of human resources; effective & efficient use of
resources depends upon the ability & readiness of work force.
Thus team of highly motivated employees greatly help in making
optimum use of available resources for achieving objectives.
2) Higher efficiency; Motivation & efficiency have direct
relationship. Highly motivated employees make full use of their
energy & other abilities to raise the existing level of efficiency.
3) Accomplishment of organizational goals; Highly motivated
employees would make goal oriented efforts. They are more
committed & cooperative for seeking organizational goals.

14. 4) Reduced labour turnover and absenteeism; highly motivated
employees are more loyal and sincere therefore they remain
punctual & regular in their work schedule & prefer to stay on the
job for longer period of time.
5) Healthy industrial relation; effectively motivated employees get
more satisfaction & carry high morale which makes them more
disciplined. In such cases, the possibility of industrial disputes &
unrest is reduced to minimum & industrial relations get
improved.
6) Improved corporate image; when employees are motivated, they
give max. output, they maintain self discipline & productive
internal environment in the organisation ultimately goes under
better impression to the outsiders dealing with an organisation &
its image is enhanced.

15. Positive And Negative Motivation
Motivation is concerned with inspiring the man to work to get the best
result.
POSITIVE MOTIVATION; In real sense motivation means POSITIVE
motivation. This kind of motivation induces people to do best
possible manner & to improve their performance. Such rewards
may be FINANCIAL or NON-FINANCIAL.
 FINANCIAL MOTIVATION may include different incentives, wage
plans, productive bonus scheme, etc. these incentives provides
employees with better standard of life & seeks to create a brighter,
more cheerful & optimistic atmosphere in the enterprise.
 NON-FINANCIAL MOTIVATION; It includes promotion, praise of
work, participation in the management, social recognition, etc. it
satisfies age of a man.

16. Negative motivation;
 This aims at controlling the negative efforts of the work & seeks to
create a sense of fear for the worker, which he has to suffer for the
lack of good performance.
 It is based on the concept that if a person fails in achieving the
desired results, he should be punished.
 Punishments fears for loss of job, reprimands ( scolding), etc. are
usually taken to direct the worker in the desired direction.
 This motivation may be MONETARY i.e. wages may be cut in case if
he produce below a certain level.
 NON-MONETARY negative motivation may include reprimands, cut
in facilities & greater control on the activities.

18. Have a look!
Be Thankful to God.
Think Big.
Never Give up.

20. Theories of Motivation
Maslow’s Need Hierarchy
.Abraham Maslow, an eminent US psychologist, has classified
human needs in a logical convenient way that has an important
implications for managers.
Maslow viewed human motivation as a hierarchy of five ranging
from most basic physiological needs to the highest needs for self
actualization .

24. 1. Physiological needs
These are most basic needs including food ,shelter, clothing. These
needs are most powerful motivators as individual cannot survive
without them. The employees develop these needs for their
survival that’s why they are at the top in the sequence. These
needs can be satisfied when the monetary incentive are the
employers.
2. Safety Needs
After the satisfaction of physical needs to a relative extent, one
feels concerned about safety from future uncertainty, enemies and
other threats. These are essentially needs of self-preservation. At
this stage an individual begins to think for future and makes efforts
to provide for rainy days. It is concluded by Maslow that,
employees need sufficient wages to feed, to take shelter to protect
them their families and a safe working environment before
attempting to satisfy other needs of the higher order.

25. 3. Social Needs : After having secured satisfaction for physical
needs and safety and protection for future, one focuses next on
satisfying needs of love and affection which are known as social
needs. Social needs include the need to love and be loved and the
need to belong and be identified with a group. Though this needs
in strongly felt by an individual is respect of family, it also affects
works environment. As with the first two levels of need, relative
satisfaction of social needs gives rise to next higher level need.
4) Esteem Needs : Employees in the organization who perceive
themselves as worthwhile are said to have esteem needs. Much
of our self-respect comes from being accepted and respected by
others but esteem needs will emerge only when other lower
category of needs are satisfied to a relative extent. Esteem needs
include need for self-respect by other and appreciation from
others, status and prestige in the society etc.

26. 5. Self actualization Needs :
 At the top of Maslow’s hierarchy of needs, there lies the need
of self actualization.
 It is an open ended, because it relates to the need to become
more and more what one is to become everything that one is
capable of becoming.
 It includes need for realization of one’s full potentials of
development, maturity and autonomy.
 On the relative satisfaction of this need an individual becomes
growth oriented, self – directed, detached and creative. But in
organization he hardly achieves self-realization. However, the
creativity of an individual in producing new and practical ideas,
in bringing about productivity and innovation and in reducing
cost that might satisfy some of the needs of self-actualization.

27. Regarding need theory of Maslow, the
following observations may be made.
1) Hierarchy of needs has been prepared in logical
sequence and needs have been put into different levels
according to their effect and dominance on human
behavior and his performance.
2) Individuals generally attempt to satisfy their basic needs
first which are lying on the lower side of hierarchy.
3) Maslow made it clear that need or deprivation (lack) of
some thing affects and dominates one’s behavior.

28. 4. Lower category needs require prior attention as compared to the
higher order needs and lower level needs are more powerful and
pressing
5. Relative satisfaction of one category needs gives rise to another
level of needs and it continues till the last level.
6. If the need is satisfied, it remains no more a motivator and it is
only unfulfilled needs which affect human behavior.

29. Merits of the theory
1. The theory helps to explain why one man behaves differently from another in
a similar situation, and at the same time suggests something that all men
have in common.
2. The theory extends to all areas of man’s life instead of being limited to the
work situation only. Because Maslow attempts to explain motivation in all
phases of life, his theory is useful to teachers , ministers, and many others in
positions of leadership.
3. The theory gives some insight into history and future trends. For example, in
the nineteenth century there was emphasis on the satisfaction of
physiological needs. People wanted more wages. Then came the emphasis on
security. Several workmen compensation and provident fund laws and social
security measures came into being. This suggests that in future, the three
high-order needs will dominate employee relations.
4. The theory points out a fact which is ignored in the conventional approach
to the management of people, namely, a satisfied need is not a motivator of
behavior.

30. Critical Appraisal
 The hierarchy of basic needs is not always fixed. The order in
which the need become stronger is not rigid. Different
people may have different orders.
For example, in the case of creative people like singers,
painters, etc. their self-actualization needs may become the
dominant motivation force even before their lower order
needs are satisfied.
 Similarly, in the case of frustrated people whose attempts to
satisfy needs at a higher-level have repeatedly failed, lower
level needs may again become the dominant motivating
force because these people may regress and redirect their
efforts toward these needs.
Sometimes all needs simultaneously operate within an
individual. For example, a person may be hungry and at the
same time need love and affection.

31. Herzberg’s Two-Factor Theory
 This theory is an extension of the need hierarchy model
of A.H. Maslow.
 In 1950s Herzberg & his associates conducted extensive
interviews of about 200 engineers & accountants to find
the forces which motivate them at work.
 The conclusions based on this survey is called
Herzberg’s Theory of motivation.
 According to this theory, there are two factors which
affect motivation. These factors are
1. HYGIENE FACTORS, &
2. MOTIVATORS.

33. 1). HYGIENE FACTORS;
 The first group of factors are called by Herzberg as
extrinsic, hygiene, maintenance or job context factor
 They relate to the environment & are external to the
job.
 They include
a) Company policy & administration.
b) Technical aspects of supervision.
c) A good relationship with one’s supervisor.
d) A good relationship with one’s peers.
e) A good relationship with one’s subordinates.
f) A fair salary.
g) Job security.
h) Personal life.
i) Good working conditions.
j) Status.

34.  The presence of hygiene factors does not cause motivation or
positive satisfaction, though their absence cause
dissatisfaction.
 They are, therefore, dissatisfiers & not motivators.
 They merely help in avoiding dissatisfaction & problems it
creates, such as absenteeism, turnover & grievances.
 These factors are necessary to maintain a reasonable level of
satisfaction in the employees.
2). MOTIVATORS:
 The second class of factors are referred as intrinsic, job
content or motivation factors or motivators or satisfiers.
 These factors include;
a) Opportunity to accomplish something significant.
b) Recognition for significant accomplishments.
c) Chance for advancement.
d) Opportunity to grow & develop on the job.
e) Chance for increased responsibility.
f) The job itself.

35.  Their absence does not cause dissatisfaction but their
presence has an uplifting effect on the motivation as they
relate directly with the job itself.
Merits of the Herzberg's theory
 Herzberg’s theory has received a great deal of attention.
His work is a complement to the need-hierarchy concept;
 Its focus is directly work-related.
 He has drawn attention to the importance of the content
of the job in work motivation.
 He deemphasises economic motivation

36. According to Herzberg, one important way to increase intrinsic
job satisfaction is through job enrichment.
 By job enrichment is meant the deliberate upgrading of
responsibility and challenge in work.
 Job enrichment should be distinguished from job enlargement
in which a job is made structurally bigger by adding other tasks
from the horizontal chunk. (level)
According to Herzberg, this does not motivate a worker because
the mere increase in the size of his task does not make it more
interesting.
 Job enrichment makes a job more interesting by increasing its
planning and controlling contents and reducing its doing content.

37. This can be accomplished in several ways, such as by :
(a) Eliminating a layer of supervision.
(b) Increasing worker’s autonomy and authority (e.g., when to start
and stop and work, when to have a break, to plan work, to assign
priorities, to decide work methods, to solve important problems
independently, and so on).
(c) Giving worker a complete natural unit of work. A natural unit of
work calls for a variety of skills and increases one’s task identity
because one can clearly see one’s contribution.
(d) Giving direct feedback to the worker without the supervisors
coming in between. Workers feel more happy when they receive
comments from the clients directly, and
(e) Introducing new and more difficult tasks not previously handled.

40. Critical Appraisal
The theory has been criticized for a number of reasons. These are
as under :
1) The theory is based on a sample of 200 accountants and
engineers. Critics ask whether this limited sample can justify
generalizing to other occupational groups with different
technology, environment and background.
2) Person, when satisfied, attribute the causes of their feeling
to themselves. When they are dissatisfied, they attribute
their own failures to the causes outside themselves.
Therefore, the ego defenses are at work when people say
they are satisfied or dissatisfied.

41.  This theory is based on delineation between satisfiers (
motivators) & dissatisfiers ( hygiene). This is obviously doubtful
& inaccurate. Salary may be dissatisfiers for some person &
satisfiers for other person. Therefore hygiene & motivators
should not be the considered as absolute category.
 The theory focus too much attention on the satisfaction,
dissatisfaction rather than on the performance level of the
individuals.
 This theory does not pay more importance to the pay status or
inter-personal relationship which are generally held as
important contents of satisfaction.
 The theory is most applicable to knowledge workers, i.e.,
managers, accountants, engineers, etc. studies of lower level or
manual workers are less supportive of the theory.

43. McGregor’s Theory

44. Theory X
Theory X is traditional theory of human behavior.
According to this theory, workers are inherently
lazy, passive and unambitious.
Therefore, there is a need for control and direction
over workers.
People at work are to follow the directives of the
management and cannot suggest what they think
to be correct.

45. Theory X
This theory is based on following assumptions:
The average workers in an organization basically dislikes work and
by nature is indolent (lazy, lethargic) and avoid works whenever
possible.
They are usually self-centered and they cares little for the
organizational goals.
They are usually lazy and have no ambition.
They try to avoid responsibility and have only desired security.
The average workers actually prefers to be directed to being left on
their own.
Because of the human nature of dislike for work, most of the
worker must be forced, controlled, directed, threatened punished
to get them to put adequate efforts towards the achievement of
organizational behavior.
Thus, management should rely more on discipline, punishment,
close supervision, etc.

46. McGregor’s Assumptions
About People Based on Theory X
 Naturally indolent (lazy)
 Lack ambition, dislike responsibility,
and prefer to be led
 Inherently self-centered and
indifferent to organizational needs
 Naturally resistant to change
 Gullible (easy to fool), not bright,
ready dupes ( cheat, fool)
Adapted from Table 5.1 which is from “The Human S ide of Enterprise” by Douglas M. McGregor, reprinted from ManagementRev ie w, November 1957. Copyright1957
American Manage mentAssoc ia tion International. Reprinted by permiss ion of American Management Associa tion Interna tional, New Yor k, NY. Allr ights reserved.
http://www.am anet.org.

47. Theory Y
McGregor realized that theory X’s assumptions about human
behaviour is not always true. As such, he developed an alternate
theory of human behaviour, called “theory Y”. This theory
represents democratic approach. Theory Y indicates the individual
and organisation both and highlights the need of improving and
utilizing inner motivation. The assumptions of this theory are as
follows:
1. The average human being does not inherently dislike work.
Depending upon controllable conditions, work may be a source of
satisfaction.
2. External control and threats of punishments are not the only means
for bringing about efforts towards organisation objectives.
3. Commitment to objective is a function of the reward associated
with their achievements.
4. The average human being learn not only to accept but to seek
responsibility.
5. Under condition of modern industrial life, the intellectual
potentialities of the average human being are only partially utilised.

49. Theory Y
 The assumptions of theory Y suggests a new approach in
management.
 It emphasizes on the cooperative endeavor of management and
employees.
 The attempt is to get maximum output with minimum amount of
control and direction.
 Generally no conflict is visible between organizational goals and
individual goals.
 Thus, the attempts of employees which are in their best interest
are also in the interest of organisations.

50.  Since theory ‘X’ and ‘Y’ represents diametrically opposites view of
human nature.
 Theory ‘Y’ has been advanced to suggest that human beings
combine a bit of both according to circumstances if we relate the
above theories to Maslow’s hierarchy of needs it may be said that
theory ‘X’ may be more applicable where a man is concerned with a
lower level of needs.
 Once he had a adequate level of satisfaction of the basic
physiological and safety needs. Theory ‘Y’ may be used for making
an appeal to a higher level needs.

52. Comparisons
Theory X Theory Y
The average person has an
inherent dislike for work and
will avoid it if he or she can.
Because of the human
characteristic of dislike of
work, most people must be
coerced, controlled, directed
and threatened with
punishment to get them to
put forth adequate effort
towards the achievement of
organizational objectives.
The expenditure of physical
and mental efforts in work is
as natural as play or rest,
People will exercise self-
direction and self-control in
the service of objectives to
which they are committed.
commitment to objective is a
function of the rewards
associated with achievement.

53. The average persons prefer
to be directed, wishes to
avoid responsibility, has
relatively ambition, and want
security above all.
The satisfaction of
physiological and safety
needs will motivate workers.
The average persons learns
under proper conditions not
only to accept but to seek
responsibility.
The satisfaction of
physiological and safety needs
is not only source of
motivation. Social, esteem
and self-actualization needs
are also important.
Theory X Theory Y

54. In order to get work from
theory X people, they
must be supervised
closely and strictly.
Autocratic style of
leadership is more
effective.
This theory applies to
illiterate and unskilled
workers.
There is no need of close
and strict supervision to
get work from theory Y
people. Participative
style of leadership is
more effective.
This theory applies to
educated and skilled
people who occupy
higher positions in
organisation.
Theory X Theory Y

55. Critical appraisal of McGregor’s contribution
 Theory X and theory Y represents two extremes to draw the fencing within
which the organizational man is seen to behave.
 No man would belong exclusively either to theory X or theory Y. He shares the
traits of both in varying degrees under different situations.
 Neither of the two is applicable fully in all the situations and to all type of
employees.
 Theory X is applicable to unskilled and uneducated low level workers, whereas
theory Y is more applicable to skilled and educated employees who are
matured enough and understand their responsibility.
 Therefore management has to use an amalgamation of both the theories to
motivate the different kinds of employees at different levels in the
organisations.

56. Vroom’s Valence expectancy theory
The likelihood is probabilistic in nature and describes that relationship
between an act and an outcome. For example, if a student works
hard, he expects to do well in the final examination. The value of
expectancy ranges from 0 to +1.
If the individual feels that chances of achieving an outcome are zero,
he will not even try. On the other hand, if expectancy is higher, the
individual will put higher efforts to achieve the desired outcome.
 Instrumentality (performance-reward Probability). This factor relates to a
person’s belief and expectation that his performance will lead to a
particular outcome or reward.
 It is the degree of association of first level outcome of a particular
effort to the second level outcome, which is the ultimate reward.
For example, working hard may lead to better results, which is the
first level outcome, which may result like raise in pay or
performance will not lead to expected rewards, he will not be
motivated, to work hard for better output.