This document summarizes several theories of motivation: Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's learned needs theory, and Adams' equity theory. It provides details on the key aspects of each theory, such as the types of needs or factors in their models, and compares some of the major motivation theories. The document appears to be part of a presentation on management concepts and theories of motivation.

1. ‘’ MANAGEMENT CONCEPT AND APPLICATION’’
Master OF Business Administration
Session (2014-2016)
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2. Presented By
Satish,Sonu,Rajeev, Kumari Pooja
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4. Contd……..
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6. Contd……..
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11. •Negative motivation are those whose purpose is to
correct the mistakes or defaults of the
employees
• An example of Negative motivation:
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13. THEORIES
OF
MOTIVATION
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14. THEORIES OF MOTIVATION
Maslow’s needs hierarchy theory
Douglas McGregor’s Theory X and Theory Y
Herzberg’s Motivation-Hygiene Theory
Clayton Alderfer’s ERG Theory
David McClelland’s Theory of Needs
John Stacey Adams Equity Theory
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15. Maslow’s needs hierarchy theory
Abraham Maslow was a leading
psychologist
He had developed the
“Hierarchy of Needs”
Born in 1908,New York
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16. NNeeeedd HHiieerraarrcchhyy
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17. Physiological Needs
These needs are:
•Food
•Shelter
•Cloths
•Relief from pain
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18. Safety and security Needs
These needs are:
•Jobs security
•freedom from threat
•security from
threatening events
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19. Social and love Needs
These needs are:
• Need for friendship
•Need for interaction
•Need for love
•Need for family
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20. Esteem Needs
These needs are:
•Need for self-esteem
•Respect from others
•Confidence
•Respect to others
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21. Self-actualization
These needs are:
•Self satisfaction
•Need for creativity
•Need to fulfill oneself by
maximizing the use of
abilities
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22. Assumption of Maslow’s needs hierarchy theory
Maslow’s theory rests on a number of
basic assumptions:
• Lower-level needs must be satisfied
before higher-level needs become
motivators
• A need that is satisfied no longer
serves as a motivator
• There are more ways to satisfy higher-level
than there are ways to satisfy
lower-level needs
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23. Douglas McGregor’s Theory X and Theory Y
•Taught psychology at MIT.
•At Antioch College, McGregor
found that his classroom
teaching of human relations did
not always work in practice
•From these experiences, his
ideas evolve and lead him to
recognize the influence of
assumptions we make about
people and our managerial
DDoouuggllaass MMccGGrreeggoorr ((11990066--11996644)) style.
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24. Theory X and Theory Y
•Douglas McGregor’s theory of motivation or XY theory proposes
that organizations follow one of two approaches in their
management of people
•Theory x and y are two sets of assumption about the nature of
people
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25. Theory X
•The average employee does not like work
and will attempt to avoid it.
•As employees are lazy they do not want
responsibility and have no ambition.
•Individuals prefer to be directed and want
security above everything else.
•Individuals need to be closely
supervised and controlled.
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26. Theory Y
•Individuals exercise self control and self-direction
to achieve objectives that they are committed to.
Threats of punishment are unnecessary
•The rewards of achievement generate
commitment from employees.
•If individuals are given freedom there
is opportunity to increase productivity.
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27. Herzberg’s Motivation-Hygiene Theory
FFrreeddeerriicckk HHeerrzzbbeerrgg
((11992233--22000000))
•His research emphasized job
enrichment (depth) rather than job
enlargement
•The theory argues that:
The motivation factors or motivators
are the primary causes of motivation and
address the question “why work harder”;
The hygiene factors are necessary
conditions to achieve a state of neutrality
and address the question “why work here”.
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28. Motivation aanndd HHyyggiieennee FFaaccttoorrss
HYGIENE FACTORS
ENVIRONMENT
Policies and Administration
Supervision
Working Conditions
Interpersonal Relations
Money, Status, Security
MOTIVATORS
WHAT THEY DO
Achievement
Recognition for
Accomplishment
Challenging Work
Increased Responsibility
Growth and Development
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29. HHeerrzzbbeerrgg’’ss TTwwoo--FFaaccttoorr TThheeoorryy
EExxttrriinnssiicc ffaaccttoorrss
FFaaccttoorrss wwiitthhiinn tthhee
jjoobb ccoonntteexxtt::
IInnttrriinnssiicc ffaaccttoorrss
FFaaccttoorrss wwiitthhiinn tthhee
jjoobb ccoonntteenntt::
Achievement
Pay
Increased responsibility
Status
Recognition
Working conditions
DDiissssaattiissffiieerrss
HHyyggiieennee ffaaccttoorrss
SSaattiissffiieerrss
MMoottiivvaattoorrss
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30. Motivation aanndd HHyyggiieennee FFaaccttoorrss
THE JOB SURROUNDINGS
AND THE
HYGIENE FACTORS
WORKING
CONDITIONS
RESPONSIBILITY ACHIEVEMENT
THE JOB ITSELF
AND THE
MOTIVATOR
FACTORS
WORK ITSELF RECOGNITION
GROWTH
ADVANCEMENT
SUPERVISION
BENEFITS
INTER-PERSONAL
RELATION-SHIPS
SECURITY
SALARY
COMPANY
POLICY AND
ADMINIS-TRATION
STATUS
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31. Clayton Alderfer’s ERG Theory
•Clayton P Alderfer proposed a hierarchy
involving three sets of needs:
•Existence: needs satisfied by such
factors as food, air, water, pay, and
working conditions.
•Relatedness: needs satisfied by
meaningful social and interpersonal
relationships.
•Growth: needs satisfied by an
individual making creative or productive
contributions.
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32. ERG Theory Relationships AAmmoonngg FFrruussttrraattiioonn,,
IImmppoorrttaannccee,, aanndd SSaattiissffaaccttiioonn ooff NNeeeeddss
FFrruussttrraattiioonn
ooff ggrroowwtthh nneeeeddss
IImmppoorrttaannccee
ooff ggrroowwtthh nneeeeddss
SSaattiissffaaccttiioonn
ooff ggrroowwtthh nneeeeddss
FFrruussttrraattiioonn ooff
rreellaatteeddnneessss nneeeeddss
IImmppoorrttaannccee ooff
rreellaatteeddnneessss nneeeeddss
SSaattiissffaaccttiioonn ooff
rreellaatteeddnneessss nneeeeddss
FFrruussttrraattiioonn
ooff eexxiisstteennccee nneeeeddss
IImmppoorrttaannccee
ooff eexxiisstteennccee nneeeeddss
SSaattiissffaaccttiioonn ooff
eexxiisstteennccee nneeeeddss
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33. Comparison between Maslow’s, Herzberg’s and
Alderfer’s ERG Theory

34. David McClelland’s Theory of Needs
Proposed Theory of Needs
•Need for Achievement (nAch) – drive
to excel, to achieve in relation to a set
of standards
•Need for Affiliation (nAff) – the desire
for friendly and close interpersonal
relationships
•Need for Power (nPow) – need to make
others behave in a way in which they
would not have behaved otherwise (to
have power over them)
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35. MMccCClleellllaanndd’’ss LLeeaarrnneedd NNeeeeddss TThheeoorryy
AAcchhiieevveemmeenntt
((nn AAcchh))
AAffffiilliiaattiioonn
((nn AAffff))
PPoowweerr
((nn PPooww))
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36. Need for Achievement
The need for achievement is characterized by
the wish to take responsibility for finding
solutions to problems, master complex tasks,
set goals, get feedback on level of success
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37. Need for Affiliation
The need for affiliation is characterized by a
desire to belong, an enjoyment of teamwork, a
concern about interpersonal relationships, and
a need reduce uncertainty
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38. Need for Power
The need for power is characterized by a drive
to control and influence others, a need to win
arguments, a need to persuade and prevail
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39. A Comparison ooff tthhee CCoonntteenntt TThheeoorriieess
MMaassllooww
((nneeeedd hhiieerraarrcchhyy))
SSeellff--aaccttuuaalliizzaattiioonn
EEsstteeeemm
BBeelloonnggiinnggnneessss,,
ssoocciiaall,, aanndd lloovvee
SSaaffeettyy aanndd sseeccuurriittyy
PPhhyyssiioollooggiiccaall
HHeerrzzbbeerrgg
((ttwwoo--ffaaccttoorr tthheeoorryy))
TThhee wwoorrkk iittsseellff
•RReessppoonnssiibbiilliittyy
•AAddvvaanncceemmeenntt
•GGrroowwtthh
AAcchhiieevveemmeenntt
RReeccooggnniittiioonn
QQuuaalliittyy ooff iinntteerr--
ppeerrssoonnaall rreellaattiioonnss
aammoonngg ppeeeerrss,, wwiitthh
ssuuppeerrvviissoorrss,, wwiitthh
ssuubboorrddiinnaatteess
JJoobb sseeccuurriittyy
WWoorrkkiinngg ccoonnddiittiioonnss
SSaallaarryy
AAllddeerrffeerr
GGrroowwtthh
RReellaatteeddnneessss
EExxiisstteennccee
MMoottiivvaattoorrss
HHyyggiieennee
ccoonnddiittiioonnss
HHiigghheerr
oorrddeerr
nneeeeddss
BBaassiicc
nneeeeddss
MMccCClleellllaanndd
NNeeeedd ffoorr
aacchhiieevveemmeenntt
NNeeeedd ffoorr
ppoowweerr
NNeeeedd ffoorr
aaffffiilliiaattiioonn
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40. John Stacey Adams Equity Theory
•Equity theory is not a new one but
focuses on how individuals perceive
their reward or pay compared to what
others are receiving.
•Individuals compare their job
inputs and outcomes with those of
others and then respond so as to
eliminate any inequities.
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41. The Equity Theory of Motivation
A person (P)
with certain
inputs (I) and
receiving
certain
outcomes (O)
Compares
his/her
input/outcome
ratio to
reference
person’s (RP)
inputs (I) and
outcomes (O)
OP ORP
IP
IRP
equity
or
OP ORP
IP
IRP
or
OP ORP
IP
IRP
=
inequity
inequity
aanndd ppeerrcceeiivveess
IIPP:: IInnppuuttss ooff tthhee ppeerrssoonn
OOPP:: OOuuttccoommeess ooff tthhee ppeerrssoonn
IIRRPP:: IInnppuuttss ooff rreeffeerreennccee ppeerrssoonn
OORRPP:: OOuuttccoommeess ooff rreeffeerreennccee ppeerrssoonn

42. The Equity Theory of Motivation
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43. conclusion
Motivation means to motivate or encourage people so that they
work with full zeal and can give their 100% to the organization.
Maslow put the human needs in a hierarchy and gives the theory
of Need Hierarchy.
A/c to Douglas McGregor there are two types of people- X-type
and Y-type.
Herzberg has given two factors for Motivation- motivation
factors and hygiene factors
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44. Contd……..
In general life motivation play a key role to live a better life.
 Motivation is the reason to do an action and we know action is
the origin of innovation.
Motivation give us a hope, and the whole world revolve on a
single hope.
Today we are living in a independent country only because of
the reason that our freedom fighters were motivated towards our
freedom and if we want to live a life with peace and happiness
than we need motivation on each and every phase of our life.
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46. Be A Good Motivator
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