Here , this presentation will show all about motivation theories. Hope it helps someone.

1. University of Sialkot
Topic:
Principles of Management
GroupMembers:
1. Asiya (21201003-006)
2. Eman (21201003-004)
3. Amreen (21201003-013)
10–1

2. MotivationAndIndividualNeeds
 Motivation:
• The willingness to exert high levels of effort to
reach organizational goals, conditioned by the
effort’s ability to satisfy some individual need
 Need:
• An internal state that makes certain outcomes
appear attractive
10–2

3. ComponentsofMotivation 10–3
Organizational
Goals
Needs
Motivation
Effort

4. TheMotivationProcess
10–4
EXHIBIT 10.1

5. EarlyTheoriesOf Motivation
 Hierarchyofneedstheory(TheorybyMaslow)
 there is a hierarchy of five human needs; as each need becomes
satisfied, the next need becomes dominant.
 Physiological: food, drink, shelter
 Safety: physical safety
 Social: affiliation with others, affection, friendship
 Esteem: Internal (self-respect, autonomy, and achievement);
external (status, recognition, and attention)
 Self-actualization: personal growth and fulfillment
10–5

6. Maslow’sHierarchyofNeeds 10–6
EXHIBIT 10.2

7. EarlyTheoriesOf Motivation(cont’d)
 TheoryX(TheoryMcGregor):
 The assumption that employees dislike work, are
lazy, seek to avoid responsibility, and must be
coerced to perform
 TheoryY:
 The assumption that employees are creative, seek
responsibility, and can exercise self-direction
10–7

8. TheoryX Premises
 A manager who views employees from a Theory X
(negative) perspective believes:
• Employees inherently dislike work and, whenever
possible, will attempt to avoid it
• Because employees dislike work, they must be
coerced, controlled, or threatened with punishment
to achieve desired goals
• Employees will shirk responsibilities and seek
formal direction whenever possible
• Most workers place security above all other factors
associated with work and will display little ambition
10–8
EXHIBIT 10.3a

9. TheoryY Premises
 A manager who views employees from a
Theory Y (positive) perspective believes:
• Employees can view work as being as natural as
rest or play
• Men and women will exercise self-direction and
self-control if they are committed to the objectives
• The average person can learn to accept, even seek,
responsibility
• The ability to make good decisions is widely
dispersed throughout the population and is not
necessarily the sole province of managers
10–9
EXHIBIT 10.3b

10. EarlyTheoriesOf Motivation(cont’d)
Motivation-Hygienetheory(Herzberg)
Intrinsic factors are related to job satisfaction and extrinsic
factors are related to job dissatisfaction
 Hygienefactors
Factors, such as working conditions and salary, that,
when adequate, may eliminate job dissatisfaction but
do not necessarily increase job satisfaction.
 Motivators
Factors, such as recognition and growth, that increase
job satisfaction
10–10

11. Herzberg’sMotivation-HygieneTheory
10–11
EXHIBIT 10.4

12. ContrastingViewsofSatisfaction-Dissatisfaction 10–12
EXHIBIT 10.5

13. ContemporaryTheoriesOf Motivation
Three-needs theory (McClelland)
 The needs for achievement, power, and affiliation are major motives in
work
• Need for achievement (nAch): To achieve something unique (to
struggle to achieve success) Moderate risk taker Immediate
feedback to work performance Sense of
accomplishmentAccording to McClelland's, Achievement oriented
people are the backbone of most of the organization of their fast
growth.
• Need for power (nPow): The need to make others behave in a way
that they wouldnot have behaved otherwise.
10–13

14.  Need for affiliation (nAff): BelongingnessIt is a desire
for relationship based on co-operation and mutual
understanding. A person is satisfied if he is able to
maintain pleasant social relationship.Individual having
high affiliation needs perfer working in an
environment providing greater personal
interaction.Such individuals are effective performance
in a team.
10
–
14

15. ContemporaryTheoriesOf Motivation(cont’d)
 Equitytheory(Adams)
• Employees perceive what they get from a job situation
(outcomes) in relation to what they put into it (inputs) and then
compare their input-outcome ratio with the input-outcome
ratios of relevant others.
10–15

16. ContemporaryTheoriesOf Motivation:EquityTheory
(cont’d)
 Referent
• Individual make contribution input and expect certain reward
outcome.
• They analyze weather exchange is satisfactory or not by
comparing their input and output with other.
10–16

17. EquityTheoryRelationships 10–17
EXHIBIT 10.6
EMPLOYEE’S ASSESSMENT
Inequity (underrewarded)
Equity
Inequity (over rewarded)
*Person A is the employee, and Person B is a relevant other or referent.

18. EquityTheory
 When employees perceive an inequity they may:
• Distort either their own or others’ inputs or
outcomes.
• Behave so as to induce others to change their
inputs or outcomes.
• Behave so as to change their own inputs or
outcomes.
• Choose a different comparison referent.
• Quit their job.
10–18

19. EquityTheoryPrepositions
 If paid according to time, over rewarded employees
will produce more than equitably paid employees.
 If paid according to quantity of production, over
rewarded employees will produce fewer but higher-
quality units than equitably paid employees.
 If paid according to time, under rewarded employees
will produce less or poorer-quality output.
 If paid according to quantity of production, under-
rewarded employees will produce a large number of
low-quality units in comparison with equitably paid
employees.
10–19
EXHIBIT 10.7

20. Expectancytheory(Vroom)
 A comprehensive theory of motivation that an
individual tends to act in a certain way, in the
expectation that the act will be followed by given
outcome, and according to the attractiveness of that
outcome to the individual.
• The extent to which individuals are motivated to
perform to get a reward of value to them is based
on their belief that their performance will result in
the reward they want.
10–20

21. Expectancytheory(Vroom)
 Emphasizes self interest in the alignment of rewards
with employee wants.
 Addresses why employees view certain outcomes
(rewards) as attractive or unattractive.
 Emphasizes the connections among expected
behaviors, rewards, and organizational goals.
 Is concerned with individual perceptions and the
provision of feedback.
10–21

22. ExpectancyRelationships(Linkages)
 Effort–performance
• The perceived probability that exerting a given
amount of effort will lead to performance
 Performance–reward
• The belief that performing at a particular level will
lead to the attainment of a desired outcome
 Attractiveness
• The importance placed on the potential outcome
or reward that can be achieved on the job.
10–22

23. SimplifiedExpectancyTheory
10–23
EXHIBIT 10.10
Training and
development
Performance appraisal
system
Human resources
management

24. IntegratingTheoriesofMotivation 10–24
EXHIBIT 10.11

25. Thank You
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