The various theories of motiation that helps the organization to motivate their human workforce

1. Presentation
on
Theories Of Motivation
Efforts By:
Akriti Patel(04)

2. Maslow Need Hierarchy Theory

3. INTRODUCTION
 Abraham Maslow(1908-70), a psychologist, believed that all people have
needs to be satisfied and that they will work towards satisfying those needs.
A need is what a person requires. Maslow assumed that needs could be
arranged to their importance in a series known as Maslows need hierarchy
theory.
Maslow stated that people are motivated to achieve certain needs, and that
some needs take precedence over others. When one need is fulfilled a person
seeks to fulfill the next one, and so on.
 This five stage model can be divided into basic (or deficiency) needs (e.g.
physiological, safety) and growth needs (e.g. love, and esteem) which relate
to fulfilling our human potential (self-actualization).

4. Maslow’s Theory Of Motivation

5. Basic needs
Psysiological Needs:
• Physiological needs are the physical requirements for human survival.
If these requirements are not met, the human body cannot function
properly and will ultimately fail. Physiological needs are thought to be
the most important; they should be met first.
• Air, water, and food are metabolic requirements for survival in all
animals, including humans. Clothing and shelter provide necessary
protection from the elements. While maintaining an adequate birth rate
shapes the intensity of the human sexual instinct may also shape said
instinct

6. Contd..
Safety Needs
Once a person's physical safety needs are relatively satisfied, their safety
needs take precedence and dominate behavio
• Safety and Security needs include:
• Personal security
• Financial security
• Health and well-being
• Safety net against accidents/illness and their adverse impacts

7. Psychological needs
Love and belonging
After physiological and safety needs are fulfilled, the third level of
human needs is interpersonal and involves feelings of belongingness.
Love and belonging need includes:
• friendship
• intimacy,
• affection and love, - from work group, family, friends

8. Contd..
Esteem needs
Esteem presents the typical human desire to be accepted and valued by others. People
often engage in a profession or hobby to gain recognition. These activities give the
person a sense of contribution or value
These includes:
• achievement,
• Mastery
• Independence,
• status,
• dominance,
• prestige,
• self-respect,
• respect from others

9. Self fulfilment need
Self Actualization Need
• This level of need refers to what a person's full potential is and the
realization of that potential. Maslow describes this level as the desire
to accomplish everything that one can, to become the most that one
can be.
• This includes realizing personal potential, self-fulfillment, seeking
personal growth and peak experiences.

10. HYGIENE THEORY

11. introduction
• In 1959, Frederick Herzberg, a behavioral scientist proposed the
motivator-hygiene theory also known as two factor theory
• According to Herzberg, there are some job factors that result in
satisfaction while there are other job factors that prevent
dissatisfaction.
• Herzberg classified these job factors into two categories-
Hygiene Factors
Motivational Factors

13. Limitation of hygiene theory
The two factor theory has certain limitations also:
The two-factor theory overlooks situational variables.
The theory’s reliability is uncertain. Analysis has to be made by the raters. The raters may spoil the findings
by analyzing same response in different manner.
No comprehensive measure of satisfaction was used. An employee may find his job acceptable despite the
fact that he may hate/object part of his job.
The two factor theory is not free from bias as it is based on the natural reaction of employees when they are
enquired the sources of satisfaction and dissatisfaction at work. They will blame dissatisfaction on the
external factors such as salary structure, company policies and peer relationship. Also, the employees will
give credit to themselves for the satisfaction factor at work.
The theory ignores blue-collar( working class person who performs manual labour) workers.

14. Equity Theory Of Motivation

15. introduction
• Equity theory also known as inequity theory was given in
1969 by J. Stacy Adams, a workplace and behavioral
psychologist.
• The belief is that people value fair treatment which causes
them to be motivated to keep the fairness maintained within
the relationships of their co-workers and the organization.
The structure of equity in the workplace is based on the ratio
of inputs to outcomes. Inputs are the contributions made by
the employee for the organization.

16. MEANING of equity
Individuals compare their job inputs and outcomes with those of others
and then respond to eliminate any inequities. Referent Comparisons:
Self-inside Self-outside Other-inside Other-outside
Four referents that an employee can use: Self-inside: an employee’s
experiences in a different position inside the organization. Self-outside:
an employee’s experiences in a position outside of the organization.
Other-inside: an employee’s perception of persons inside the
organization. Other-outside: an employee’s perception of persons
outside of the organization.

17. What Does Equity Theory States?
 Equity theory focuses on determining whether the distribution of resources is fair to both relational partners.
It proposes that individuals who perceive themselves as either under-rewarded or over-rewarded will
experience distress, and that this distress leads to efforts to restore equity within the relationship.
 An employee wants to feel that their contributions and work performance are being rewarded with their pay.
If an employee feels underpaid then it will result in the employee feeling hostile towards the organization and
perhaps their co-workers, which may result in the employee not performing well at work anymore. It is the
subtle variables that also play an important role in the feeling of equity. Just the idea of recognition for the job
performance and the mere act of thanking the employee will cause a feeling of satisfaction and therefore help
the employee feel worthwhile and have better outcomes.

18. Inputs And Outcomes
Inputs
These defined as each participant’s contributions to the relational exchange and are
viewed as entitling him/her to rewards or costs.
Inputs typically include any of the following:
• Time
• Education
• Experience
• Effort
• Loyalty
• Hard work
• Commitment
• Ability
• Adaptability

19. Outcomes
Outcomes are defined as the positive and negative consequences that an
individual perceives a participant has incurred as a consequence of his/her
relationship with another
These may include:
• Job security
• Salary
• Employee benefit
• Expenses
• Recognition
• Reputation
• Responsibility
• Sense of achievement
• Praise

20. ROLE CLARITY THEORY

21. introduction
• Role clarity is the condition where members of a team have a perfectly
clear understanding of everyone's role expectations of them.
• A character or part played by a performer.
• The characteristic and expected social behavior of an individual.
• Role clarity in performance plans helps us achieve higher teamwork. This
is, obviously, so that employees understand what is expected from them
and which aspects of the job are important.
• Also, employees can understand the job’s evaluation process. Therefore,
role clarity becomes the key driver to employee performance.

23. ACHIEVEMENT THEORY

24. INTRODUCTION
• The achievement need motivation theory was given by David
Clarence mcclelland (1917-98) in 1941.
• David Mcclelland is most noted for describing three types of
motivational need, which he identified in his 1961 book, the achieving
society:
Achievement motivation (n-ach)
Authority/power motivation (n-pow)
Affiliation motivation (n-affil)

25. characteristics and attitudes of achievement-motivated people
• Achievement is more important than material or financial reward.
• Achieving the aim or task gives greater personal satisfaction than receiving praise
or recognition.
• Financial reward is regarded as a measurement of success, not an end in itself.
• Security is not prime motivator, nor is status.
• Feedback is essential, because it enables measurement of success, not for reasons
of praise or recognition (the implication here is that feedback must be reliable,
quantifiable and factual).
• Achievement-motivated people constantly seek improvements and ways of doing
things better.
• Achievement-motivated people will logically favour jobs and responsibilities that
naturally satisfy their needs, ie offer flexibility and opportunity to set and achieve
goals, eg., Sales and business management, and entrepreneurial roles.