Theories of Motivation

1. THEORIES OFTHEORIES OF
MOTIVATIONMOTIVATION

2. Maslow’s Need HierarchyMaslow’s Need Hierarchy
TheoryTheory

3.  This theory is based on the needs of theThis theory is based on the needs of the
people.people.
 Human needs have a certain priority.Human needs have a certain priority.
 When the basic needs are satisfied a personWhen the basic needs are satisfied a person
seeks to fulfill the higher level needs.seeks to fulfill the higher level needs.
 Maslow proposed a hierarchy of five types ofMaslow proposed a hierarchy of five types of
needs.needs.

4. Maslow’s hierarchy of needsMaslow’s hierarchy of needs
Social need
Self-
actualisation
need
Esteem need
Safety need
Physiological needs

5.  In this theory Maslow arranges the needs fromIn this theory Maslow arranges the needs from
lowest to the highest hierarchy.lowest to the highest hierarchy.
 And if the second need will be dominate onlyAnd if the second need will be dominate only
when the first need is satisfied.when the first need is satisfied.
 As regards the managers, the social, esteemAs regards the managers, the social, esteem
and self-actualisation needs motivate them toand self-actualisation needs motivate them to
work more and more..work more and more..

6. II. Theory X andII. Theory X and
Theory YTheory Y
(Prof. McGregor)(Prof. McGregor)

7. THEORY XTHEORY X
 An average individual is by nature indolentAn average individual is by nature indolent
and will avoid work if he can.and will avoid work if he can.
 An average person lacks ambition, dislikesAn average person lacks ambition, dislikes
responsibility and prefers to be led.responsibility and prefers to be led.
 An average individual is inherently self-An average individual is inherently self-
centred, and different to organisational goals.centred, and different to organisational goals.

8. THEORY YTHEORY Y
* An average human being has no inherent* An average human being has no inherent
dislike for work. Work is a source ofdislike for work. Work is a source of
satisfaction and it can be voluntarily done.satisfaction and it can be voluntarily done.
• Man will exercise self-control and self-Man will exercise self-control and self-
direction in the service of objectives.direction in the service of objectives.
External control or threat of punishment isExternal control or threat of punishment is
not the only means of motivating people tonot the only means of motivating people to
work.work.
• An average human being does not dislikeAn average human being does not dislike
responsibility. He is ready to accept it.responsibility. He is ready to accept it.

9. III. HERZBERG’SIII. HERZBERG’S
MOTIVATION –MOTIVATION –
HYGIENE THEORYHYGIENE THEORY

10. • According to Herzberg, there are two separateAccording to Herzberg, there are two separate
factors that influence motivation.factors that influence motivation.
• The first group of factors are calledThe first group of factors are called
motivational factors. They are also known asmotivational factors. They are also known as
satisfiers.satisfiers.
• They include achievement, recognition,They include achievement, recognition,
advancement, challenging work, possibilitiesadvancement, challenging work, possibilities
for growth and responsibility.for growth and responsibility.

11.  The second group of factors are called hygieneThe second group of factors are called hygiene
factors.factors.
 They are also called dissatisfiers.They are also called dissatisfiers.
 It includes supervision, company policy,It includes supervision, company policy,
salary, security, status etc..salary, security, status etc..

12. IV. ERG THEORYIV. ERG THEORY

13.  According to Clayton Alderfer, there are threeAccording to Clayton Alderfer, there are three
groups of core needs. They aregroups of core needs. They are
 Existence needsExistence needs
 Relatedness needsRelatedness needs
 Growth needsGrowth needs
 Satisfaction-Progression processSatisfaction-Progression process
 Frustration –Regression processFrustration –Regression process

14. Frustration-Regression processFrustration-Regression process
A process whereby a person who is unableA process whereby a person who is unable
to satisfy a higher need becomes frustrated andto satisfy a higher need becomes frustrated and
regresses to the next lower need level.regresses to the next lower need level.

15. Comparing Maslow’s needsComparing Maslow’s needs
hierarchy and Alderfer’s ERGhierarchy and Alderfer’s ERG
theorytheory
Self - actualisation
Esteem
Belongingness
Safety
Physiological
Growth
Relatedness
Existence

16. V. DAVIDV. DAVID
McCLELLAND’SMcCLELLAND’S
THEORY OF NEEDSTHEORY OF NEEDS

17.  Need for Achievement (nAch):Need for Achievement (nAch): A learned needA learned need
in which people want to accomplishin which people want to accomplish
reasonably challenging goals through theirreasonably challenging goals through their
own efforts.own efforts.
 Need for affiliation (nAff):Need for affiliation (nAff): A learned need inA learned need in
which people seek approval from others,which people seek approval from others,
conform to their wishes and expectations andconform to their wishes and expectations and
avoid conflict.avoid conflict.

18.  Need for power (nPow):Need for power (nPow): A learned need inA learned need in
which people want to control theirwhich people want to control their
environment, including people and materialenvironment, including people and material
resources, to benefit either themselves orresources, to benefit either themselves or
others.others.

19. VI. GOAL SETTINGVI. GOAL SETTING
THEORYTHEORY

20. Goal Setting TheoryGoal Setting Theory
(Edwin Locke)(Edwin Locke)
 Goals: The immediate or ultimate objectivesGoals: The immediate or ultimate objectives
that employees are trying to accomplish.that employees are trying to accomplish.
 Goal setting: The process of motivatingGoal setting: The process of motivating
employees and clarifying their role perceptionsemployees and clarifying their role perceptions
by establishing performance objectivesby establishing performance objectives

21.  Goal setting theory: A theory that says thatGoal setting theory: A theory that says that
specific and difficult goals, with feedback,specific and difficult goals, with feedback,
leads to higher performance.leads to higher performance.

22. VII. REINFORCEMENTVII. REINFORCEMENT
THEORYTHEORY

23.  This theory says that behaviour is a function ofThis theory says that behaviour is a function of
its consequencesits consequences
 ConceptsConcepts
 Behaviour is environmentally causedBehaviour is environmentally caused
 Behaviour can be modified by providingBehaviour can be modified by providing
consequences.consequences.
 Reinforced behaviour tends to be repeated.Reinforced behaviour tends to be repeated.

24. VIII.JOB DESIGNVIII.JOB DESIGN
THEORYTHEORY

25.  Job design: The process of assigning tasks to aJob design: The process of assigning tasks to a
job, including the interdependency of thosejob, including the interdependency of those
tasks with other jobs.tasks with other jobs.
 This theory identifies five job characteristicsThis theory identifies five job characteristics
and their relationship to personal and workand their relationship to personal and work
outcomes. They areoutcomes. They are
 Skill varietySkill variety
 Task identityTask identity
 Task significanceTask significance
 AutonomyAutonomy
 FeedbackFeedback

26.  Job design & schedulingJob design & scheduling
 It includes Job rotation, Job enlargement, JobIt includes Job rotation, Job enlargement, Job
enrichment.enrichment.
 Work schedule optionWork schedule option
 It includes flex time and job sharing.It includes flex time and job sharing.

27. IX.EQUITY THEORYIX.EQUITY THEORY

28. Equity TheoryEquity Theory
 A theory that explains how people developA theory that explains how people develop
perceptions of fairness in the distribution andperceptions of fairness in the distribution and
exchange of resources.exchange of resources.
 Equity evaluation: we form an equityEquity evaluation: we form an equity
evaluation after determining our ownevaluation after determining our own
outcome/input ratio compare it with others.outcome/input ratio compare it with others.

29. Equity Theory ModelEquity Theory Model
 (a) Underreward inequity(a) Underreward inequity
OutcomesOutcomes
 InputsInputs
 You Comparison otherYou Comparison other

30.  (b) Equity(b) Equity
OutcomeOutcome
InputsInputs
You Comparison othersYou Comparison others

31.  (c) Overreward inquity(c) Overreward inquity
OutcomeOutcome
InputInput
You Comparison otherYou Comparison other

32.  Distributive justice: The perceived fairness inDistributive justice: The perceived fairness in
outcome we receive relative to ouroutcome we receive relative to our
contributions and the outcomes andcontributions and the outcomes and
contributions of others.contributions of others.
 Procedural justice: The fairness of theProcedural justice: The fairness of the
procedures used to decide the distributions ofprocedures used to decide the distributions of
resources.resources.

33. X.EXPECTANCYX.EXPECTANCY
THEORYTHEORY

34. Expectancy TheoryExpectancy Theory
(Victor Vroom)(Victor Vroom)
 The key variable of interest in expectancyThe key variable of interest in expectancy
theory is effort. An individual’s effort leveltheory is effort. An individual’s effort level
depends on three factordepends on three factor
 Effort-Performance expectancy(E P)Effort-Performance expectancy(E P)
 Performance-Outcome (P O)Performance-Outcome (P O)
 Outcome valences(V)Outcome valences(V)

35. Expectancy Theory of motivationExpectancy Theory of motivation
E-P P-O Outcomes &E-P P-O Outcomes &
valencesvalences
EFFORT PERFORMANCE
OUTCOME 3
+ or -
OUTCOME 2
+ or -
OUTCOME 1
+ or -

36. THANK YOUTHANK YOU
ByBy
Haritha M THaritha M T
MBAMBA
Marthoma College Of Management AndMarthoma College Of Management And
Technology PerumbavoorTechnology Perumbavoor