5 needs, theory X & Y, Tow -Factor, Theory of Needs

1. Welcome

2. TRAILBLAZER

3. A presentation on Theories of Motivation
Submitted To
Masum Miah
Assistant professor
Dept. of Business
Administration
NSTU
Submitted By
Group Name: TRAILBLAZER
Members of the group…
 Wasim Jamil (L) ASH1310028M
 Abdullah Al Rumman ASH1310009M
 Jasmin Akhter BKH1310066F
 Jobayada Begum BKH1310079F
 Tazrin jahan BKH1310051F
 Md. Muhibbullah ASH1310052M
 Jamil Rahman ASH1310018M

4. Submitted To
Masum Miah
Assistant professor
Dept. of Business
Administration
NSTU

6. What is motivation?

7. What is motivation?
Motivation is the characteristic that helps
you achieve your goal. It is the drive that
pushes you to work hard .It is the energy
that gives you the strength to get up and
keep going - even when things are not going
your way.

8. Theories of Motivation

9. Theories of Motivation
 Hierarchy of Needs Theory
 Theory X and Theory Y
 Herzberg's Two-Factor Theory
 McClelland’s Theory of Needs

10. Maslow ‘s theory of Motivation
Hierarchy of needs Theory

11. Hierarchy of needs Theory
 The best-known theory of motivation is Abraham
Maslow’s Hierarchy of needs.
 We each have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are
fulfilled there is a tendency for other, higher
needs to emerge.”
 Maslow’s theory maintains that a person does not
feel a higher need until the needs of the current
level have been satisfied.

12. Hierarchy of needs Theory
Maslow’s Hierarchy of five needs:

13. Hierarchy of needs Theory
1. Physiological Needs
These include the most basic needs that are vital to
survival, such as the need for water, air, food, and
sleep. Maslow believed that these needs are the most
basic and instinctive needs in the hierarchy because
all needs become secondary until these physiological
needs are met.

14. Hierarchy of needs Theory
Most of these lower level needs are probably fairly
apparent. We need food and water to survive. We
also need to breath and maintain a stable body
temperature. In addition to eating, drinking, and
having adequate shelter and clothing, Maslow also
suggested that sexual reproduction was a basic
physiological need.

15. Hierarchy of needs Theory
2. Security Needs
These include the needs for safety and security.
Security needs are important for survival, but they
are not as demanding as the physiological needs.
Examples of security needs include a desire for
steady employment, health care, safe neighborhoods,
and shelter from the environment.

16. Hierarchy of needs Theory
The needs become a bit more complex at this point
in the hierarchy. Now that the more basic survival
needs have been fulfilled, people begin to feel that
they need more control and order to their lives. A
safe place to live, financial security, physical safety,
and staying healthy are all concerns that might come
into play at this stage

17. Hierarchy of needs Theory
3. Social Needs
These include needs for belonging, love, and
affection. Maslow described these needs as less basic
than physiological and security needs. Relationships
such as friendships, romantic attachments, and
families help fulfill this need for companionship and
acceptance, as does involvement in social,
community, or religious groups.

18. Hierarchy of needs Theory
4. Esteem Needs
After the first three needs have been satisfied,
esteem needs becomes increasingly important. These
include the need for things that reflect on self-
esteem, personal worth, social recognition, and
accomplishment.

19. Hierarchy of needs Theory
At this point, it become increasingly important to
gain the respect and appreciation of others. People
have a need to accomplish things and then have their
efforts recognized. People often engage in activities
such as going to school, playing a sport, enjoying a
hobby, or participating in professional activities in
order to fulfill this need.

20. Hierarchy of needs Theory
5. Self-actualizing Needs
This is the highest level of Maslow’s hierarchy of
needs. Self-actualizing people are self-aware,
concerned with personal growth, less concerned with
the opinions of others, and interested fulfilling their
potential.

21. Theory X and Theory Y

22. Theory X and Theory Y
Douglas McGregor is best known for proposing two
assumptions about human nature:
1) Theory X
2) Theory Y

23. Theory X and Theory Y
Theory X
Theory X is a negative view of people which assumes
that employees are naturally unmotivated and dislike
working, and this encourages an authoritarian style of
management. According to this view, management
must actively intervene to get things done.

24. Theory X and Theory Y
Theory x assumes that workers:
 Employees Dislike working.
 Avoid responsibility and need to be directed.
 Have to be controlled, forced, and threatened to
deliver what's needed.

25. Theory X and Theory Y
 Need to be supervised at every step, with controls
put in place.
 Need to be enticed to produce results; otherwise
they have no ambition or motivation to work.

26. Theory X and Theory Y
Theory Y
Theory Y shows a participation style of management
that is de-centralized. It assumes that employees are
happy to work, are self-motivated and creative, and
enjoy working with greater responsibility

27. Theory X and Theory Y
Theory Y assumes that workers:
 Employees enjoy working.
 Take responsibility and are motivated to fulfill the
goals they are given.

28. Theory X and Theory Y
 Seek and accept responsibility and do not need
much direction.
 Consider work as a natural part of life and solve
work problems imaginatively.

29. Motivation-Hygiene Theory
Herzberg's Two-Factor Theory

30. Herzberg's Two-Factor Theory
 Two Factor Theory states that there are
certain factors in the workplace that
cause job satisfaction, while a separate
set of factors cause dissatisfaction.

31. Herzberg's Two-Factor Theory
 Satisfaction which is mostly affected by the
motivator factors. Motivation factors help increase
the satisfaction but aren’t that affective on
dissatisfaction.
 Dissatisfaction is the results of the hygiene
factors. These factors, if absent or inadequate,
cause dissatisfaction, but their presence has little
effect on long-term satisfaction.

32. Herzberg's Two-Factor Theory
Two-Factor Theory

33. Herzberg's Two-Factor Theory
Theory distinguishes between
 Motivators (e.g. challenging work, recognition,
responsibility) which give positive satisfaction,
arising from intrinsic conditions of the job itself,
such as recognition, achievement, or personal
growth.

34. Herzberg's Two-Factor Theory
 Hygiene factors (e.g. status, job security, salary
and fringe benefits) which do not give positive
satisfaction, although dissatisfaction results from
their absence. These are extrinsic to the work
itself, and include aspects such as company
policies, supervisory practices, or wages/salary.

35. Herzberg's Two-Factor Theory

36. McClelland’s Theory of Needs

37. McClelland’s Theory of Needs
 Psychologist David McClelland developed
Need Theory, a motivational model that
attempts to explain how the needs for
achievement, power (authority), and
affiliation affect people's actions in a
management context. Need Theory is
commonly often taught in management
and organizational-behavior classes.

38. McClelland’s Theory of Needs
Three needs are

39. McClelland’s Theory of Needs
1. Achievement
People who are strongly achievement-motivated are
driven by the desire for mastery. They prefer working
on tasks of moderate difficulty in which outcomes are
the result of their effort rather than of luck. They
value receiving feedback on their work.

40. McClelland’s Theory of Needs
2. Affiliation
People who are strongly affiliation-motivated are
driven by the desire to create and maintain social
relationships. They enjoy belonging to a group and
want to feel loved and accepted. They may not make
effective managers because they may worry too much
about how others will feel about them.

41. McClelland’s Theory of Needs
3. Power
People who are strongly power-motivated are driven
by the desire to influence, teach, or encourage
others. They enjoy work and place a high value on
discipline. However, they may take a zero-sum
approach to group work—for one person to win, or
succeed, another must lose, or fail. If channeled
appropriately, though, this can positively support
group goals and help others in the group feel
competent about their work

42. The End