The document discusses various theories and approaches to motivating employees. It outlines that motivation can come from internal factors like achievement, responsibility, recognition, feedback and learning or external factors such as salary, benefits and work environment. Popular motivation theories discussed include: - Maslow's hierarchy of needs which proposes fulfilling lower level needs before higher ones. - Herzberg's two-factor theory distinguishing between motivators like achievement and hygiene factors like salary. - ERG theory grouping needs into existence, relatedness and growth. - McClelland's needs for achievement, affiliation and power. The document advocates recognizing achievements, providing responsibility, feedback, training, competitive pay and a supportive work environment to motivate

1. EMPLOYEE MOTIVATION
Presented by
vinindra k.
Course: Human Resource Management
Cambridge College

2. What is Motivation?
“Motivation is the art of getting
people to do what you want them to do
because they want to do it”
motivation= Value of outcomes X
expectation of achieving it

3. Motivation is everything. You can do the work of two people
but You cannot be two people. Instead you have to inspire
next person down the line and get him inspire his people.

4. Internal
• Achievements
• Responsibility
• Recognition
• Feedback
• Learning &
Growth
External
• Salary
• Working
conditions
• Benefits
• Environment
WHAT MOTIVATES PEOPLE?

5. • Always recognize achievements through
programs that highlight performers
• Achievements
• Responsibility
• Recognition
• Feedback
• Learning &
Growth
WHAT MOTIVATES PEOPLE?

6. • Have various programs that that enable
employees to showcase their
responsibilities toward each others &
society at large
• Achievements
• Responsibility
• Recognition
• Feedback
• Learning &
Growth
WHAT MOTIVATES PEOPLE?

7. • Recognize winners through quality
awards such as, “Best performer”,
“Best salesman award, “Employee
of the month” etc.
• Achievements
• Responsibility
• Recognition
• Feedback
• Learning &
Growth
WHAT MOTIVATES PEOPLE?

8. • Follow a system of feedback and
performance evaluation i.e. 360° in
which boss and subordinates
participate.
• Achievements
• Responsibility
• Recognition
• Feedback
• Learning &
Growth
WHAT MOTIVATES PEOPLE?

9. • Give importance to training and
development of the employees and have
various training programs to enhance
their personal and professional skills
• Achievements
• Responsibility
• Recognition
• Feedback
• Learning &
Growth
WHAT MOTIVATES PEOPLE?

10. External
• Salary
• Working
conditions
• Benefits
• Environment
WHAT MOTIVATES PEOPLE?
• Provide them with competitive Salaries

11. External
• Salary
• Working
conditions
• Benefits
• Environment
WHAT MOTIVATES PEOPLE?
• Safe and clean working conditions

12. External
• Salary
• Working
conditions
• Benefits
• Environment
WHAT MOTIVATES PEOPLE?
• Offer them the benefits which fulfill their
physical and psychological needs

13. External
• Salary
• Working
conditions
• Benefits
• Environment
WHAT MOTIVATES PEOPLE?
• A friendly and learning environment is
always a plus

14. Maslow’s theory assumes that a person attempts to satisfy
the more basic needs before directing behavior toward
satisfying upper-level needs.
Lower-order needs must be satisfied before a higher-order
need begins to control a person’s behavior.
A satisfied need ceases to motivate.
MASLOW’S HIERARCHY OF NEEDS

15. MASLOW’S HIERARCHY OF NEEDS

16. WHAT DOES GOOGLE DO TO MOTIVATE ITS EMPLOYEES?

17. A FUN & COMFORTABLE PLACE TO WORK
Physiological needs : Google offers best salaries and perks.
Safety needs: are fulfilled by various benefits offered by
Google’s Safe & Secure workplace, insurance, family
insurance, day care etc.
Belongingness: Google promotes teamwork and friendly
environment to share ideas with each other

18. • Self-esteem: Working with Google itself fulfill
employee’s self-esteem issues. Employees are
proud to work there!
• Self-actualization: Google promote autonomy,
independence, creativity etc.
A FUN & COMFORTABLE PLACE TO WORK

19.  DINING FACILITIES,
 GYMS,
 HEALTH INSURANCE,
 LAUNDRY ROOMS,
 MASSAGE ROOMS,
 HAIRCUTS,
 CARWASHES,
 DRY CLEANING,
 COMMUTING BUSES,
 FREE LUNCH,
 BEREAVEMENT LEAVE IN THE
CONTEXT OF HUMAN RIGHTS.
BENEFITS

20. WHAT DOES APPLE DO TO MOTIVATE ITS
EMPLOYEES?

21. MC GREGOR’S THEORY X- THEORY Y
 Work is inherently distasteful to
most people.
 Most people are not ambitious,
have little desire for
responsibility, and prefer to be
directed.
 Most people have little capacity
for creativity in solving
organizational problems.
 Motivation occurs only at the
physiological and safety levels.
 Most people must be closely
controlled and often coerced to
achieve organizational
objectives.
 Work is as natural as play, if the
conditions are favorable.
 Self-control is often indispensable
in achieving organizational goals.
 The capacity for creativity in
solving organizational problems is
widely distributed in the
population.
 Motivation occurs at the social,
esteem, and self-actualization
levels, as well as physiological and
security levels.
 People can be self-directed and
creative at work if properly
motivated.

22. APPLE & MOTIVATION
 Apple uses the Theory Y format. Management assumes employees may be
ambitious and self-motivated and exercise self-control. It is believed that
employees enjoy their mental and physical work duties.
 These types of managers (ex. Deceased Steve Jobs) believes that, given the
right conditions, people will want to do well at work.
 Conflict is the manager’s view isn’t always the view of the employees.
 Apples is focused on getting products developed and not really what the
employees, a human needs to complete the job.
 Apple should consider Maslow's hierarchy of needs and look at how human
behavior and motivation is the main priority in the workplace in order to
maximize output.

23. Clayton PAlderfer 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.
 Tested by Thematic Apperception Test
Alderfer’s ERG Theory
Other Theories of Motivation

24. DAVID MCCLELLAND : 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)
Achievement
(n Ach)
Affiliation
(n Aff)
Power
(n Pow)
OTHER THEORIES OF MOTIVATION

25.  His research emphasized job enrichment (depth) rather
than job enlargement
 Job context (hygiene factors) – needed to be optimal to
prevent job dissatisfaction. These factors (according to
Herzberg) did not motivate.
 Job content (motivators) – factors that did lead to
motivation
 Money (according to Herzberg) could motivate if it was
seen as a reward for accomplishment; but if money was
given without regard for merit, then it was a hygiene
factor.
OTHER THEORIES OF MOTIVATION

26. A COMPARISON OF THE CONTENT THEORIES
Maslow
(need hierarchy)
Self-actualization
Esteem
Belongingness,
social, and love
Safety and security
Physiological
Herzberg
(two-factor theory)
The work itself
•Responsibility
•Advancement
•Growth
Achievement
Recognition
Quality of inter-
personal relations
among peers, with
supervisors, with
subordinates
Job security
Working conditions
Salary
Alderfer
Growth
Relatedness
Existence
McClelland
Need for
achievement
Need for
power
Need for
affiliation
Motivators
Hygiene
conditions
Higher
order
needs
Basic
needs

27. EMPLOYEES ARE OUR PRECIOUS ASSET
CARROT OR STICK ..
TRADITIONAL ORGANIZATIONS: “FOLLOW THE
ORDER OR ELSE….”
CARROT ON STICK..
SEMI-MODERN ORGANIZATIONS “ IF YOU DO THIS,
WE DO THAT FOR YOU”
MODERN ORGANIZATIONS: CARROT STICKS
DOESN’T ALWAYS WORK….

28. New findings “Carrots & Sticks doesn’t always work”