Maslow's hierarchy of needs theorizes that people are motivated to fulfill basic physiological needs before moving up the pyramid to satisfy safety, social, esteem, and self-actualization needs. McGregor's Theory X assumes employees dislike work and need close supervision, while Theory Y believes employees can self-motivate and direct themselves if given responsibility. Effective motivation techniques include encouraging teamwork, welcoming ideas, prioritizing work-life balance, and learning what intrinsically motivates each employee. Motivation leads to improved performance, reduced turnover, and a stable workforce.

1. Maslow’s Theory of Hierarchical Needs.
Abraham Maslow postulated that a person will be motivated when all his
needs are fulfilled. People do not work for security or money, but they work
to contribute and to use their skills. He demonstrated this by creating a
pyramid to show how people are motivated and mentioned that ONE
CANNOT ASCEND TO THE NEXT LEVEL UNLESS LOWER-LEVEL NEEDS ARE
FULFILLED. The lowest level needs in the pyramid are basic needs and
unless these lower-level needs are satisfied people do not look at working
toward satisfying the upper-level needs.
Below is the hierarchy of needs:

2. These are now discussed one by one:
1. Physiological Needs:
These needs are basic to human life and, hence, include food, clothing,
shelter, air, water and necessities of life. These needs relate to the survival
and maintenance of human life. They exert tremendous influence on human
behaviour. These needs are to be met first at least partly before higher level
needs emerge. Once physiological needs are satisfied, they no longer
motivate the man.
2. Safety Needs:
After satisfying the physiological needs, the next needs felt are called safety
and security needs. These needs find expression in such desires as economic
security and protection from physical dangers. Meeting these needs requires
more money and, hence, the individual is prompted to work more. Like
physiological needs, these become inactive once they are satisfied.
3. Social Needs:
Man is a social being. He is, therefore, interested in social interaction,
companionship, belongingness, etc. It is this socialising and belongingness
why individuals prefer to work in groups and especially older people go to
work.
4. Esteem Needs:
These needs refer to self-esteem and self-respect. They include such needs
which indicate self-confidence, achievement, competence, knowledge and
independence. The fulfillment of esteem needs leads to self-confidence,
strength and capability of being useful in the organisation. However, inability
to fulfill these needs results in feeling like inferiority, weakness and
helplessness.
5. Self-Actualisation Needs:
This level represents the culmination of all the lower, intermediate, and
higher needs of human beings. In other words, the final step under the need
hierarchy model is the need for self-actualization. This refers to fulfillment.
The term self-actualization was coined by Kurt Goldstein and means to
become actualized in what one is potentially good at. In effect, self-
actualization is the person’s motivation to transform perception of self into
reality.

3. According to Maslow, the human needs follow a definite sequence of
domination. The second need does not arise until the first is reasonably
satisfied, and the third need does not emerge until the first two needs have
been reasonably satisfied and it goes on. The other side of the need
hierarchy is that human needs are unlimited. However, Maslow’s need
hierarchy-theory is not without its detractors.
The leader will have to understand at what level the team members are
currently, and seek out to help them to satisfy those specific needs and
accordingly work to help fulfil those needs. This will help the team members
perform better and move ahead with the project. Also, as their needs get
fulfilled, the team members will start performing, till the time they start
thinking of fulfilling the next upper level of need as mentioned in the
pyramid.
McGregor’s theory X and theory Y.
Theory X and Theory Y were first explained by McGregor in his book, "The
Human Side of Enterprise," and they refer to two styles of management –
authoritarian (Theory X) and participative (Theory Y).
Theory X is based on the following assumptions:
1. People are by nature indolent. That is, they like to work as little as
possible.
2. People lack ambition, dislike responsibility, and prefer to be directed by
others.
3. People are inherently self-centered and indifferent to organisational needs
and goals.
4. People are generally gullible and not very sharp and bright.
On the contrary, Theory Y assumes that:
1. People are not by nature passive or resistant to organisational goals.
2. They want to assume responsibility.
3. They want their organisation to succeed.
4. People are capable of directing their own behaviour.
5. They have need for achievement.
What McGregor tried to dramatise through his theory X and Y is to outline
the extremes to draw the fencing within which the organisational man is
usually seen to behave. The fact remains that no organisational man would

4. actually belong either to theory X or theory Y. In reality, he/she shares the
traits of both. What actually happens is that man swings from one set or
properties to the other with changes in his mood and motives in changing
.environment.
Theory X: Managers who accept this theory believe that if you feel that your
team members dislike their work, have little motivation, need to be watched
every minute and are incapable of being accountable for their work, avoid
responsibility and avoid work whenever possible, then you are likely to use
an authoritarian style of management. According to McGregor, this approach
is very "hands-on" and usually involves micromanaging people's work to
ensure that it gets done properly.
Theory Y: Managers who accept this theory believe that if people are willing
to work without supervision, take pride in their work, see it as a challenge
and want to achieve more, they can direct their own efforts, take ownership
of their work and do it effectively by themselves. These managers use a
decentralized, participative management style.
How to Motivate your Employees.
● Encourage team work
Try to remove any bureaucracy and hierarchy within the company and
create an ‘openness’ to new ideas at any level and working together as a
team keeps employees motivated.
● Welcome all Ideas
Everyone is unique and unpredictable and each with individual desires and
some with complicated ideas. Remember not to shunt away ideas or
suggestions no matter how silly or meaningless they may sound. No single
strategy can ever hope to please all of your workers all at once. A tiny silly
idea could be brainstormed into something brilliant sooner or later.
● Encourage Creativity.
Creativity does not have to be based on the work that the employees are
doing. It could be simple task like giving ideas on the next company retreat
or team building exercises.
● Create a Career Path.

5. When employees have an idea of what is provided or what the incentives
are, they become further motivated. This will lead to increased commitment
towards their employer. The members of your team will be more valuable to
your organisation, and to themselves, when they have opportunities to learn
new skills. Provide your employees with the training they require to advance
in their careers and to become knowledgeable about the latest technologies
and industry news.
● Encourage Friendly Competition.
A little competition among the employees would not hurt. A competitive
environment is a productive environment. Encourage employees to
participate in competitions or challenges as it is healthy and may actually
lead to increased camaraderie. Friendly competition amongst teams helps
with employee engagement and employee participation.
● Set Smaller Weekly Goals.
You want lofty ambitions, but set up smaller goals along the way to keep
people in it. Rather than make a billion this year, focus on getting 100 new
customers this week-something that will get you to that billion. Then reward
the team for achieving the goal with an afternoon off, a party, etc. They will
see that your goals are realistic and everyone benefits from working hard.
● Let Them Lead.
Motivating employees is not just about giving them vacation time-it's about
showing them they make a difference and are valued. Every time we have a
meeting, whether large or small, we let a different team member lead the
conversation and the topics discussed. Not only can they share their opinions
and be heard this way, but they are motivated to make their words and
ideas happen afterwards.
● Prioritize Work-Life Balance.
We have a few fun incentives, like an in-office "phone booth" style machine
that lets you grab dollar bills. It's a fun little motivator that the sales team
uses on a smaller scale. Otherwise, it's also important to encourage
employees to take vacation time. A culture that prioritizes work-life balance,
yields increased productivity and overall happiness in the workplace.
● Reward Based on Feedback.

6. We developed Valuebot-an app for Slack that calculates how many times
each employee was praised-in order to send daily and monthly summaries.
Whoever garners the most kudos wins various awards and recognition.
Valuebot has helped us to visualize our culture and reiterate how much we
support one another. The positive energy we create in the office helps us to
attract and retain talent.
● Learn What Makes Each Employee Tick
Ask what they do and don't like working on, share the big picture company
goals, and respond to their questions. Discern their goals and then invest in
their professional growth. During one-on-one check-ins, listen to their ideas,
because they're the best at what they do. Respect their personal schedules
and non-work time, and don't ever pit their goals/timelines against each
other.
● Motivate Individuals Rather Than the Team
Aligned incentives are the only true way to ensure everyone on a team is
working toward a common goal. Framing the strategy in multiple ways
ensures each stakeholder has a clear, personal understanding of how
working together benefits himself and the team. This technique allows you
to motivate the team to accomplish amazing things.
Importance of Motivation.
● Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern. The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management. The skills
and efficiency of employees will always be of advantage to employees as
well as employees. This will lead to a good public image in the market which
will attract competent and qualified people into a concern. As it is said, “Old
is gold” which suffices with the role of motivation here, the older the people,
more the experience and their adjustment into a concern which can be of
benefit to the enterprise.
● Improves Performance Level:
The ability to do work and willingness to do work both affect the efficiency of
a person. The ability to do work is obtained with the help of education and

7. training and willingness to do work is obtained with the help of motivation.
Willingness is more important in comparison to ability. For example, a
person is highly educated and he is recruited on this very basis. But it is not
essential that he will do outstanding work.He shall have to be motivated to
do good work. This is possible only through Motivation. Therefore,
motivation improves efficiency. The efficiency of a Person is reflected
through increase in productivity and decrease in costs.
● Helps to Change Negative or Indifferent Attitudes of Employees:
Some employees of an organisation have a negative attitude. They always
think that doing more work will not bring any credit. A Mentor uses various
techniques to change this attitude.
● Reduction in Employee Turnover:
The reputation of an organisation is affected by the employee turnover. This
creates a lot of problems for the managers. A lot of time and money go
waste in repeatedly recruiting employees and giving them education and
training. Only motivation can save an organisation from such wastage.
Motivated people work for a longer time in the organisation and there is a
decline in the rate of turnover.
● Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern. The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management. The skills
and efficiency of employees will always be of advantage to employees as
well as employees. This will lead to a good public image in the market which
will attract competent and qualified people into a concern. As it is said, “Old
is gold” which suffices with the role of motivation here, the older the people,
more the experience and their adjustment into a concern which can be of
benefit to the enterprise.
● Reduction of Employee Turnover and Absenteeism:
Employee turnover is a measurement of the term or number of years an
employee stays and/or replaced in the company. Highly motivated
employees are considered to be the most reliable and valuable assets to the
organisation. They are more loyal, punctual and regular in their work
schedule and stay on-job for a longer period of time in the organisation. In
case of poor working conditions, lack of recognition and poor relations with

8. colleagues and superiors absenteeism could increase as these conditions
demotivate employees to work harder.
● Reduction in Resistance to Change:
Changes can be uncomfortable and require employees to think and/or act
differently. Changes in a business may seem as a sign of uncertainty that
may further lead to anxiety among employees. Accordingly, employees
should be motivated in an organisation to embrace changes (if any)
positively by developing transparency and trust during the process of change
in an organisation. This motivation can be created by the management along
with their employees by collectively, identifying and recognising the benefits
of possible changes.
● Indifferent Attitudes can be Changed:
Motivated employees attempt to change indifferent or negative attitudes of
employees by engaging in supporting conversations without resorting to
belittling and complaining comments, speaking up with a dismissive
employee and addressing an employee’s inability to work in a team
situation. Motivated employees could also privately discuss negative
attitudes, recognise HR policies and procedures and involve HR, to make
them listen their problems and support them. With such high morale building
exercises the possibility of conflicts and industrial disputes could be minimal.
● Improves Performance Level:
Motivated employees have the ability and willing-ness to work and improve
their performance level by obtaining relevant education and training. For
example, a highly educated employee with experience of working in abroad
is employed because this employee has new learning from her/his
experiences to share, implement and improve performance levels of
themselves and her/his colleagues.
● Healthy Corporate Image:
Motivation also helps organisations in improving their image due to efficient
performance, maintenance of self-discipline and productive internal
environment. It creates a good impression and enhanced image among
people outside the organisation.