Motivation refers to the internal and external factors that drive goal-directed behavior. It arises from a person's needs and desires and inspires them to achieve their goals. Motivation has several key functions - it gets us started on tasks, keeps us engaged, and helps us achieve our objectives. Motives vary between individuals and can change over time or situation. They are hierarchical, with basic needs like food and safety being more important motivators than complex needs like personal growth. Motivation theories include content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, process theories like Vroom's expectancy theory, and contemporary theories like equity theory. Motivation impacts team behavior by directing actions, increasing effort and

1. 1
Jayanti R Pande
email: jayantipande17@gmail.com
RTMNU MBA Sem 4 – TEAM DYNAMICS [HR]
MODULE NO 1: INTRODUCTION TO
MOTIVATION
Motivation
Motivation drives goal-oriented behaviour
and originates from a person's wants and
needs. It inspires individuals to achieve their
goals and desires by creating a state of
tension from unfulfilled needs.
Definition of Motivation
Dalton E. McFarland – “Motivation refers to
the way in which urges, drives, desires,
aspirations, strivings or needs direct, control
or explain the behaviour of human beings.”
Concept of Motives
Motivation is a driving force that compels
action, triggered by physical or mental needs.
It regulates behaviour and has three
functions:
1. It gets us started
2. Keeps us going
3. Helps us achieve our objectives.
Characteristics of Motives
1 Individualistic - Motives are individualistic
and vary from person to person, driven by
unique experiences, beliefs, and goals.
2 Dynamic - Motives are dynamic and can
change over time or in response to different
situations.
3 Unconscious - Motives can be unconscious
and driven by underlying reasons shaped by
past experiences, hidden desires, or
instinctual drives, sometimes requiring
introspection or exploration to uncover.
4 Hierarchical - Motives are hierarchical and
can be ordered by importance, with basic
needs like food and safety at the bottom and
more complex needs like personal growth at
the top.
5 Govern behaviour - Motives govern
behaviour by guiding our choices and
decisions, and affecting how we act in
different situations, like a powerful engine
that drives our behaviour and shapes who we
are and what we do.
TYPES OF MOTIVE
Primary or basic physiological - Unlearned
motives are primary physiological needs
essential for survival, including hunger, thirst,
and sleep.
Secondary or socio psychological - are based
on psychological and social factors, such as
achievement, recognition, and personal
growth, rather than biological needs.
General motives - fall between primary and
secondary motives and include desires for
things such as manipulation, love, care, and
competence.
NATURE OF MOTIVATION
1 PSYCHOLOGICAL PHENOMEMNON -
psychological and challenging to figure out.
2 ON GOING PROCESS - ongoing and never-
ending.
3 CANNOT BE OBSERVED EASILY - not easily
observable or analysed.
4 GOAL ORIENTED PROCESS - goal-oriented
and can contribute to personal and
organizational success
5 AFFECTED BY SOCIAL & CULTURAL NORMS -
Social and cultural norms impact motivation
at work.
PROCESS OF MOTIVATION
STEP 1 Motive - Motivation starts with a
personal motive that provides direction to an
individual's behaviour.
STEP 2 Behaviour - Behaviour exhibits an
individual's goals and strives to balance
physiological and psychological conditions.
STEP 3 Goal - Goals are influenced by
multiple factors such as customs, morals,
learning experiences, and surroundings.
STEP 4 Tension Reduction - Organizational
culture and responsibility can create
motivational drives in employees, leading to
tension reduction.
TYPES OF MOTIVATION
1 INTRINSIC vs EXTRINSIC – Intrinsic
motivation: Internally-driven by personal
interests, self-determined, long-lasting, and
associated with higher performance.

2. 2
Jayanti R Pande
email: jayantipande17@gmail.com
Extrinsic motivation: Externally-driven by
rewards/punishments, temporary, can lead to
decreased intrinsic motivation, and associated
with lower performance.
2 POSITIVE vs NEGATIVE - Positive motivation
focuses on rewards and encourages growth,
enthusiasm, and persistence, while negative
motivation focuses on consequences and can
create fear, be demotivating, and promote
resistance.
3 RATIONAL vs EMOTIONAL –
Rational Motivation: Based on logic and
reasoning, driven by goals and outcomes,
tends to be less emotional, and often
associated with high performance.
Emotional Motivation: Based on feelings and
emotions, driven by personal values and
identity, can be unpredictable, and may be
associated with creativity and innovation but
not always with high performance.
4 PRIMARY vs SECENDORY -Primary
Motivation is based on innate, biological
needs such as hunger and thirst, while
Secondary Motivation is acquired through
personal experiences, social expectations, and
desires for achievement, power, and
affiliation.
5 FINANCIAL vs NON FINANCIAL -Financial
motivation is driven by external factors, while
nonfinancial motivation is driven by internal
factors such as personal values and fulfilment.
ROLE OF MOTIVN IN TEAM BEHAVIOUR
1. Directs Behaviour - Motivation guides
actions towards goals.
2. Increase effort & energy - boosts effort and
energy towards goals.
3. Initiation of & persistence - Motivation
boosts activity initiation and persistence,
helping individuals overcome procrastination
and maintain focus until tasks are completed.
4. Enhance performance - improves
performance by encouraging effort and
attention
5. Affects cognitive process - attention,
memory, and learning, shaping how we
approach tasks and challenges.
APPLICATION OF MOTIVATION
1. Rewards- include variable pay based on
performance, skill-based pay based on
employee skills, and flexible benefits
customized to employee needs.
2. Job design - job design assigns tasks to jobs,
impacting goals and motivation.
3. Management By Objective - MBO is a
process that involves setting measurable
objectives, matching employee performance
to objectives, and rewarding goal attainment.
4. Economic consideration - Money and
economic status hold social value, contribute
to an individual's social status, and workers
are motivated by economic incentives.
5. Performance appraisal - evaluates
employee strengths and weaknesses,
establishes future goals, encourages
teamwork, and brings motivation and
perfection to the workplace.
THEORIES OF MOTIVATION
1. Content theory - there is always 1 best
motivating technique
A. Maslow’s need hierarchy theory :
Maslow's Hierarchy of Needs: 5 levels
arranged in hierarchy from basic to advanced
needs. 1.Physiological needs 2. Safety needs
3. Love and belonging needs 4. Esteem needs
5. Self-actualization needs.
B. Herzberg’s two factor model theory:
Hygiene factors are salary, working
conditions, company policies, and
interpersonal relationships. Motivational
factors are challenging work, recognition,
growth opportunities, and responsibility.
C. Alderfer’s ERG theory : Existence Needs:
Basic needs for survival (food, water, shelter,
etc.) Relatedness Needs: Desire for social
interaction and recognition. Growth Needs:
Need for personal development and achieving
full potential
2. Process theory - Cognitive process theory
of employee motivation
A. Vroom’s expectancy theory :
Expectancy: belief in effort
Instrumentality: outcome belief
Valence: outcome value

3. 3
Jayanti R Pande
email: jayantipande17@gmail.com
Motivational Force = E × I × V
B. Porter-Lawler model : job performance is a
function of ability, effort, and organizational
support, and that satisfaction and rewards
play a crucial role in enhancing motivation
and job performance.
6 componants – Efforts, Performance,
Reward, Satisfaction, Organisational support,
Goals
3. Contemporary theory - current or modern
theories that are being developed or studied
in a particular field.
A. EQUITY THEORY OF WORK MOTIVATION :
4 components
Persons: Individuals involved
Comparison: Input-outcome comparison
Inputs: Resource investment
Outcomes: Work rewards
B. MC CLELLAND’S NEED THEORY:
McClelland's Need Theory states that people
are motivated by three types of needs:
achievement, affiliation, and power. And
understanding which need is dominant in an
individual can help managers to motivate and
engage them effectively in the workplace.
OTHER THEORIES
McGregor's Theory X and Theory Y: Theory X
assumes employees are lazy and need to be
closely monitored, while Theory Y assumes
employees are motivated, creative, and
capable of taking responsibility for their own
work.
Diff between theory x & y
Theory X - employees are lazy, need close
supervision, lack creativity, are motivated by
external factors, require tight control,
centralized decision-making, and autocratic
leadership.
Theory Y - employees have a positive attitude
towards work, take responsibility, show
initiative, are creative and problem solvers,
are motivated by internal factors, trust in
them is important, decision-making is
decentralized and participative leadership is
desirable.
Self-Determination Theory : people have
natural desires to feel in control of their lives,
capable in their skills, and connected to
others, and when these needs are met, they
are more motivated and fulfilled.
Self-efficacy theory : believing in one's ability
to succeed is important for motivation and
performance. Self-efficacy can be developed
through past successes, modelling, and
feedback.
Reinforcement theory : people will repeat
behaviours that are positively reinforced and
avoid behaviours that are negatively
reinforced or punished, and there are four
types of reinforcement.
1. Positive reinforcement
2. Negative reinforcement
3. Punishment
4. Extinction