Sir Syed Ahmed Khan played a key role in the **Aligarh Movement**, which aimed to educate and uplift Muslims in British India. His efforts focused on modern education, social reforms, and political awareness among Muslims. ### **1. Background of the Aligarh Movement** In the 19th century, after the **War of 1857**, Muslims in India were in a poor state. They were blamed for the rebellion and faced discrimination. Many Muslims refused to accept Western education, which made their condition worse. **Sir Syed Ahmed Khan** realized that without modern education, Muslims would remain backward. ### **2. Sir Syed’s Contributions** #### **a) Establishment of Educational Institutions** - He founded the **Muhammadan Anglo-Oriental (MAO) College** in **Aligarh** in 1875, which later became **Aligarh Muslim University (AMU)**. - This college taught both **modern sciences** and **religious studies**, helping Muslims to compete with others. #### **b) Promotion of Modern Education** - Sir Syed encouraged Muslims to **learn English** and **adopt Western scientific knowledge**. - He wrote **books and articles** to convince Muslims that modern education was not against Islam. #### **c) Scientific Society of Aligarh** - He established the **Scientific Society of Aligarh** in 1864 to **translate English books** into Urdu. - This helped Muslims gain knowledge about **modern sciences and ideas**. #### **d) Social and Political Reforms** - He **advised Muslims** to avoid conflicts with the British and instead **focus on education and progress**. - He believed in **Hindu-Muslim unity** but later supported the idea that **Muslims should have their own identity**. ### **3. Impact of the Aligarh Movement** - It **transformed Muslim society** by encouraging **modern education**. - The MAO College produced **educated leaders** who later played a major role in the creation of **Pakistan**. - The movement laid the foundation for **Muslim political awareness**, leading to the **Two-Nation Theory**. ### **Conclusion** Sir Syed Ahmed Khan’s **Aligarh Movement** was a turning point for Muslims in India. His focus on **education, social reforms, and modern thinking** helped Muslims regain their lost position. His efforts ultimately **led to the formation of Pakistan** in 1947.Sir Syed Ahmed Khan played a key role in the **Aligarh Movement**, which aimed to educate and uplift Muslims in British India. His efforts focused on modern education, social reforms, and political awareness among Muslims. ### **1. Background of the Aligarh Movement** In the 19th century, after the **War of 1857**, Muslims in India were in a poor state. They were blamed for the rebellion and faced discrimination. Many Muslims refused to accept Western education, which made their condition worse. **Sir Syed Ahmed Khan** realized that without modern education, Muslims would remain backward. ### **2. Sir Syed’s Contributions** #### **a) Establishment of Educatio

1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
PowerPoint Presentation by Charlie Cook
The University of West Alabama
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
© 2007 Prentice Hall, Inc.
All rights reserved.
All rights reserved.
Motivating
Motivating
Employees
Employees
Chapter
Chapter
16
16

2. © 2007 Prentice Hall, Inc. All rights reserved. 16–2
L E A R N I N G O U T L I N E
L E A R N I N G O U T L I N E

3. © 2007 Prentice Hall, Inc. All rights reserved. 16–3
What Is Motivation?
What Is Motivation?
• Motivation
Motivation
 Is the process by which a person’s efforts are
Is the process by which a person’s efforts are
energized, directed, and sustained towards attaining
energized, directed, and sustained towards attaining
a goal.
a goal.
 Energy:
Energy: a measure of intensity or drive.
a measure of intensity or drive.
 Direction:
Direction: toward organizational goals
toward organizational goals
 Persistence:
Persistence: exerting effort to achieve goals.
exerting effort to achieve goals.
 Motivation works best when individual needs are
Motivation works best when individual needs are
compatible with organizational goals.
compatible with organizational goals.

4. © 2007 Prentice Hall, Inc. All rights reserved. 16–4

5. © 2007 Prentice Hall, Inc. All rights reserved. 16–5
Early Theories of Motivation
Early Theories of Motivation
• Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
• MacGregor’s Theories X and Y
MacGregor’s Theories X and Y
• Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory
• Three needs theory
Three needs theory

6. © 2007 Prentice Hall, Inc. All rights reserved. 16–6
Early Theories of Motivation
Early Theories of Motivation
• Maslow’s Hierarchy of Needs Theory/ 1943
Maslow’s Hierarchy of Needs Theory/ 1943
 Needs were categorized as five levels of lower- to
Needs were categorized as five levels of lower- to
higher-order needs.
higher-order needs.
 Individuals must satisfy lower-order needs before they can
Individuals must satisfy lower-order needs before they can
satisfy higher order needs.
satisfy higher order needs.
 Satisfied needs will no longer motivate.
Satisfied needs will no longer motivate.
 Motivating a person depends on knowing at what level that
Motivating a person depends on knowing at what level that
person is on the hierarchy.
person is on the hierarchy.
 Hierarchy of needs
Hierarchy of needs
 Lower-order (external): physiological, safety
Lower-order (external): physiological, safety
 Higher-order (internal): social, esteem, self-actualization
Higher-order (internal): social, esteem, self-actualization

7. © 2007 Prentice Hall, Inc. All rights reserved. 16–7
Exhibit 16–1
Exhibit 16–1 Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs

8. © 2007 Prentice Hall, Inc. All rights reserved. 16–8

9. © 2007 Prentice Hall, Inc. All rights reserved. 16–9
Early Theories of Motivation (cont’d)
Early Theories of Motivation (cont’d)
• McGregor’s Theory X and Theory Y
McGregor’s Theory X and Theory Y
 Theory X
Theory X
 Assumes that workers have little ambition, dislike work, avoid
Assumes that workers have little ambition, dislike work, avoid
responsibility, and require close supervision.
responsibility, and require close supervision.
 Theory Y
Theory Y
 Assumes that workers can exercise self-direction, desire
Assumes that workers can exercise self-direction, desire
responsibility, and like to work.
responsibility, and like to work.
 Assumption:
Assumption:
 Motivation is maximized by participative decision making,
Motivation is maximized by participative decision making,
interesting jobs, and good group relations.
interesting jobs, and good group relations.

10. © 2007 Prentice Hall, Inc. All rights reserved. 16–10

11. © 2007 Prentice Hall, Inc. All rights reserved. 16–11
Early Theories of Motivation (cont’d)
Early Theories of Motivation (cont’d)
• Herzberg’s Motivation-Hygiene Theory
Herzberg’s Motivation-Hygiene Theory
 Job satisfaction and job dissatisfaction are created by
Job satisfaction and job dissatisfaction are created by
different factors.
different factors.
 Hygiene factors:
Hygiene factors: extrinsic (environmental) factors that
extrinsic (environmental) factors that
create job dissatisfaction.
create job dissatisfaction.
 Motivators:
Motivators: intrinsic (psychological) factors that create job
intrinsic (psychological) factors that create job
satisfaction.
satisfaction.
 Attempted to explain why job satisfaction does not
Attempted to explain why job satisfaction does not
result in increased performance.
result in increased performance.
 The opposite of satisfaction is not dissatisfaction, but rather
The opposite of satisfaction is not dissatisfaction, but rather
no satisfaction.
no satisfaction.

12. © 2007 Prentice Hall, Inc. All rights reserved. 16–12
Exhibit 16–2
Exhibit 16–2 Herzberg’s Motivation-Hygiene Theory
Herzberg’s Motivation-Hygiene Theory

13. © 2007 Prentice Hall, Inc. All rights reserved. 16–13
Exhibit 16–3
Exhibit 16–3 Contrasting Views of Satisfaction-Dissatisfaction
Contrasting Views of Satisfaction-Dissatisfaction

14. © 2007 Prentice Hall, Inc. All rights reserved. 16–14

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Contemporary Theories of Motivation
Contemporary Theories of Motivation
• Goal-Setting Theory
Goal-Setting Theory
• Reinforcement Theory
Reinforcement Theory
• Equity Theory
Equity Theory

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Example:

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36. END
END
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