This document discusses motivation in the context of an MBA course on human resource management. It defines motivation and differentiates between intrinsic and extrinsic motivation. It presents models of motivation including needs theories, expectancy theory, and reinforcement theories. It also summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's achievement theory, Vroom's expectancy theory, and Skinner's behavior modification theory.

1. MOTIVATION
Course: MBA SEM 2
Subject: Human Resource
Management
Unit: 4

2. Motivation
• A motive is a reason for doing something.
• The term ‘motivation’ can refer variously to the
goals individuals have, the ways in which
individuals chose their goals and the ways in
which others try to change their behaviour.
• Motivation is the process of channeling a
person’s inner drives so that he wants to
accomplish the goals of the organisation.
• Motivation is concerned with the strength and
direction of behaviour and the factors that
influence people to behave in certain ways

3. TYPES OF MOTIVATION
• Extrinsic motivation
• Intrinsic motivation
• Extrinsic motivation occurs when things are done
to or for people to motivate them, including
rewards such as incentives, increased pay, praise,
or promotion, and punishments, such as
disciplinary action, withholding pay, or criticism.
• Intrinsic motivation is provided by the work itself
and is associated with the concept of engagement.

4. THE PROCESS OF MOTIVATION
A content/needs theory model
Need
Establish goal
Take action
Attain goal

5. • Content/needs theory focuses on the content of
motivation in the shape of needs.
• Its basis is the belief that an unsatisfied need creates
tension and a state of disequilibrium. To restore the
balance a goal is identified that will satisfy the need,
and a behaviour pathway is selected that will lead to
the achievement of the goal and the satisfaction of the
need. Behaviour is therefore motivated by unsatisfied
needs.
• Content theory, as the term implies, indicates the
components of motivation but it does not explain how
motivation affects performance – a necessary
requirement if the concept is to provide guidance on
HR policy and practice. This was the role of expectancy
theory as described in the next slide.

6. THE PROCESS OF MOTIVATION
Expectancy motivation model
Perceived value
of reward
Expectation that effort
will produce reward
Performance
Ability
Role
perceptions
Effort

7. Motivation Theories
1. Maslow’s need Hierarchy Theory
2. Herzberg’s two factor theory
3. McClelland’s Achievement Theory
4. Victor Vroom’s Expectancy Theory
5. Adam’s Equity Theory
6. Skinnner’s Behaviour Modification Theory

8. Maslow’s Need Hierarchy Theory
1st
Basic
Physiological
Needs
2nd
Safety
Security
3rd
Social
Needs
4th
Esteem
Needs
5th
Self-
Realisation

9. Herzberg’s Two Factor Theory
• According to Herzberg, the absence of
certain job factors tends to make workers
dissatisfied.
1. Maintenance or Hygiene Factor
2. Motivators or Satisfiers

10. Maintenance or Hygiene Factor
1. Fair company policies and administration
2. A supervisor who knows the work
3. A good relationship
4. A fair salary
5. Job security
6. Personal life
7. Good working conditions
8. Status

11. Motivators or Satisfiers
1. Opportunity to accomplish something
significant
2. Recognition for significant accomplishments
3. Chance for advancement
4. Opportunity to grow and develop on the job
5. Chance for increased responsibility
6. The job itself

12. McClelland’s Need for Achievement
1. The need for affiliation
2. The need for Power
3. The need for achievement

13. Victor Vroom’s Expectancy Theory
1. First and Second Level outcomes
2. Instrumentality
3. Expectancy
4. Motivation

14. Victor Vroom’s Expectancy Theory
Expectancy First Level Outcome Instrumentality Second Level Outcome
0.3 More Work 0.8
1.0
0.1
Getting Promotion
Getting more salary
Getting Recognition
0.6 Developing Intimacy
with the employer
0.6
0.8
0.1
Getting Promotion
Getting more salary
Getting Recognition
0.8 Bribery 0.5
0.2
0
Getting Promotion
Getting more salary
Getting Recognition

15. Adam’s Equity Theory
In this theory, equity is defined as a ratio
between the individual’s job inputs (Effort,
skill, experience, education and seniority)
and the job rewards (Such as pay or
promotion) compared to the rewards others
are receiving for similar job inputs.

16. Skinner’s Behaviour Modification Theory
The consequences that increase the
frequency of a behaviour are positive
reinforcement (praise, monetary reward) or
negative reinforcement (escape from some
aversive situation)

17. Skinner’s Behaviour Modification Theory
The consequences that decreases the
frequency of a behaviour are
Extinction(ignoring the behaviour) and
Punishment (fine, frown, reprimand etc.)

18. Bibliography
• http://www.whatishumanresource.com
• http://www.mbaofficial.com
• Human Resource and Personnel Management- K.
Aswathappa, Tata McGraw Hill