Here are a few key points on the role of money in motivating Indian employees: - For most Indian employees, basic financial security and needs are important motivating factors given the country's developing economy. Meeting basic needs like paying bills, supporting a family, saving for the future etc. are priorities. So money does play an important role in motivation. - However, money alone may not be a long-term sustaining motivator. While pay is important, Indian employees also want meaningful work, growth opportunities, recognition from managers/leaders, an engaging workplace culture etc. Non-monetary factors become increasingly important over time. - In jobs that are more mundane or repetitive, money could be a stronger motivator

1. MODULE : 6
MOTIVATION
Presented by:
Ashwini Kumbar
MBA 1st sem.
VTU R/O
kALABURAGI

2. WHAT MOTIVATES PEOPLE?

3. • What motivates people like Dheerubhai Ambani, Indra
Nooyi (video), PT Usha, etc., to excel in their life?
• Is there anything organization can do to encourage that
sort of motivation in their employees?
• Motivation is the most frequently searched topic in OB.
• Acc to recent Gallup study 55% of the US employees
have no enthusiasm for their work.
• They waste two hours every day other than lunch and
scheduled break (net browsing and talking to
coworkers).
• The main issue is Motivation

4. “ If you treat an individual as he is, he
will stay as he is, but if you treat him as
he ought to be and could be, he will
become as he ought to be and could be”

5. • The word motivation is derived from the word
‘MOTIVE’ which means Ideas,Needs,Emotions,
Desires that prompts a person into action.
• Latin word ‘MOVERE’ which means “to move”.

6. MOTIVATION
Direction
PersistenceIntensity

7. I was saying
"I'm the greatest”
long before
I believed it.
INTENSITY
It is concerned hard a person tries.

8. Direction
High intensity is unlikely to lead a favorable job
performance outcomes unless the effort is
channelized in a direction that benefits
organization (right direction).

9. It's not that I'm so
smart, it's just that I
stay with problems
longer.
Persistence
This is a measure of how long a person
can maintain effort.
Motivated people stay with a task enough
to achieve their goal.

10. What is motivation?
• The definition of motivation consists of three
components:
Intensity (activates)
Direction (Direct) Human Behavior
Sustain (persistence)

11. The Motivational Process: A General Model
The
Employee
I.
Need /deficiencies
II.
Search for ways to
satisfy needs
III.
Goal-directed
behavior
IV.
Performance
(evaluation of goals
accomplished)
V.
Rewards or
punishments
VI.
Need deficiencies
reassessed by the
employee

12. • Types of Motives

13. 1. The Power Motive:
Alfred Adler- leading advocate of Power Motive
concept of inferiority complex and need for
compensation.
Eg:
• Influencing people to change their attitudes or
behavior
• controlling people and activities
• Being in a position of authority over others.
• Gaining control over information and resources
• Defeating an opponent or enemy

14. 2. The Achievement Motive: David C McCleland
it is the degree to which a person wishes to
accomplish challenging goals, succeed in
competitive situation and exhibit
unambiguous feedback regarding
performance.
Eg:
• Doing better than competitors
• Attaining or surpassing a difficult goal
• Solving a complex problem
• Developing better way to do something.

15. 3. The Affiliation Motive:- It is the degree to which
people seek approval from others, confirm to their
wishes, and avoid conflicts with others.
Eg:
• Being liked by many people
• Being accepted as a part of group or team
• Working with people who are friendly and cooperative.
• Maintaining harmonious relationships & avoiding conflicts
• Participating in pleasant social activities.
It play very important role to motivate.

16. 4. The Security Motive:
It is a very intense motive in a fast –paced, highly
technological and dynamic modern societies.
Eg:
• Having a secure job
• Being protected against loss of income or economic
disaster.
• Being protected against physical harm & hazardous
conditions
• Having protection against illness and disability
• Avoiding task or decisions with a risk of failure and
blame.

17. 5. The Status Motive: it is the relative ranking that
a person holds in a group, organization or
society.
Eg:
• Having the right car and wearing the right cloths.
• Working for the right (reputed) company in the
right job
• Having a degree from the right (reputed)
university
• Living in the right neighborhood and belonging
to the country club.
• Having executive privileges

18. 6. Intrinsic and Extrinsic Motives-
• extrinsic motives are tangible and visible to
others. Eg; pay, benefits, promotion, termination,
being transferred etc.
• intrinsic motives are internally generated.
Eg: feelings of responsibility,
achievement, accomplishment, learning from
experience, etc.

19. THEORIES OF MOTIVATION
EARLY THEORY OR
CONTENT THEORIES
CONTEMPORARY THEORY OR
PROCESS THEORIES

20. EARLY THEORIES OF MOTIVATION
HIERARCHY OF NEEDS THEORY
- MASLOW’s
THEORY ‘X’ and THEORY ‘Y’
- Mc Gregor’s
TWO FACTOR THEORY OR HYGIENE
THEORY
- HERZBERG’s

21. CONTEMPORARY THEORIES
OF MOTIVATION
EQUITY THEORY
EXPECTANCY THEORY
PORTER-LAWLER MODEL
ATTRIBUTION THEORY
GOAL-SETTING THEORY
RE-INFORCEMENT THEORY

23. 1. Hierarchy of Needs Theory
– Abraham Maslow

24. 1. Physiologial Needs: Food,water, clothing,shelter,
clothing and other physical requirements.
2. Safety and security Needs: security and protection
from physical and emotional harm.
3. Social Needs: affection, belongingness,
acceptance and friendship.
4. Esteem Needs: Internal factors such as self
respect, and achievement and
external factors such as status,recognition and
attention.
5. Self-actualization Needs: Drive to become what one is
capable of becoming; includes growth, achieving one’s
potential and self fulfillment.

25. Applying MASLOW’s theory in management

26. Need Category Management Influence Area
1. Self - Actualization Challenges in job, Advancement opportunities.
2. Esteem Public recognition for good performance, significant job
activities, respectful job title,Responsibility.
3. Social Social interaction opportunities, group stability,
Encouragement toward cooperation.
4. Safety Safe working conditions, Job security ,Fringe benefits.
5. Physiological Fair salary, comfortable working conditions, lightining,
spaces, ventilation, air conditioning etc.

27. Implications:
 The needs theory extends from physiological needs
at the bottom to the need for self actualization at
the top.
Until physiological needs are reasonably well
satisfied higher level needs will not significantly
influence behavior.
A person is never completely satisfied on any need
level.
An average person might be 85% satisfied in
physiological needs,70% in saftey needs,50% in
social needs,40% in esteem needs,10% in self
actualization needs.

28. Criticisms of theory
 Certain studies suggest that needs fall into only two
or three distinct categories,and not five,according to
some researches.
 Some critics say that the order of need may not
always be the same.
 Maslow’s theory is often presented as being
universally accepted as accurate.
 This need theory is static.

29. Theory X and Y- Douglas McGregor
• He has proposed two distinct views of human
beings:
1. Negative Attitude – Labeled as Theory X
2. Positive Attitude – Labeled as Theory Y
Under theory X Managers believe that
• Employees inherently dislike work – must be
directed and coerced to work

30. Under theory Y Managers assume that
• Employees view work as being as natural as rest
and play, they accept and even seek
responsibility.

31. COMPARISON OF THEORY X AND THEORY Y ASSUMPTIONS
THEORY ‘X’ THEORY ‘Y’
1. The average person inherently dislikes
work and will avoid it if possible.
1. The expenditure of physical and mental
effort in work is natural.
2. Most employees must be coerced,
directed, closely supervised and
threatened with punishment to get them
perform effectively.
2. Most people prefer to exercise self-
direction and self- control if they are
committed to the achievement of
objectives.
3. The average person lacks ambition,
avoids responsibility and seeks job
security and economic rewards above
everything else.
3. People are interested in solving
organizational problems..
4. Most people lack creative ability and
are resistant to change.
4. People learn, under proper conditions,
not only to accept but also to seek
responsibility.
5. Since most people are self-centred,
they are not concerned with the objective
of the organization.
5. People want job security but also have
other needs such as esteem or ego-
satisfaction and also the need for self-
actualization.

32. Criticisms
Managers cannot assume that all employees
are mature.
Security may be more important than a
challenging job to some individuals.
Some workers may enjoy doing highly
structured and repetitive tasks that may be
boring to others.

33. Hygiene Theory or Two factor Theory
- Frederick Herzberg.
 He based his theory on a study of need
satisfaction.
He reported motivational effects on these
satisfactions on 200 engineers and accountants.
 Herzberg identified 2 classes of factors which were
important to behavior on the job.
 a) HYGIENE factor.
 b) MOTIVATORS.

35. Criticisms of the theory
o This theory is most applicable to professionals
such as engineers, managers, accountants
etc..,,
o This study is mainly focused on level of
satisfaction, not performance.
o Herzberg’s assumes that there is a strong
relationship between satisfaction and
productivity.

36. Activity:
DOES MONEY PLAYS AN IMPORTANT ROLE IN
MOTIVATING INDIAN EMPLOYEES.