1. The document discusses several theories of motivation including Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y. 2. Maslow's theory proposes that people are motivated by a hierarchy of five needs: physiological, safety, love, esteem, and self-actualization. 3. Herzberg's two-factor theory distinguishes between motivators like achievement and recognition that improve job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction if adequate but do not motivate. 4. McGregor's Theory X assumes employees dislike work and must be closely controlled, while Theory Y assumes employees can exercise self

2. Promise yourself to live your life as a
revolution and not just a process of
evolution.

3.  Motivation is a process that starts with a physiological
or psychological need that activates a behavior or a
drive that is aimed at a goal.
 “Motivation is the act of stimulating someone or
oneself to get desired course of action, to push right
button to get desired reactions.”

4.  The term motivation can be traced
to the latin word movere, which
means “to move”.
 It refers to the factors which move
or activate the organism.
 We infer the presence of
motivation when we see that
people work towards certain goals.

5. Motive Motivating Motivation

6.  As Steiner states “a motive is an
inner state that energies activates
are moves an directs a channel
behavior towards goal”
 According to Ferguson “The internal
states of the organism that lead to
the
instigation, persistence, energy, and
direction of behaviour”

7.  an act of managers
 a continuous process
 positive or negative
 goal oriented
 complex in nature
 an art
 system-oriented
 different from job satisfaction

8. ENERGY --------> DIRECTION -------> PERSISTENCE
 It is a process by which a person’s efforts are
energized, directed and sustained towards attaining
the goal.
◦ *Energy- A measure of intensity or drive.
◦ *Direction- Towards organizational goal.
◦ *Persistence- Exerting effort to achieve goal

11. 1. Motivation starts with a
need, vision, dream or desire to achieve
the seemingly impossible. Creativity is
associated with ideas, projects and
goals, which can be considered a path to
freedom.

12. 2. Develop a love-to-learn, become involved
with risky ventures and continually seek new
opportunities. Success is based on learning
what works and does not work.

13.  3. Developing the ability to overcome barriers and
to bounce back from discouragement or failure.
Achievers learn to tolerate the agony of failure.

16.  Positive
 Negative
 Intrinsic
 Extrinsic

17. 1. Set a major goal, but follow a path.
The path has mini goals that go in many
directions. When you learn to succeed at
mini goals, you will be motivated to
challenge grand goals.

18. 2. Finish what you start.
A half finished project is of no use to anyone.
Quitting is a habit. Develop the habit of
finishing self-motivated projects.

19. 3. Socialize with others of similar interest.
Mutual support is motivating. We will develop
the attitudes of our five best friends. If they
are losers, we will be a loser. If they are
winners, we will be a winner. To be a cowboy
we must associate with cowboys.

20. 4. Learn how to learn.
Dependency on others for knowledge supports
the habit of procrastination. Man has the
ability to learn without instructors. In
fact, when we learn the art of self-education
we will find, if not create, opportunity to find
success beyond our wildest dreams.

21. 5. Harmonize natural talent with interest that motivates.
Natural talent creates motivation.
Motivation creates persistence
Persistence gets the job done.

22. 6. Increase knowledge of subjects that
inspires.
The more we know about a subject, the more
we want to learn about it. A self-propelled
upward spiral develops.

23. 7. Take risk.
Failure and bouncing back are elements of
motivation. Failure is a learning tool. No one
has ever succeeded at anything worthwhile
without a string of failures.

24.  If you want to make your dreams come
true, the first thing you have to do is wake
up.

25.  Monetary factors
 Non-Monetary factors
 Other factors

26.  Salaries or wages
 Bonus
 Incentives
 Special Incentives

27.  Status or job title
 Appreciation and recognition
 Delegation of authority
 Working conditions
 Job security
 Job enrichment
 Workers participation
 Good superiors

28.  Providing training to the employees.
 Proper job placements.
 Proper promotions and transfers.
 Proper performance feed back.
 Proper welfare facilities.
 Flexible working hours.

29.  Money fails to motivate people, when there is no direct
relationship between reward and effort.
 Economic conditions of people influence the Importance of
money.
 Money is a significant motivator at lower level of
employees level however money may not be a significant
factor for senior executives.
 Social attitudes towards money and wealth also decides
the motivation to earn more and more.

30.  Thebest angle from which to
approach any problem is the
try-angle.
- Michelangelo

31. Early theories Content Theories
• Scientific • Maslow Theory
Management • Herzberg
• Human Relation • McGregor’s XY
Theories • ERG
• Equity Theory
• Performance
satisfaction Model

32.  Considered money to be
the main motivator for
workers therefore
scientifically investigate
how jobs are done through
„work study‟.
 Extreme division of labour
 Payment by results
(piecework)
 Tight management control
 Reduction in „unit costs‟

33.  His Philosophies of management was based on mutual
interest between employees and employers. It has 4
Principles
 The development of a true Science of Work
 The Scientific Selection and Progressive development
of the workman
 The Bringing Together of the science of work and the
scientifically selected and trained man
 The division of Work between Mangement and
employees

34.  Scientific
 Harmony
 Co-operation
 Maximum Output
 Greatest efficiency and Prosperity

35.  Boring and repetitive jobs
 Lack of skills required leading to loss of skills in the
workforce and also power for the workers.
 Led to low morale amongst the workforce

36.  Human relations theory is characterized by a shift in
emphasis from TASK to WORKER
 Go beyond physical contributions to include
creative, cognitive, and emotional aspects of workers
 Based on a more dyadic (two-way) conceptualization of
communication.
 SOCIAL RELATIONSHIPS are at the heart of organizational
behavior--effectiveness is contingent on the social well-
being of workers
 Workers communicate
opinions, complaints, suggestions, and feelings to increase
satisfaction and production
 Origins (Hawthorne Studies & work of Chester Barnard)
 Human Relations School of Management - Elton Mayo
(Harvard

37.  “The Hawthorne Studies
◦ Hawthorne Works of Western Electric Company
◦ 1924 - Chicago
◦ Research focus: Relation of quality and quantity of
illumination to efficiency in industry
◦ Four Important Studies

38.  Illumination Study (November 1924)
◦ Designed to test the effect of lighting intensity on worker productivity
◦ Heuristic value: influence of human relations on work behavior
 Relay Assembly Test Room Study (1927-1932)
◦ Assembly of telephone relays (35 parts - 4 machine screws)
◦ Production and satisfaction increased regardless of IV manipulation
◦ Workers‟ increased production and satisfaction related to supervisory
practices
◦ Human interrelationships are important contributing factors to worker
productivity
◦ Bottom Line: Supervisory practices increase employee morale AND
productivity
 Interviewing Program (1928-1930)
◦ Investigate connection between supervisory practices and employee morale
◦ Employees expressed their ideas and feelings (e.g., likes and dislikes)
◦ Process more important than actual results
 Bank Wiring Room Observation Study (November 1931 - May 1932)
◦ Social groups can influence production and individual work behavior
◦ RQ: How is social control manifested on the shop floor?
◦ Informal organization constrains employee behavior within formal
organizational structure

39.  Not conducted with the appropriate scientific
rigor necessary
 Subjects replaced with more “cooperative”
participants
 WORTHLESS
 GROSS ERRORS
 INCOMPETENCE

40.  Life's problems wouldn't be called "hurdles" if
there wasn't a way to get over them
~Author Unknown

41.  Maslow Theory
 Herzberg Theory
 McGregor’s XY Theory
 ERG Theory
 Equity Theory
 Performance satisfaction Model Theory

42.  This theory was proposed by
Abraham Maslow and is based on
the assumption that people are
motivated by a series of five
universal needs. These needs are
ranked, according to the order in
which they influence human
behavior, in hierarchical fashion

44. 
MOTIVATIONAL
FACTORS
Motivational factors are
directly to job content
itself, the individuals
performance of it , its
responsibilities and the
growth an recognition
obtained from it.
HERZBERG

45.  Herzberg's Two Factor Theory, also known as the
Motivation-Hygiene Theory, was derived from a study
designed to test the concept that people have two
sets of needs.
 their needs as animals to avoid pain
 their needs as humans to grow psychologically

46.  achievement  company policy
 recognition  administrative policies
 supervision
 work itself
 salary
 responsibility
 interpersonal relations
 advancement  working conditions
SATISFACTION DISSATISFACTION
(MOTIVATION) (HYGIENE)

48. McGregor’s Theory
• McGregor looked at the way in which
employers and employees traditionally
viewed work – The employer paid the
money and gave instructions, and the
worker did the job without asking
questions (THEORY X)
DOUGHLAS McGREGOR

49.  Douglas McGregor observed two diametrically
opposing view points of managers about their
employees.
 one is negative called “Theory of X”
 one is positive called “Theory of Y”

50.  Employees dislike work; if possible avoid the same
 Employees must be coerced, controlled or threatened
to do the work
 Employees avoid responsibilities and seek formal
direction
 Most employees consider security of job, most
important of all other factors in the job and have very
little ambition

51.  Employees love work as play or rest
 Employees are self directed and self controlled and
committed to the organizational objectives
 Employees accept and seek responsibilities
 Innovative spirit is not confined to managers
alone, some employees also possess it.

53. About a hundred years ago, a man looked at the
morning newspaper and to his surprise and
horror, read his name in the obituary column. The
news papers had reported the death of the wrong
person by mistake. His first response was shock. Am I
here or there? When he regained his composure, his
second thought was to find out what people had said
about him.

54. The obituary read, "Dynamite King Dies." And also "He
was the merchant of death." This man was the
inventor of dynamite and when he read the words
"merchant of death," he asked himself a question, "Is
this how I am going to be remembered?" He got in
touch with his feelings and decided that this was not
the way he wanted to be remembered. From that day
on, he started working toward peace. His name was
Alfred Nobel and he is remembered today by the great
Nobel Prize.

55.  Just as Alfred Nobel got in touch with his feelings and
redefined his values, we should step back and do the
same.
 What is your legacy?
 How would you like to be remembered?
 Will you be spoken well of?
 Will you be remembered with love and respect?
 Will you be missed?

56.  A man was traveling and stopped at an intersection. He
asked an elderly man, "Where does this road take
me?" The elderly person asked, "Where do you want to
go?" The man replied, "I don't know." The elderly
person said, "Then take any road. What difference
does it make?"
How true. When we don't know where we are
going, any road will take us there.

57.  I am always doing that which I cannot do, in
order that I may learn how to do it.

58.  Clayton Alderfer reworked
Maslow's Need Hierarchy to
align it more closely with
empirical research.
 Alderfer's theory is called
the ERG theory --
Existence, Relatedness, and
Growth.

59.  Existence refers to our concern with basic material
existence requirements; what Maslow called physiological
and safety needs.
 Relatedness refers to the desire we have for maintaining
interpersonal relationships; similar to Maslow's social/love
need, and the external component of his esteem need.
 Growth refers to an intrinsic desire for personal
development; the intrinsic component of Maslow's esteem
need, and self-actualization
 Alderfer also deals with frustration-regression &
satisfaction-progression. That is, if a higher-order need is
frustrated, an individual then seeks to increase the
satisfaction of a lower-order need.

61. LEVEL OF DEFINITION PROPERTIES
NEEDS
Impel a person to make Satisfied through using
Growth creative or productive capabilities in engaging
effects on himself and his problems; creates a greater
sense of wholeness and
environment
fullness as a human being
Involve relationships with Satisfied by mutually sharing
Relatedness significant others thoughts and feelings;
acceptance, confirmation,
under- standing, and influence
are elements
Includes all of the various When divided among people
Existence forms of material and one person's gain is another's
psychological desires loss if resources are limited

62.  This theory of motivation centres around the principle
of balance or equity.
 According to this theory level of motivation in an
individual is related to his or her perception of equity
and farness practiced by management.
 Greater the fairness perceived higher the motivation
and vice versa.

65. Person’s output > Other’s output = Overpaid inequity
Person’s Input Other’s input
Person’s output < Other’s output = Underpaid inequity
Person’s input Other’s input
Person’s output = Other’s output = Equity
Person’s input Other’s input

66.  Job Satisfaction is the amount of pleasure or
contentment associated with a job.
 If you kike your job intensely, you will experience high
job satisfaction
 If you dislike, you will experience job dissatisfaction

69.  Higher efficiency
 Reduce absenteeism.
 Reduces employee turn over.
 Improves a corporate image.
 Good relations.
 Improved morale.
 Reduced wastages and breakages.
 Reduced accidents.
 Facilitates initiative and innovation.

70.  The manager of A.B.C.Ltd. Realised that the level of
moral and motivation of their employees was very
low and there was dissatisfaction among the
employees. Labour productivity was also found to be
very low. After investigating the causes of
dissatisfaction, the managers decided that if
employees were to be motivated, there was a need
to establish and maintain good interpersonal
relation, over and above good salary, job security,
proper working conditions and supervision

71. So they put in sincere efforts to improve all these factors
during one year. Yet, surprisingly, they came to know that
in spite of reduction in the degree of dissatisfaction, the
level of morale and motivation was low and there was no
significant increase in their productivity. Therefore, the
managers are worried.
 What managerial problem is involved in the above case?
Suggest solution and make argument to justify your
answer
“ WE RECOVERED FROM DISASTER”