Motivation is a complex process that influences human behavior. There are several theories that seek to explain what motivates individuals and impacts their productivity. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before pursuing safety, love, esteem and self-actualization. Herzberg's two-factor theory distinguishes between hygiene factors like salary that prevent dissatisfaction and motivators like achievement that create satisfaction. McClelland's theory focuses on three needs - achievement, power and affiliation - that influence behavior. Equity theory, expectancy theory and goal-setting theory are examples of process theories that examine how people's motivation is affected by expectations, outcomes and goal-setting.

1. Motivation
MS. PREETI BHASKAR
ASSISTANT PROFESSOR
ICFAI BUSINESS SCHOOL , DEHRADUN

2. Content
• Meaning of Motivation
• Primary and Secondary Motives
• Motivation and Productivity
• Motivation process
• Theories of Motivation

3. Definition
“Motivation means a process of
stimulating people to action to
accomplished desired goals”
William G. Scout

4. Features of Motivation
Motivation is an internal feeling, that is, it defines the
psychological state of a person. It is a continuous process and
we should make sure that it is not disturbed. A person should be
encouraged completely. Motivation consists of three interacting
and dependent elements −
• Needs − The requirements or deficiency which is created
whenever there is physiological imbalance.
• Drives − The various camps or events organized to motivate
the employees and give them new opportunities.
• Incentives − Employees need to be rewarded for their nice
work in order to keep them encouraged.

5. Primary motives are essential for survival.
They must be satisfied first before we can
take up any other activity. Primary motives
come to action when the physiological
balance of the body is upset. This balance is
called homeostasis.
Primary Motives
http://www.psychologydiscussion.net/notes/psychology-notes/motivation-psychology-
notes/classification-of-motives-primary-and-secondary/1979

6. Cont.
• When an organism experiences hunger or thirst, certain biological changes
occur in the body. Once the hunger/thirst is fulfilled, the physiological balance
or homeostasis is restored. Respiratory drive is the drive for air or oxygen. If
oxygen supply is not there even for a moment, it may result in brain damage,
loss of memory and loss of control on one’s body.
• Sleep drive occurs usually at regular intervals for a person. Lack of sleep or
inadequate sleep over long periods can result in confusion, attention deficit,
muscle tremors and increased sensitivity to pain. The metabolism rate drops
during sleep regenerating energy.
• Drive for elimination of wastes: When the bladder or intestine becomes
distended with waste material, they cause pressure and discomfort. The person
becomes restless until the waste materials are eliminated and pressure relieved.
Sex drive is considered a biological drive since it is dependent on physiological
conditions. Unlike hunger and thirst, sex is not essential for survival of the
individual but is necessary for the survival of the species.

7. Social/Learned/Secondary Motives:
Human life has not only just biological aspect but also social
aspect. Hence human behaviour is activated by the following social
motives.
1. Achievement motives
2. Affiliation motives
3. Aggression motives
4. Power motives
5. Curiosity motives.
These are called social motives since they develop as a result of
relationships with people.
http://www.psychologydiscussion.net/notes/psychology-notes/motivation-psychology-
notes/classification-of-motives-primary-and-secondary/1979

8. Cont.
1. Achievement motives:
They refer to a drive towards some standards of excellence. People with high-level achievement
motives prefer tasks that would promise success and are moderately difficult. David C McClelland
has found that while high achievers tend to succeed, low achievers tend to avoid failures. High
achievers challenge failures and work harder while low achievers accept failures and go for less
difficult tasks. High achievers prefer personal responsibility and like to get feedback about their
works. Children whose parents have accepted their independence tend to become high achievers,
while those of overprotective parents tend to become low achievers. Children learn by copying the
behaviour of their parents and other important people in their lives who serve as models. The parental
expectations also develop achievement motivation in children.
2. Affiliation motives:
Man cannot exist in isolation. The need to be with other people is known as affiliation need. This
need is revealed through one’s attraction to others through friendship, sociability or group
membership. They make more local phone calls, visits and seek approvals of others.
Need to rely on others which is called dependency motive is one form of the need for affiliation.
When little children are frightened, they seek others to comfort them. This kind of experience in early
life makes one seek the friendly company of others when faced with anxiety and fear.

9. Cont.
3. Aggression motives:
Intense frustrations after high expectations, verbal and nonverbal insults, fear and anxiety can
trigger aggression. Television and cinema depicting violence can make youngsters model
themselves to aggressive behaviour. Psychoanalysts maintain that each individual, as part of his
biological inheritance, possesses destructive death urges as well as constructive life urges. In most
of us, a favourable balance exists between life and death urges so that kindness triumphs over
cruelty. Social learning (modeling), classical conditioning and instrument conditioning are the
ways in which hostile aggression may be learned.
4. Power motives:
Social power is defined as the ability of an individual to produce intended effect on the behaviour
or emotions of other people. Persons with power motives will be concerned with having impact,
influence and reputation. They exercise their power by joining political parties, voluntary
organizations, and associating themselves with prominent and popular men. They select jobs
which have an impact on others and dominate weaker sections of the society. They often try to
convince others, play more competitive sports and tend to drink more.
5. Curiosity Motives:
Almost all individuals have a desire to have some standing position among the people of his
society or group. Nobody likes to be considered inferior. Efforts to achieve a rank in the hierarchy
of the group are present not just in human beings, but even among birds and animals, e.g.
‘pecking order’ among hens.

10. Importance of Motivation
Helps in satisfying needs of the Employees
Change the negative attitude to Positive attitude
Reduce labor turnover
Reduce absenteeism
Helps in introducing changes
Improves level of efficiency of employees
Creating friendly and supportive relationship

11. Motivation Process
Determination
of future need
Unsatisfied
needs
Tension
Satisfied
Needs
Search
Behavior
Drives
Reduction of
tension
Give
rise to

12. Types of motivation
Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation

13. Management - Chapter 14
13
Types of motivation theories
Content theories
Human needs and how
people with different needs
may respond to different
work situations.
Process theories
How people give meaning
to rewards and make
decisions on various work-
related behaviors.
Reinforcement theory
How people’s behavior is
influenced by
environmental
consequences.

14. Motivation
Theories
Traditional
theories
Fear and
Punishment
Theory
Reward Theory
Carrot and Stick
Theory
Content theories
Maslow’s
Hierarchy needs
Herzberg two
factor theory
Alderfer’s ERG
theory
MC. Gregors
theory X and Y
Mc Clellands
Three need theory
Process theories
Equity theory
Expectancy theory
Goal-setting
theory

15. Fear and Punishment Theory
• Managers developed a strategy of
forcing people to work by
threatening to punish or dismiss
them or cut their rewards if they did
not work well.
• This philosophy is characterized by
thinking of aggressiveness and
authorities managers
• Their was a tight control and rigid
supervision over workers.

16. Reward Theory
• This theory tried to establish a
direct relationship between
efforts and rewards.
• Bases of Piece rate system of
wages
• Based on the standard manager
should decide on degree of
rewards and penalties

17. Carrot and Stick Theory
• This theory suggest a combination of both rewards and penalties for motivation
• This is based on the strategy of putting carrot in the front of the donkey and
hitting it with the stick from behind so it has to run
• Carrot refers to the incentives
• Stick refer to the penalties

18. Maslow’s Theory of Motivation
• Abraham Maslow is well renowned for
proposing the Hierarchy of Needs Theory
in 1943.
• Maslow was of the view that needs have
priority, i.e., needs are satisfied in an
order.
• As soon as the lower level needs are
satisfied. Those on the next higher level
emerge.
• Thus, he considered an individual's
motivation behavior as a predetermined
order of needs.
Abraham Maslow

19. Hierarchy of Needs Theory
Self-Actualization need
desire for gaining more
knowledge, social-
service, creativity and
being aesthetic
Esteem Needs
reputation, prestige, power,
status, recognition and
respect of others.
Social needs
needs for belongingness, friendship,
love, affection, attention and social
acceptance.
Safety needs
security of job and need for a predictable,
secure and safe environment
Basic/ Physiological Needs
food, water, air, shelter, sleep, thirst, etc.

20. • Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other words,
physiological needs are the needs for basic amenities of life.
• Safety needs- Safety needs include physical, environmental and emotional safety and protection. For
instance- Job security, financial security, protection from animals, family security, health security, etc.
• Social needs- These needs emerge from society. Man is a social animal. These needs become important.
Social needs include the need for love, affection, care, belongingness, and friendship.
• Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence,
competence, achievement and freedom) and external esteem needs (recognition, power, status, attention
and admiration).
• Self-actualization need- This include the urge to become what you are capable of becoming / what you
have the potential to become. It includes the need for growth and self-contentment. It also includes desire
for gaining more knowledge, social- service, creativity and being aesthetic. The self- actualization needs
are never fully satiable. As an individual grows psychologically, opportunities keep cropping up to
continue growing

21. ERG theory
– Developed by Clayton Alderfer.
– Three need levels:
• Existence needs — desires for physiological and
material well-being.
• Relatedness needs — desires for satisfying
interpersonal relationships.
• Growth needs — desires for continued psychological
growth and development.

22. Herzberg’s Two-Factor Theory
• In 1959, Frederick Herzberg,
a behavioral scientist
proposed a two-factor theory
or the motivator-hygiene
theory.
• According to Herzberg, there
are some job factors that
result in satisfaction while
there are other job factors that
prevent dissatisfaction.

23. Two-Factor Theory
(Frederick Herzberg)
Hygiene factors
Motivators

24. Hygiene factors
Hygiene factors are those job factors which are essential for
existence of motivation at workplace.
These do not lead to positive satisfaction for long-term. But if these
factors are absent / if these factors are non-existant at workplace,
then they lead to dissatisfaction.
Hygiene factors are also called as dissatisfies or maintenance
factors as they are required to avoid dissatisfaction. These factors
describe the job environment / scenario.

25. Hygiene factors
• Company policy and administration
• Technical aspects of supervision
• Interpersonal aspects of supervision
• Interpersonal relations with peers and subordinates
• Working conditions
• Salary
• Status
• Job security

26. Motivational factors
The motivational factors yield positive satisfaction. These
factors motivate the employees for a superior performance.
These factors are called satisfiers.
These are factors involved in performing the job. Employees
find these factors intrinsically rewarding.
The motivators symbolized the psychological needs that
were perceived as an additional benefit.

27. • Recognition- The employees should be praised and recognized for their
accomplishments by the managers.
• Sense of achievement- The employees must have a sense of achievement. This
depends on the job. There must be a fruit of some sort in the job.
• Growth and promotional opportunities- There must be growth and advancement
opportunities in an organization to motivate the employees to perform well.
• Responsibility- The employees must hold themselves responsible for the work. The
managers should give them ownership of the work. They should minimize control
but retain accountability.
• Meaningfulness of the work- The work itself should be meaningful, interesting and
challenging for the employee to perform and to get motivated.

28. Herzberg’s two-factor theory.

29. David McClelland’s Theory of Needs,

30. CONT.
David McClelland and his associates proposed McClelland’s theory of
Needs / Achievement Motivation Theory.
This theory states that human behaviour is affected by three needs –
Need for achievement is the urge to excel, to accomplish in relation to a
set of standards, to struggle to achieve success.
Need for power is the desire to influence other individual’s behaviour as
per your wish. In other words, it is the desire to have control over others
and to be influential.
Need for affiliation is a need for open and sociable interpersonal
relationships. In other words, it is a desire for relationship based on co-
operation and mutual understanding.

31. McGregor :Theory X and Theory Y
• In 1960, Douglas McGregor
formulated Theory X and
Theory Y suggesting two
aspects of human behavior
at work
• According to McGregor, the
perception of managers on
the nature of individuals is
based on various
assumptions.
DOUGLAS MCGREGOR

32. Theory X and Theory Y (Douglas McGregor)

33. Assumptions of Theory X
• An average employee does not like work
and tries to escape it whenever possible.
• He lacks ambition and dislikes
responsibility
• Since the employee does not want to work,
he must be persuaded, compelled, or
warned with punishment so as to achieve
organizational goals.
• A close supervision is required on part of
managers. The managers adopt a more
dictatorial style.

34. Assumptions of Theory Y
• Employees can perceive their job as
relaxing and normal.
• Employees not require only threat, external
control and coercion to work, but they can
use self-direction and self-control if they are
dedicated and sincere to achieve the
organizational objectives.
• If the job is rewarding and satisfying, then it
will result in employees’ loyalty and
commitment to organization.
• The employees have skills and capabilities.
Their logical capabilities should be fully
utilized. In other words, the creativity,
resourcefulness and innovative potentiality
of the employees can be utilized to solve
organizational problems.

35. The Effect of Motivation on Employee
Productivity
Motivated employees are inclined to be more productive than non-motivated employees.
Most businesses make some pains to motivate workers but this is normally easier said than
done. Employees are all individuals with different like’s dislikes and needs, and different things
will motivate each.
1. Motivated Employees Are More Productive : If employee will satisfied and happy then he/she
will do his /her work in a very impressive way, and then the result will be good, on the other
hand motivated employee will motivate other employees in office.
2. Decision-making and practical Expectations : It is important to engage employees in the
decision-making process, but create realistic expectations in the process.
3. Job Description, Work Environment and Flexibility : Employee doing the right job for his
personality and skill set, and performing well at the job greatly increases employee motivation
and satisfaction. A safe and non-threatening work environment is necessary to maintain a high
level of employee motivation. Flexible human resource policies, flexible time, work from home,
childcare also be liable to have happier and more motivated workers.
4. Pay and Benefits : Keeping employees motivated with good benefits is easy. Where to draw the
line at generous benefits that motivate all employees, versus raises and larger salaries to retain
and attract the best workers and keep them happy and motivated to be working for you, are
more difficult.
5. Company Culture : Creating a positive and employee-friendly company culture is a great
motivational tool.

36. Comparison of Maslow’s, Alderfer’s, Herzberg’s, and
McClelland’s motivation theories.

37. Process theories of motivation
– People make choices to work hard or not.
– Choices are based on:
• Individual preferences.
• Available rewards.
• Possible work outcomes

38. Equity theory
– Developed by J. Stacy Adams.
– When people believe that they have been treated
unfairly in comparison to others, they try to
eliminate the discomfort and restore a perceived
sense of equity to the situation.
• Perceived inequity.
• Perceived equity.

39. Equity theory and the role of social comparison.

40. Expectancy theory
– Developed by Victor Vroom.
– Key expectancy theory variables:
• Expectancy — belief that working hard will result in
desired level of performance.
• Instrumentality — belief that successful performance will
be followed by rewards.
• Valence — value a person assigns to rewards and other
work related outcomes.

41. Elements in the expectancy theory of motivation.

42. Goal-setting theory
– Developed by Edwin Locke.
– Properly set and well-managed task goals can be highly
motivating.
– Motivational effects of task goals:
• Provide direction to people in their work.
• Clarify performance expectations.
• Establish a frame of reference for feedback.
• Provide a foundation for behavioral self-management.

43. Key issues and principles in the goal-setting
process:
– Set specific goals.
– Set challenging goals.
– Build goal acceptance and commitment.
– Clarify goal priorities.
– Provide feedback on goal accomplishment.
– Reward goal accomplishment.

44. Cont.
 Goal-setting theory
– Participation in goal setting …
• Unlocks the motivational potential of goal setting.
• Management by objectives (MBO) promotes
participation.
• When participation is not possible, workers will
respond positively if supervisory trust and support
exist.