The document discusses motivation, defining it as a psychological drive that stimulates individuals to take action towards achieving goals. It explores various theories such as Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory, highlighting the importance of understanding different motivational factors in the workplace. Additionally, the document emphasizes that motivation can be influenced through effective job design, incentives, and fostering good interpersonal relationships.

1. Motivational Skills
By – N.G.Palit

2. What is Motivation?
 Motivation is derived from the
word’motive’ which means
needs, desires, wants or the
drives within the individuals.
 It is the process of stimulating
people to actions to accomplish
the goals.

3. What is Motivation?
 Motivation is a
psychological drive
that directs a person
towards an objective.
 Motives are the ”whys”
of behaviour.

4. What is Motivation?
 Motivation is the internal
drive to accomplish a
particular goal.
In a work setting motivation is what
makes people want to work.

5. Motivation
 One can purchase a man’s time, his
physical presence, but can’t buy his
willingness to work.
 This can be achieved only through
”motivation”.
 We must remember that ability to work
is quite different from ”the will to
work”.

6. Then what is Motivation?
 Motivation is ’encouraging people to
want to do, what you want them to
do’.
 ” Motivation is the act or process of
stimulating to action, providing an
incentive or motive, especially for an act”.

7. Motivation as a Process
DIRECTION PERSISTENCEENERGY
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

8. Basic Model of Motivation
Needs or
Expectation
s
Drive force
(Behavior or
Action)
Result in
To Achieve
Desired Goals
Which Providesfulfillments
Feedback

9. Positive Motivation
 Positive motivation is
a
response which includes
enjoyment and optimism
about the tasks you are
involved in.

10. Negative Motivation
 Negative motivation
involves undertaking
tasks because there
will be undesirable
outcomes, e.g. failing
in a subject if tasks
are
not completed

11. Early Theories of
Motivation
 Maslow’s need Hierarchy
 Macgregor’s Theories X & Y
 Herzberg’s two factors
Theory
 Alderfer’s ERG Theory

12. Maslow’s Need Theory
 Maslow’s Need TheoryMaslow’s Need Theory
• Motivation is a function
of five basic needs-
physiological safety,
love, esteem, and self-
actualization.

13. Maslow’s Theory
 Maslow’s theory assumes that a person
tries to satisfy the more basic needs
before directing behavior towards
satisfying the upper level needs.
 Lower level needs must be
satisfied
before a higher order need begins
to

14. Maslow’s Theory
 A satisfied need is
no more a motivator

15. Maslow’s Hierarchy of
Needs Theory
 Physiological Needs
Food & shelter
 Security & Safety Needs
Danger, threats
 Social Needs
Belonging & accepting
 Self-Esteem Needs
Recognition & Status
 Self Actualization
Creativity & Self-realization

16. Physiological or Survival
Needs

17. Physiological Needs
 Physiological needs are those required
to sustain life. Examples:
 Air
 Water
 Food
 Sleep

18. Physiological Needs
 Food, when hungry.
 Job for a jobless person
 Working conditions
 Physical comforts.
 Lunch & Rest breaks
 Bath room facilities

19. Safety Needs

20. Safety Needs
 Job Security
 Seniority
 Money
 Retirement Benefits

21. Social Needs

22. Social Needs
 Relationship with co-workers & Boss
 Teams
 Social Events
 Fun.

23. Esteem Needs

24. Esteem/ Ego Needs
 Opportunities for Growth & Advancement
 Promotions
 Job Titles
 Recognition
 Perks
 Positive feed-back on performance
 Training & Develpoment

25. Needs for Self-
Actualization

26. Need for Self-Actualzation

27. Self-Actualization
 Meaningful work
 Self Improvement
 Accomplishment
 Improving others & Society
 To become “All that you can be”

28. Maslow’s Hierarchy of
needs theory
 Five levels of lower-
higher-order needs.
Individual must satisfy
lower level needs before
they can satisfy higher
order needs.
 Satisfied needs no longer motivate.
 Motivating a person depends on at what
level of hierarchy he is.

29. Needs Hierarchy
 1. It is based on needs and not wants.
 2. When one need is fulfilled, the next
higher(ascending) need is uncovered.
 3. One can revert back(people operating
in level 4 & 5 will revert back to level
2, if a feeling of insecurity takes over.)

30. Needs Hierarchy
 4. Needs, which are not met are
demonstrated in behaviour.
 Managers should be able to pick-
up
the signals & take suitable
action at
the right time.

32. McGregor’s Theory X & Y
Theory X
 Assumes that workers have little
ambition, dislike work, avoid responsibility
and require close supervision.
Theory Y
 Assumes that workers can exercise self-
direction, desire, responsibility and like to
work.

33. McGregor’s Theory X & Y
Theory X assumptions:
 Most people dislike work.
 They need to be directed,
controlled and sometimes
threatened with punishment

34. Theory Y
Theory Y assumptions:
 They will exercise self-direction and
self-control in achievement of
organizational goal.
 People are innovative & creative of
solving organizational problems.
 Minimize the role of supervision.

35. Motivational Theories X &
Y
* Theory Y- a set of
assumptions of how to
manage individuals
motivated by higher
order needs.
 Theory X- a set of
assumptions of how to
manage individuals motivated by lower order
needs.

36. McClelland’s Theory
 McClelland’s NeedMcClelland’s Need
TheoryTheory
• The needs for
achievement,
affiliation, and power
affect behavior.

37. McClelland’s Need Theory:
Need for Achievement
Need for
Achievement
 The desire to excel
and succeed

38. McClelland’s Need Theory:
Need for Power
Need for Power
 The need to influence
the behaviour of
others.

39. McClelland’s Need
Theory:
Need for Affiliation
Need for
Affiliation
 The desire for
interpersonal
relationship.

40. Fredrick Herzberg’s
Theory

41. Herzberg’s Two Factors
Theory
 Dr. Herzberg developed his
theory that there are two
factors at work in determining
job satisfaction:
Hygiene Factors:
 Pay, working condition
 Inter-personal relation.
 Job security, Supervision, Company policy
 Status.

42. Satisfaction Vs
Dissatisfaction
 Motivators
 Achievement,
 Growth, Recognition
 Responsibility
 Hygiene
 Compensation
 Supervision
 Work Conditions
 Fringes

43. Recognition & Motivation
Each member values the recognition
and reward of their performance

44. Herzberg’s Theory
Motivators
 Responsibility
 Sense of achievement
 Challenging work
 Self-improvement
 Recognition
 Advancement

45. Provide Reward &
Recognition

46. Herzberg’s Motivator-
Hygiene
Model
 No Satisfaction
Satisfaction
Jobs that do not Jobs offering
offer achievement achievement
recognition, recognition,
 stimulating work, stimulating work,
responsibility, responsibility,
and advancement. and advancement.

47. Herzberg’s Motivators-
Hygiene
Model

 Dissatisfaction No Dissatisfaction
Jobs with poor Jobs with good
company policies, company policies,
and administration, & administration,
 technical supervision technical supervision,
salary, interpersonal salary, interpersonal
relationships with relationships with
supervisors, and supervisors, and
working conditions. working conditions.

48. Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA
Growth
Relatedness
Existence

49. ERG Theory
 Existence Needs
 Related Needs
 Growth Needs

50. Alderfer’s ERG Theory
ExistencExistenc
ee
ExistencExistenc
ee
GrowthGrowth
RelatednessRelatednessRelatednessRelatedness

51. Contemporary
Motivational
Strategies
 1. Motivation through job design
Job rotation
Job enlargement
Job enrichment
 2. Motivation through incentives
 3. Training & education
 4. Motivation through
empowerment

52. Provide productive and
challenging work

53. Positive Reinforcement &
Recognition
 Praise
 Positive Written
Communication
 Orientation & Training
 Active Listening
 Courtesy

54. Self Motivation Strategies
 Take control of your expectations
 Fight the urge to under-achieve
 Learn to love the job, which you hate
 Build immunity to cynicism
 Strive to excell

55. Self Motivation

56. Self Motivation
Creates a momentum to help you and
your team achieve success

57. A Case Study
 The manager of A.B.C.Ltd. Realized that the
level of moral and motivation of their employees
was very low and there was dissatisfaction among
the employees. Labor 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.

58. A Case Study
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 were worried.
What managerial problem is involved in
the above case? Suggest a solution.

59. Sail smoothly with Motivation

60. Questions

61. Thank you
By –
N.G.Palit
Benefits of motivating
your team

62. At the End
 If you liked this presentation, please
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