The document discusses the concept of motivation, defining it as the internal forces that drive individuals to achieve goals and perform tasks. It highlights the importance of motivation in enhancing performance, reducing employee turnover, and improving workplace attitudes, while also exploring intrinsic and extrinsic motivational factors. Various theories of motivation, including Maslow's hierarchy of needs and Vroom's expectancy theory, are examined to provide insights into how to effectively motivate individuals in a work environment.

2. What is Motivation
 “Motivation is the process of attempting to influence others to do
yours will through the possibility of gain reward”.
- Eduir B. Flippo
 Motivation is the inner power or energy that pushes one toward
performing a certain action. Motivation strengthens the ambition,
increases initiative and gives direction, courage, energy and the
persistence to follow one's goals.

3. Definition of Motivation
 Motivation refers to forces within an individual that account for
the level, direction, and persistence of effort expended at work.
 Direction— an individual’s choice when presented with a
number of possible alternatives.
 Level — the amount of effort a person puts forth.
 Persistence — the length of time a person stays with a given
action.

4. Importance of Motivation
 Improves Performance Level:
Motivation improves efficiency. The efficiency of a person reflected
through increase in productivity and decrease in costs.
 Helps to change Negative or Indifferent Attitudes of Employees.
 Reduction in Employee Turnover:
Motivated people work for a longer time in the organization and there is a
decline in the rate of turnover.
 Helps to reduce Absenteeism in the Organization.
 Reduction in Resistance to change.

5. Characteristics of Motivation
 Motivation is an Internal Feeling.
 Motivation is related to needs.
 Motivation produces Goal-Directed Behavior.
 Motivation can be either positive or negative.
 Motivation is a Psychological concept.
 Motivation affects the whole individual, not part of him/her.
 Motivation is different from satisfaction, inspiration, and manipulation.

6. Motivational Skills
 The ability to create organizational situations in which individuals
performing organizational activities are simultaneously satisfying
personal needs and helping the organization attain its goals.
 Motivational skills are those that enable a person to become
motivated and work toward achieving goals, whatever they
might be.

7. Elements of Motivation
 Need : physiological or psychological deficiency or imbalance in an
individual will result in a need.
 Drive: physiological drive is a condition which causes a person to work
in a particular direction.
 Incentive : anything that mitigate the drive and decrease the intensity
of the drive
Physiological/
Psychological
deficiency
(NEED)
Individual
behaves in a
certain manner
(DRIVE)
Achieves a
particular goal
(INCENTIVE)

8.  INTRINSIC MOTIVATION
The stimuli for motivation are rooted inside the individual .One
desires to perform because its results are in accordance to one’s
belief system. Our deep rooted desire have the highest motivational
power. It is intangible.
Examples: Acceptance, curiosity, honour etc.
 EXTRINSIC MOTIVATION
Individual’s motivational stimuli come from outside .That is the
desire to perform is controlled by an outside source. The most
common example is money . It can be tangible as well as
intangible.
Types of Motivation

10.  ACHIEVEMENT :
This is the motivation of a person to attain goals. The longing for
achievement is inherent in every man, however, not all persons look to
achievement as their motivation.
 CURIOSITY:
The curiosity to explore the unexplored realms has always
motivated mankind. No discovery or invention is ever possible without
curiosity being involved in the process.
 ENJOYMENT
People are motivated to do a piece of work because they enjoy
doing it.
e.g. Sportsperson playing a sport.
Intrinsic Motivation

11.  CHALLENGE
People are best motivated when they are working toward
personally meaningful goals whose attainment requires activity at a
continuously optimal (intermediate) level of difficulty.
 COMPETITION
Employees feel satisfaction by comparing their performance
favourably to that of others . This motivates them to perform better.

12. Extrinsic Motivation
 MONEY
It is the biggest source of extrinsic motivation.
 INCENTIVE MOTIVATION
This motivation involves rewards. People who believe that they will
receive rewards for doing something are motivated to do everything they
can to reach a certain goal. While achievement motivation is focused on
the goal itself, incentive motivation is driven by the fact that the goal will
give people benefits.
 VERBAL APPRECIATION
Verbal praise, such as telling someone they did a good job, is a simple
and often effective means of extrinsic motivation. Explaining in detail the
reasons for the praise increases the effectiveness of this type of motivation.

13.  WRITTEN APPRECIATION
A note or letter of thanks is another form of extrinsic motivation.
Written feedback can boost the ego, and is typically remembered
longer than verbal praise.
 PUBLIC RECOGNITION
Businesses recognize employees through company publications,
encouraging higher achievement.
 FEAR
This is often seen in companies as working hand-in-hand with
incentive motivation. Workers are often faced with a reward and
punishment system, wherein they are given incentives if they accomplish
a certain goal, but they are given punishments when they disobey
certain policies.

14. Types of Motivation Techniques
 Positive Motivation:
• Praise and credit for work done
• Wages and Salaries
• Appreciation
• Delegation of authority and responsibility.
 Negative Motivation:
• Motivation based on force and fear.
• Involves the possibility of decreased motive satisfaction.
• Push mechanism is used.
• It results in frustration.

15. Theories of Motivation
 Traditional Theories
1. Maslow’s Hierarchy of needs Theory
2. Adam’s Equity Theory
3. Herzberg’s Two-factor Theory
4. McGregor’s Theory X and Y
 Modern Theories
1.Alderfer’s ERG Theory
2. Vroom’s Expectancy Theory
3. Locke’s Goal Setting Theory
4. McClelland’s Acquired needs Theory
5. Porter and Lawler Motivation Theory

16. Traditional Theories Of Motivation

17.  What do people need?
Well, it depends on the circumstances.
 If you're living in poverty in a famine area, your most important
need is food. On the other hand, if you're living in physical comfort
but are isolated from people you know, your top priority will be
gaining access to friends or family
1. Abraham Maslow’s “Need
Hierarchy Theory”

18. So people have needs depending on their circumstances. This is the
basis for Maslow's Hierarchy of Needs , one of the best-known theories of
motivation. It argues that there are five levels of need, and that these are
hierarchical, such that lower level needs must be satisfied before higher
ones

19. (I) Physiological needs:
These are important needs for sustaining the human life. Food, water,
warmth, shelter, sleep, medicine and education are the basic
physiological needs which fall in the primary list of need satisfaction.
Without this no other motivation factors work.
(II) Security or Safety needs:
These are the needs to be free of physical danger and of the fear of
losing a job, property, food or shelter. It also includes protection against
any emotional harm.
(III) Social needs:
Since people are social beings, they need to belong and be
accepted by others. People try to satisfy their need for affection,
acceptance and friendship.

20. (IV) Esteem needs:
According to Maslow, once people begin to satisfy their need to
belong, they tend to want to be held in esteem both by themselves and
by others. This kind of need produces such satisfaction as power, prestige
status and self-confidence. It includes both internal esteem factors like
self-respect, autonomy and achievements and external esteem factors
such as states, recognition and attention.
(V) Need for self-actualization:
Maslow regards this as the highest need in his hierarchy. It is the drive
to become what one is capable of becoming; it includes growth,
achieving one’s potential and self-fulfillment. It is to maximize one’s
potential and to accomplish something.

21.  Proposed by J. Stacey Adams
 This theory states that the degree of equity or inequity perceived by
an employee with reference to his work situation plays a major role in
work performance and satisfaction.
 Employees generally compares their output – input ratio with that of
others. If they perceives the ratio of their outcomes and inputs are
equal to that of their peers and others , it will result in equity.
2. Adam’s Equity Theory

23. Reference Comparisons used by
Employees:
1. Self-inside (Same Organization, Same position)
2. Self-outside (Different Organization, Same position)
3. Other-inside (Same Organization, Different position)
4. Other-outside (Different Organization, Different position)

24. If an employee perceives an inequity, he will make certain choices:
1. Change in inputs:
he may reduce the effort he puts in a particular job .
2. Change in outcomes:
the employee may act in a manner that brings about change in the
outcome or end result.
3. Distort perceptions of self:
the employee may distort the perception he held about his own
performance.
4. Distort perception of others:
an employee may change the way he perceives others jobs, positions
and productivity.

25. Conclusion:
If people feel that they are not equally rewarded they either reduce
the quantity or quality of work or migrate to some other organization.
However, if people perceive that they are rewarded higher, they may be
motivated to work harder.

26. 3. Frederick Herzberg’s two-factor theory
 Also known as Herzberg's motivation-hygiene theory and dual-
factor theory.
 It states that there are certain factors in the workplace that causes
job satisfaction, while a separate set of factors causes
dissatisfaction.
 Two factors which affect motivation:
1. Hygiene factors
2. Motivational factors

27. Hygiene Factors
 Herzberg used the term "hygiene" in the medical sense- the sense
that it operates to remove hazards from the environment.
 These are factors whose absence brings dissatisfaction, but whose
presence has no perceived effect.
Hygiene
Factors
Rate of
Pay
Quality of
Supervision
Job
Security
Company
Policies
Work
Conditions

28. Motivational Factors
 These are factors whose presence motivates. Their absence does not
cause any particular dissatisfaction, it just fails to motivate.
Motivational
Factors
Career
Advancement
Personal
Growth
RecognitionResponsibility
Achievement

30. Satisfaction And Dissatisfaction
 Satisfaction which is mostly affected by the "motivation factors".
Motivation factors help increase the satisfaction but aren't that
affective on dissatisfaction.
 Dissatisfaction is the results of the "hygiene factors". These factors, if
absent or inadequate, cause dissatisfaction, but their presence has little
effect on long-term satisfaction.

31. Conclusion
 The opposite of Satisfaction is No Satisfaction.
 The opposite of Dissatisfaction is No Dissatisfaction.

32. Steps to apply two factor theory:
Step One: Eliminate Job Dissatisfaction
 Fix poor and obstructive company policies.
 Provide effective, supportive and non-intrusive supervision.
 Ensure that wages are competitive.
 Build job status by providing meaningful work for all positions.
 Provide job security.

33. Step Two: Create Conditions for Job Satisfaction
 Providing opportunities for achievement.
 Recognizing people's contributions.
 Rewarding.
 Giving as much responsibility to each team member as
possible.
 Providing internal promotions.
 Offering training and development opportunities.

34. 4. Mcgregor’s Theory X and Y

35. Modern Theories Of Motivation

36. 1. Clayton Alderfer’s ERG Theory:
 The psychologist Clayton Alderfer developed a new model to explain
the simultaneous nature of Maslow's five needs. Called the ERG Theory
of motivation.
 Existence : concerned mainly with providing basic material existence.
 Relatedness : the individuals need to maintain interpersonal relationship
with other members in the group.
 Growth : we are looking for personal growth and development by
doing work that is of high quality, and meaningful
(Hence "ERG", standing for Existence, Relatedness and Growth.)

37.  It suggests that people can be motivated by needs from more than one
level at the same time. There is not necessarily a strict progression from
one level to the next.
 It acknowledges that the importance of the needs varies for each person
and as circumstances change. Some people might put a higher value on
growth than relationships at certain stages of their lives.
 It has a "frustration-regression" element. This means that if needs remain
unsatisfied at one of the higher levels, the person will become frustrated,
and go back to pursuing lower level needs again.
ERG theory has three key differences from
Maslow's theory:

39. 2. McClelland’s Acquired Need
Theory
 proposed by Douglas McClelland on 1961
 McClelland says that, regardless of our gender, culture, or
age, we all have three motivating drivers, and one of these
will be our dominant motivating driver. This dominant
motivator is largely dependent on our culture and life
experiences.

40. Characteristics of the person for
Achievement
 Has a strong need to set and accomplish challenging goals.
 Takes calculated risks to accomplish their goals.
 Likes to receive regular feedback on their progress and
achievements.
 Often likes to work alone

41. Characteristics of the person for
Affiliation
 Wants to belong to the group.
 Wants to be liked, and will often go along with whatever the
rest of the group wants to do.
 Favors collaboration over competition.
 Doesn't like high risk or uncertainty.

42. Characteristics of the person for
Power
 Wants to control and influence others.
 Likes to win arguments.
 Enjoys competition and winning.
 Enjoys status and recognition.

43. Why this theory ?
 This theory can help us to identify the dominant motivators of people
on your team. You can then use this information to influence how
you set goals and provide feedback , and how you motivate and
reward team members.
 You can also use these motivators to craft, or design the job around
your team members, ensuring a better fit.

44. How to use this theory?
 There are different steps for using McClelland’s theory :
Step 1: Identify Drivers
Step 2: Structure Your Approach

45. 3. Victor Vroom’s Expectancy
Theory
 Expectancy theory is about the mental processes involved in
making choices.
 Vroom’s expectancy theory to assess the accuracy and
effectiveness of motivating based upon expectancy,
instrumentality, valence.

46. Expectancy
A framework that holds, people decide to act in a certain way
because they are motivated to select a specific behavior over
other behaviors based on the expected result.
Instrumentality:
The quality or condition of serving a purpose, being useful.
Valence:
A one-dimensional value assigned to an object, situation, or
state that can usually be positive or negative.

47. Vroom's analysis
 The individual's expectancy that effort will lead to the intended
performance
 The instrumentality of this performance in achieving a certain result
 The desirability of the result (known as valence) to the individual
These three components of expectancy theory (expectancy,
instrumentality, and valence) fit together in this fashion:
 Expectancy: Effort → Performance (E→P)
 Instrumentality: Performance → Outcome (P→O)
 Valence: V(O)
 Effort → Performance (E→P):-

48. Expectancy is the belief that an effort (E) will result in attainment of
desired performance (P) goals.
 Performance → Outcome (P→O):
Instrumentality is the belief that a person will receive a desired
outcome (O) if the performance expectation is met.
 V(O): Valence is the value individuals place on outcomes (O) based
on their needs, goals, values, and sources of motivation

49. 4. Porter and Lawler Model
of Motivation
 Lyman W. Porter and Edward E. Lawler developed a more complete
version of motivation depending upon expectancy theory.
 This is a multi variate model which explains the relationship that exists
between job attitudes and job performance.
 Performance is the responsible factor that leads to intrinsic as well as
extrinsic rewards. These rewards, along with the equity of individual leads
to satisfaction. Hence, satisfaction of the individual depends upon the
fairness of the reward.

50. Assumptions:
This model is based on four basic assumptions about human behaviour
1. According to this model, individual behaviour is determined by a
combination of factors in the individual and in the environment.
2. Individuals are assumed to be rational human beings who make
conscious decisions about their behaviour in the organisations.
3. Individuals have different needs, desires and goals.
4. On the basis of their expectations, individuals decide between
alternate behaviours and such decided behaviour will lead to a
desired outcome.

52. 1. Effort:
Effort refers to the amount of energy which a person exerts on a job.
2. Value of Reward:
A person who is looking for more money, for example, extra vacation
time may not be an attractive reward.
3. Perceived Effort Reward Probability:
Based on the valence of the reward and the effort reward probability,
people can decide to put in certain level of work effort.
4. Performance:
4.1 Abilities include knowledge, skills and intellectual capacity to
perform the job.
4.2 Traits which are important for many jobs are endurance, pre-service,
and goal directedness.

53. 4.3 Role perception: Only those, who perceive their roles as is defined
by the organization, will be able to perform well when they put
forth the requisite effort.
5. Rewards:
 Performance leads to certain outcomes in the shape of two types of
rewards namely
I. Extrinsic rewards -> . Extrinsic rewards are the external rewards given
by others in the organization in the form of money, recognition or
praise.
II. Intrinsic rewards-> Intrinsic rewards are internal feelings of job sell
esteem and sense of competence that individuals feel when they
do a good job.

54. Satisfaction:
Satisfaction will result from both extrinsic and intrinsic rewards. For being
satisfied, an individual will compare his actual rewards with the reward
he/she received.
Things Managers do to motivate their employees:
1. Put the right person for the right job according to their abilities and
traits.
2. Carefully explain their roles or what they must do to be rewarded and
make sure that they understand it.
3. Let employees know what is expected from them and make sure they
perform.
4. To achieve and maintain motivation, the appropriate reward must be
associated with successful performance.
5. Make sure that the rewards fulfill their needs.

55. 5. Goal Setting Theory
 It was proposed by Edwin Locke in 1968.
 The process of improving performance with objectives, deadlines or
quality standards.
 Properly set and well managed task goals can be highly motivating.
 Provide direction to people in their work. Clarify performance
expectations.
How it works
 A need felt -> set goals -> reduces the feel of need.
 This goal-supportive behaviour and goal behaviour should continue
until the feel for need is significantly reduced.

56. Key principles
 Set specific goals
 Set challenging goals
 Build goal acceptance and commitment
 Clarify goal priorities
 Provide feedback on goal accomplishment
 Reward goal accomplishment

57. Findings of this theory
 Higher performance are achieved with specific goals than
general goals.
 The goals that are hard to achieve are linearly and
positively connected to performance. The harder the goal,
the more a person will work to achieve it.

58. Conclusion
By all the above study we can say that motivation is one of the important
function of managerial activities .Triggering someones internal feelings is
really a difficult task ,it requires an extra ordinary skill.
 Without willingness to work, ability to work is of no use
As without proper planning, controlling, staffing, leading, coordination and
communication its not possible to establish a successful l organization
,without motivation too its difficult to maintain a established organization for
long time .It goes hand in hand with every other managerial functions.

59.  Along with the motivation ..style of motivation should be kept under
consideration .So we have gone through all the theories given by
several researchers/scientist. Study of these theories helps a manager to
improve its motivational skills by understanding pros and cons of it ,basic
needs of employee and other factors which could affect the
performance of an employee and indirectly of the organization.

60. How to Apply The Theories
 McClellands acquired need theory can be used to identify the
dominant motivators of people in team. You can then use this
information to influence how you set goals and provide feedback , and
how you motivate and reward team members.
 Porter and Lawler theories make us understand about factors affecting
the performance.This model is of great significance to managers since it
sensitises them to focus their attention on the points to keep their
employees motivated.
 Claytons ERG theory it removes the strict hierarchy mentioned in
maslow’s need theory and summarizes all the basic 5 need into jst 3.
 Adams equity made us understand about the usage of comparison in
deciding the motivational style.

61.  Satisfaction and dissatisfaction .. Two most important feelings in
human beings life is covered by Frederick. How an ideal situation can
be established in an organization.How motivational processes vary
across cultures, how the role of leadership changes in different cultures,
how communication varies across cultures, and how interpersonal and
group processes depend on cultural background.
 Motivation – Involving employees in the whole process of goal setting
and increasing employee empowerment. This increases employee job
satisfaction and commitment. Motivation encompasses all those
pressures and influences that trigger, channel, and sustain human
behavior. Most successful managers have learned to understand the
concept of human motivation and are able to use that understanding
to achieve higher standards of subordinate work performance.

62. Thank You