Detailed explanation with covering the topics coming under Motivation.

1. MOTIVATON

2. Motivation?

3. Nature of Motivation
• Based on motives
• Goal directed behaviour
• Related to satisfaction
• Person is motivated in totality
• Complex process

4. Motivation process

5. Types of Motivation
Two main categories of
motivation
1). Intrinsic Motivation : it is
a type of motivation in which
an individual is motivated by
internal desires.

6. 2). Extrinsic Motivation :
it is a type of motivation in
which an individual is
motivated by external
desires.

7. Minor forms of Motivation

8. McClelland's
Theory Of Needs

9. ABOUT MCCLELLAND
⮚David McClelland has introduced this theory during
1960’s.
It was developed based on Maslow’s hierarchy of
needs theory.
Model of motivation that attempts to explain how the
needs for achievement, power and affiliation affect
the actions affect the actions of people from a
managerial.
1–9

10. ABOUT THEORY OF NEED
This theory states that human behavior is affected by three needs:
Need for achievement (n-ach)- is the urge to excel, to accomplish in relation to a set
of standards, to struggle to achieve success.
Need for power(n-pow)- is the desire to influence other individual’s behavior as per
your wish. In other words, it is the desire to have control over others and to be
influential.
Need for affiliation(n-affil)- 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.
1–10
Need of
Achievem
ent
Need of
Affiliation
Need of
Power

11. NEED OF ACHIEVEMENT
1–11
The individuals with high achievement needs are
highly motivated by competing and challenging work.
They look for promotional opportunities in job. They
have a strong urge for feedback on their achievement.
Such individuals try to get satisfaction in performing
things better. High achievement is directly related to
high performance.
Individuals who are better and above average
performers are highly motivated. They assume
responsibility for solving the problems at work.
McClelland called such individuals as gamblers as
they set challenging targets for themselves and they
take deliberate risk to achieve those set targets. Such
individuals look for innovative ways of performing
job. They perceive achievement of goals as a reward,
and value it more than a financial reward.

12. NEED OF POWER
1–12
The individuals who are motivated by power have a strong
urge to be influential and controlling. They want that their
views and ideas should dominate and thus, they want to lead.
Such individuals are motivated by the need for reputation and
self-esteem.
Individuals with greater power and authority will perform
better than those possessing less power. Generally, managers
with high need for power turn out to be more efficient and
successful managers. They are more determined and loyal to
the organization they work for. Need for power should not
always be taken negatively. It can be viewed as the need to
have a positive effect on the organization and to support the
organization in achieving it’s goals.

13. NEED OF AFFILIATION
1–13
The individuals who are motivated by
affiliation have an urge for a friendly and
supportive environment. Such individuals
are effective performers in a team. These
people want to be liked by others. The
manager’s ability to make decisions is
hampered if they have a high affiliation
need as they prefer to be accepted and
liked by others, and this weakens their
objectivity. Individuals having high
affiliation needs prefer working in an
environment providing greater personal
interaction. Such people have a need to be
on the good books of all. They generally
cannot be good leaders.

14. DOUGLAS McGREGOR
THEORY X AND THEORY Y

15. DOUGLAS McGREGOR’S THEORY X AND THEORY Y
According to Theory X and Theory Y our management
style is firmly influenced by our beliefs and assumptions
about what encourages members of our team.
If we believe that our team members dislike work, then
we tend towards an authoritarian style of management.
However, if we assume that employees take pride in
doing a good job, we tend to adopt a more participative
style.

16. Douglas McGregor, the eminent social psychologist, divides
management style into two contrasting theories :-
Theory X
Theory Y

17. THEORY X
This theory believes that employees are naturally
unmotivated and dislike working, and this encourages an
authoritarian style of management. According to this
theory, management must firmly intervene to get things
done. This style of management concludes that workers
−
• Dislike working.
• Abstain responsibility and the need to be directed.
• Need to be controlled, forced, and warned to deliver what's
needed.
• Demand to be supervised at each and every step, with controls put
in place.
• Require to be attracted to produce results, else they have no
ambition or incentive to work.

18. THEORY Y
This theory explains a participative style of management,
that is, distributive in nature. It concludes that
employees are happy to work, are self-motivated and
creative, and enjoy working with greater responsibility. It
estimates that workers −
• Take responsibility willingly and are encouraged to full fill the goals
they are given.
• Explore and accept responsibility and do not need much guidance.
• Assume work as a natural part of life and solve work issues
imaginatively.

19. COMPARISON OF THEORY X AND THEORY Y

20. FREDERICK HERZBERG
TWO FACTOR THEORY

21. FREDERICK HERZBERG TWO FACTOR THEORY
The two-factor theory is a concept that states the factors
that affect an individual's satisfaction and motivation
level.
These two factors are:
• Motivating factors
• Hygiene factors

22. THE TWO FACTORS
1. Motivating Factors:
The presence of motivators causes employees to work
harder. They are found within the actual job itself.
2. Hygiene Factors:
The absence of hygiene factors will cause employees to
work less hard. Hygiene factors are not present in the
actual job itself but surround the job.

23. MOTIVATING FACTORS
Achievement: A job must give an employee a sense of
achievement. This will provide a proud feeling of
having done something difficult but worthwhile.
Recognition: A job must provide an employee with
praise and recognition of their successes. This
recognition should come from both their superiors and
their peers.
The work itself: The job itself must be interesting,
varied, and provide enough of a challenge to keep
employees motivated.

24. MOTIVATING FACTORS
Responsibility: Employees should “own” their work.
They should hold themselves responsible for this
completion and not feel as though they are being
micromanaged.
Advancement: Promotion opportunities should exist
for the employee.
Growth: The job should give employees the
opportunity to learn new skills. This can happen either
on the job or through more formal training.

25. HYGIENE FACTORS
Company policies: These should be fair and clear to
every employee. They must also be equivalent to
those of competitors.
Supervision: Supervision must be fair and appropriate.
The employee should be given as much autonomy as is
reasonable.
Relationships: There should be no tolerance for
bullying or cliques. A healthy, amiable, and
appropriate relationship should exist between peers,
superiors, and subordinates.

26. HYGIENE FACTORS
Work conditions: Equipment and the working
environment should be safe, fit for purpose, and
hygienic.
Salary: The pay structure should be fair and
reasonable. It should also be competitive with other
organizations in the same industry.
Status: The organization should maintain the status of
all employees within the organization. Performing
meaningful work can provide a sense of status.

27. ABRAHAM MASLOW
HIERARCHY OF NEEDS

28. • The best known theory of
motivation is Abraham Maslow’s
hierarchy of needs.
• Maslow hypothesized that within
every human being, there exists a
hierarchy of five needs
Maslow’s Hierarchy of Needs

29. MASLOW’S PYRAMID:

30. FIVE NEEDS:
1. Physiological : Basic needs of hunger, thirst, shelter, rest
and other body needs.
2. Safety : Security and protection from physical and
emotional harm
3. Social : Affection, belongingness, acceptance and
friendship
4. Esteem: Need for both self esteem(self respect, autonomy
and achievement) and external esteem(status, recognition
and attention)
5. Self-actualization : Growth, achieving one’s potential, self
fulfilment.

31. If we fulfil our needs at one level,
then we can focus on satisfying
the need on the next higher level

32. CASE STUDY

34. CONCLUSION
• Motivation is the mantra to success in both
personal and professional life.
• Thus, it is safe to conclude that motivation
plays an integral part of management
system.
Be Inspired! Believe in Yourself -
Believe in Others!
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