Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher level needs can be addressed. Herzberg's two-factor theory separates job factors into hygiene factors that prevent dissatisfaction and motivational factors that encourage satisfaction. McClelland's three-needs theory identifies achievement, power, and affiliation as key motivators. Vroom's expectancy theory states that motivation depends on expectancy, instrumentality, and valence. Adams' equity theory proposes that employees seek fair balance between their own inputs and outputs compared to others.

1. THEORIES OF MOTIVATION

2. MOTIVATION
 Motivation is the characteristic that helps you
achieve your goal. It is the drive that pushes you
to work hard .It is the energy that gives you the
strength to get up and keep going - even when
things are not going your way.

3. THEORIES OF MOTIVATION
Maslow's hierarchy of needs Herzberg's motivator-
hygiene theory
McClelland's three-needs
theory
Adams' equity
theory

4. Hierarchy of Needs
MASLOW ‘S THEORY OF MOTIVATION

5. MASLOW’S THEORY
 We each have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are
fulfilled there is a tendency for other, higher
needs to emerge.”
 Maslow’s theory maintains that a person does
not feel a higher need until the needs of the
current level have been satisfied.

6. MASLOW'S HIERARCHY PYRAMID

7. Self Actualization
Esteem needs
Social needs
Safety needs
Physiological
needs

8. APPLYING MASLOW'S NEEDS HIERARCHY -
BUSINESS MANAGEMENT

9.  Physiological Motivation: Provide ample breaks for
lunch , pay salaries that allow workers to buy life's
essentials.
 Safety Needs: Provide a working environment which
is safe, relative job security, and freedom from
threats.
 Social Needs: Generate a feeling of acceptance,
belonging by reinforcing team dynamics.

10.  Esteem Motivators: Recognize achievements,
assign important projects, and provide status to
make employees feel valued and appreciated.
 Self-Actualization: Offer challenging and
meaningful work assignments which enable
innovation, creativity, and progress according to
long-term goals.

11. LIMITATIONS AND CRITICISM
 Maslow’s hierarchy makes sense but little
evidence supports its strict hierarchy. Research
has challenged the order imposed by Maslow’s
pyramid. As an example, in some cultures, social
needs are regarded higher than any others.
 Little evidence suggests that people satisfy
exclusively one motivating need at a time.

12. HERZBERG’S TWO-FACTOR THEORY OF
MOTIVATION
 In 1959, Frederick Herzberg, a behavioural 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.
 Herzberg classified these job factors into two
categories-
 Hygiene factors-
 Motivational factors-

13.  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. The hygiene factors symbolized
the physiological needs which the individuals
wanted and expected to be fulfilled.

14. HYGIENE FACTORS INCLUDE:
 Pay - The pay or salary structure should be
appropriate and reasonable. It must be equal and
competitive to those in the same industry in the
same domain.
 Company Policies and administrative policies - The
company policies should not be too rigid. They
should be fair and clear. It should include flexible
working hours, breaks, vacation, etc.
 Fringe benefits - The employees should be offered
health care plans (mediclaim), benefits for the family
members,

15.  Physical Working conditions - The working
conditions should be safe, clean and hygienic. The
work equipments should be updated and well-
maintained.
 Status - The employees’ status within the
organization should be fair and retained.
 Interpersonal relations - The relationship of the
employees with his peers, superiors and
subordinates should be appropriate and acceptable.
There should be no conflict or humiliation element
present.
 Job Security - The organization must provide job
security to the employees.

16. MOTIVATIONAL FACTORS-
 According to Herzberg, the hygiene factors cannot
be regarded as motivators. The motivational factors
yield positive satisfaction. These factors are inherent
to work. 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

17. MOTIVATIONAL FACTORS-
 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.
 Meaningfulness of the work - The work itself should
be meaningful, interesting and challenging for the
employee to perform and to get motivated.

18. MOTIVATIONAL FACTORS-
 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.

19. MCCLELLAND'S THREE-NEEDS THEORY
 David C. McClelland (1976), through his twenty years of study
at Harvard University, documented the differences in the needs
of people in the following three important areas
 achievement motivation (n-ach)
 authority/power motivation (n-pow)
 affiliation motivation (n-affil)
 These needs are found to varying degrees in all workers and
managers, and this mix of motivational needs characterises a
person's or manager's style and behaviour, both in terms of
being motivated, and in the management and motivation
others.

20.  (i) Achievement need (nAch):
 People in this need category strive to excel, to
achieve, in relation to a set of standards. They
like challenges and they like to succeed in a com-
petitive environment. They willingly work hard
and volunteer for work, which stretches their
ability to the maximum. This category does not
get motivated by money. It feels more motivated
by a sense of accomplishment and achievement.

21.  (ii) Affiliation need (nAff):
 This need emerges from the desire for friendly and
close interpersonal relationships. They try to fulfil
such needs with satisfying relationships with the
organization, peer groups, work teams, etc. Since
people of this need group try to identify them with
their organizations, they always prefer to foster a
friendly work culture and try to meet their needs
through friendly relations.

22.  (iii) Power need (nPow):
 People in this need group always try to draw
satisfaction by controlling others. This need
emerges from the drive for superiority. People in
this need category obviously look for leadership
positions in their organizations.

23. VICTOR VROOM’S EXPECTANCY THEORY OF
MOTIVATION
 The expectancy theory was proposed by Victor
Vroom of Yale School of Management in 1964.
Vroom stresses and focuses on outcomes, and
not on needs unlike Maslow and Herzberg. The
theory states that the intensity of a tendency to
perform in a particular manner is dependent on
the intensity of an expectation that the
performance will be followed by a definite
outcome and on the appeal of the outcome to
the individual.

24.  Expectancy theory has three components:
expectancy, instrumentality, and valence.
 Expectancy is the faith that better efforts will
result in better performance. Expectancy is
influenced by factors such as possession of
appropriate skills for performing the job,
availability of right resources, availability of
crucial information and getting the required
support for completing the job.

25.  Instrumentality is the belief that a person will
receive a reward if the performance expectation
is met. This reward may present itself in the form
of a pay increase, promotion, recognition or
sense of accomplishment. Instrumentality is low
when the reward is the same for all
performances given.

26.  Valence .
 Valence is characterized by the extent to which a
person values a given outcome or reward. This is
not an actual level of satisfaction rather the
expected satisfaction of a particular outcome.[6]

27.  The Expectancy theory states that employee’s
motivation is an outcome of how much an
individual wants a reward (Valence), the
assessment that the likelihood that the effort will
lead to expected performance (Expectancy) and
the belief that the performance will lead to
reward (Instrumentality)

28. ADAMS' EQUITY THEORY
 Employees seek to maintain equity between the
inputs that they bring to a job and the outcomes
that they receive from it against the perceived
inputs and outcomes of others.
 Inputs are logically what we give or put into our
work. Outputs are everything we take out in
return.

29.  Inputs
 This equity theory term ecompasses the quality
and quantity of the employees contributions to
his or her work. Typical inputs include time,
effort, loyalty, hard work, commitment, ability,
adaptability, flexibility, tolerance,
determination, enthusiasm, personal sacrifice,
trust in superiors, support from co-workers and
colleagues, skill..

30.  Outputs
 Outputs in equity theory are defined as the
positive and negative consequences that an
individual perceives a participant has incurred as
a consequence of his/her relationship with
another. Typical outcomes are job security,
esteem, salary, employee benefits, expenses,
recognition, reputation, responsibility, sense of
achievement, praise, thanks etc.

31.  equity
dependent on comparing own ratio of
input/output with ratios of 'referent' others
 People need to feel that there is a fair balance
between inputs and outputs. Crucially fairness is
measured by comparing one's own balance or
ratio between inputs and outputs, with the ratio
enjoyed or endured by relevant ('referent')
others.