motivation theories ppt fr mootivationss

Dr.K.Guru,
Associate Professor and Head,
Department of Management Studies,
Takshashila University.

KeyElements
1. Intensity: how hard a persontries
2. Direction: toward beneficial/avoidancegoal
3. Persistence: how long a persontries
What is Motivation?
Motivation is a psychologicalfeature that inducesan
individual to act towards a desired goal.
It is the processes that account for an individual’s
intensity, direction, and persistence of effort towardss
attaining a goal.

Theories of Motivation.
•Content Theories of Motivation:
1. Mc Gregor’s Theory X& Theory Y(1960)
2. Maslow’s Hierarchy of Needs(1954)
3. Herzberg’s Motivator-Hygiene Theory(1968)
4. Alderfer’s ERGTheory (1972)
•Process Theories of Motivation.
1. ExpectancyTheory, Vroom (1964)
2. Equity Theory , Adam(1963)
3. Goal Setting Theory, EdwinALocke (1968)
4. Reinforcement Theory,Skinner(1953)

Demotivated!
Why do People leaveOrganizations?

Typesof Motivation.
•ExtrinsicMotivation.
1. Salary.
2. Bonuses/Perks.
3. Organized activities.
4. Promotion/Grades.
5. Punishment/Layoffs
•Intrinsic Motivation:
1. Learning and Growth opportunity.
2. Social contact andstatus.
3. Curiosity
4. Respectand Honour.

Typesof Motivation.
Extrinsically
Motivated.
Intrinsically
Motivated.

1.Mc Gregor’s Theory X& Theory Y(1960)
2. Maslow’s Hierarchy of Needs(1943,1954)
3. Hertzberg’s Motivator-Hygiene Theory(1968)
4. Reinforcement Theory, Skinner(1953)

MCGREGORS THEORY X AND Y
 Douglas Mcgregor wrote the book “The human side
of enterprise” in 1960
 He examined individuals behaviour at work.
 From this he formulated two models of
management based on hierarchy into lower-order
needs (Theory X) and higher-order needs (Theory
Y).
 These theories are based on human behaviour in
management.
 It concludes dual aspects of human being.
 He suggested that management could use either
set of needs to motivate

UNDERSTANDING THE
THEORIES
 Our management style is strongly influenced by our
beliefs and assumptions about what motivates
members of your team: If you believe that team
members dislike work, you will have an
authoritarian style of management; On the other
hand, if you assume that employees take pride in
doing a good job, you will tend to adopt a more
participation style.

THEORY X
 Theory X assumes that employees are naturally
unmotivated and dislike working, and this
encourages an authoritarian style of management.
According to this view, management must actively
intervene to get things done.
 It summaries that workers need to be constantly
watched and instructed what to do.

CHARACTER
STICS
intolerant
distant and detached
aloof and arrogant
short temper
issues instructions,
• directions, edicts
issues threats to
make people follow
instructions
demands, never asks
does not participate
 unconcerned about staff
welfare, or morale
 proud, sometimes to the
point of self-destruction
 one-way communicator
 poor listener

THEORY Y
 Theory Y shows a participation style of
management that is decentralized. It assumes that
employees are happy to work, selfmotivated,
creative and enjoy working with greater
responsibility.
 It emphasizes that staff are self-disciplined and
would like to do the job themselves

CHARACERSTIC
S
 Take responsibility and are motivated to fulfill the
goals they are given.
 Consider work as a natural part of life and solve
work problems imaginatively. Assumes that people
seek fulfilment through work and are willing to work
hard.
 In Y-Type organizations, people at lower levels of
the organization are involved in decision making.

OTHER
CHARACTERSTIC
S
 self-motivated
 responsible
 always participate
 gives rewards and feedback
 promotion
 power to implement decisions
 active
 good listener
 happy
 concerned about staff welfare

APPLICA
TION
 Theory X management style is widely accepted as
inferior to others, it has its place in large scale
production operation and unskilled production-line
work.
 Theory Y-style management is suited to knowledge
work and professional services; even highly
structure knowledge work, such as call center
operations, can benefits from. Theory Y principles
to encourage knowledge sharing and continuous
improvement.

2.Maslow’s Hierarchy of Needs(1943,1954)

Maslow’s Hierarchy of Needs
• Maslow’s approach was radically different from earlier theories
by Freud and Skinner.
• He studied finest human beings to prescribe his theory of
motivation: Albert Einstein; Abraham Lincoln, Eleanor Roosevelt
etc. Maslow’s theory was bullish on the human race.
• Accordingly to Maslow’s Theory there are four types of need that
must be satisfied before an individual can act unselfishly.
• Maslow referred the lower needs as “deficiency needs” because
their lack causes tension.
• We are driven to satisfy the lower needs but are drawn to meet
the higher ones.
• A satisfied need ceases to motivate.

Physiological Needs
Physiological needs are those required to sustain life, suchas:
– Air
– Water
– Food
– Sleep

SafetyNeeds
Once physiological needs are met, one's attention turns to
safety and security in order to be free from the threat of
physical and emotional harm. Such needs might be fulfilled by:
–Living in a safe area
–Medical Facilities
–Job security
–Law and Order

SocialNeeds
Once a person has met the lower level physiological and safety
needs, higher level needs awaken. The first level of higher level
needs are social needs.
Social needs are those related to interaction with others and may
include:
–Friendship
–Belonging to a group
–Giving and receiving love

Esteem Needs
Esteem needs may be classified as internal or external.
Internal esteem needs are those related to self-esteem such as
self
respect and achievement
External esteem needs are those such as social status and
recognition. Some esteem needs are:
–Self-respect
–Achievement
–Attention
–Recognition
–Reputation

Self-Actualization
Self-actualization is the summit of Maslow's hierarchy of
needs. It is the quest of reaching one's full potential as a
person.
Self-actualized people tend to have needs such as:
–Peace
–Truth & Justice
–Knowledge
–Meaning of life

Limitations of Maslow’sTheory
• Research have established the motivational forces for
physiological, safety, love and esteem needs but have failed
to discover a hierarchical arrangement. For example, even if
safety need is not satisfied, the social need may emerge.
• The need priority model may not apply at all times in all places.
• The level of motivation may be permanently lower for some
people. For example, a person suffering from chronic
unemployment may remain satisfied for the rest of his life if
only he gets enough food.

1.Mc Gregor’s Theory X & Theory Y (1960)
2.Maslow’s Hierarchy of Needs (1943, 1954)
3.Herzberg’s Motivator-Hygiene
Theory (1968)
4.Alderfer’s ERG Theory (1972)
1.Expectancy Theory, Vroom (1964)
2.Equity Theory , Adam (1963)
3.Goal Setting Theory, Edwin A Locke (1968)
4.Reinforcement Theory, Skinner(1953)

Herzberg's Motivation-Hygiene Theory
• According to Herzberg, Motivation is a two stage process.
• The opposite of Satisfaction is No Satisfaction.
• The opposite of Dissatisfaction is No Dissatisfaction.
• According to Hertzberg, the factors leading to job
satisfaction are "separate and distinct from those that lead
to job dissatisfaction.“

• FactorsforDissatisfaction
• Company Policies
• Supervision
• Relationship with Supervisor andPeers
• Work conditions
• Salary/Perks
• Status
• Security

• FactorsforSatisfaction
• Growth opportunity
• Thework itself
• Achievement
• Responsibility
• Recognition
• Advancement

Limitation of Herzberg'sTheory
• The Two Factor Theory assumes that happy employees produce
more.
• Satisfied workers may not actually be more motivated or more
productive than dissatisfied workers.
• Herzberg's theory is that people differ in their responses to
hygiene and motivating factors. Herzberg's theory does not
account for these individual differences.
• What motivates one individual might be a de-motivator for
another individual.
• Not applicable for blue collar workers.

Maslow’s vsHerzberg's Theory

• Factors of dissatisfaction are like rechargeable batteries
while the factors for satisfaction are like generators.

1.Mc Gregor’s Theory X & Theory Y (1960)
2.Maslow’s Hierarchy of Needs (1943, 1954)
3.Herzberg’s Motivator-Hygiene Theory (1968)
4.Alderfer’s ERG Theory (1972)
2.Equity Theory , Adam (1963)
3.Goal Setting Theory, Edwin A Locke (1968)

Existence Relatedness Growth
ERG Theory of Motivation

What is ERG Theory?
ERG theory was developed by
Clayton Alderfer. Alderfer
proposed the ERG Theory to
bring Maslow’s need hierarchy
theory of motivation in
synchronization with empirical
research.
Alderfer advocated three need patterns of an
individual as against five steps proposed by
Maslow.
Alderfer recommended that all the needs may be
operative at any one time.
If gratification of higher need is satisfied, the desire to
satisfy the lower level need may increase.
Alderfer recategorized Maslow’s hierarchy of needs into three simpler and
broader classes of needs, which are ERG.

What is ERG Theory?
In Alderfer’s ERG Theory, ERG stands for:
Existence
Relatedness
Growth
E
R
G

Diagrammatic Representation of Alderfer’s ERG
Theory

Relationship between Maslow’s Hierarchy to ERG
Theory
Existence
Relatedness
Growth
Physiologic
al
Safety
Social
Esteem
Self-
Actualizatio
n
Maslow's Need Hierarchy
Categories
Alderfer's Need Hierarchy
Categories
Highest-order
Needs
Most essential
Needs

Theoriesof Motivation.
2. EquityTheory,Adam(1963)

9-46
Expectancy Theory
• Formulated by Victor H. Vroom
• Motivation will be high when workers believe:
• High levels of effort will lead to high performance
• High performance will lead to the attainment of desired
outcomes

9-47
Figure 9.2 - Expectancy, Instrumentality,
and Valence

9-48
Figure 9.3 - Expectancy Theory

2.Equity Theory ,Adam (1963)

Equity Theory.
1. People value fair treatment.
2. The structure of equity in the
workplace is based on the ratio of
inputs to outcomes.

Adams’ Equity Theory
• People strive for fairness and justice in
social exchanges
• Cognitive perception of fairness or lack of
it affects behavior
• Inputs – education, skills, training, effort,
etc.
• Outputs – pay, fringe, security,
recognition, etc.

A. An Equitable Situation
Self
Other
$2
1 hour
= $2 per hour
$4
2 hours
= $2 per hour
Negative and Positive Inequity

$2
1 hour
= $2 per hour
$3
1 hour
= $3 per hour
B. Negative Inequity
Self Other
Negative and Positive Inequity (cont)

$2
1 hours
= $1 per hour
C. Positive Inequity
$3
1 hour
= $3 per hour
Self
Other
Negative and Positive Inequity (cont)

Distributive Justice: The perceived fairness
of how resources and rewards are distributed.
Procedural Justice: The perceived fairness of
the process and procedures used to make
allocation decisions.
Interactional Justice:
The perceived fairness of the
decision maker’s behavior in
the process of decision
making.
Organizational Justice

Lessons in Equity Theory
• Pay attention to what employees’ perceive to be
fair and equitable
• Allow employees to have a “voice”
• Employees should have opportunity to appeal
• Organizational changes, promoting cooperation,
etc. can come easier with equitable outcomes
• Failure to achieve equity could be costly
• Climate of justice

3.Goal Setting Theory,EdwinA Locke(1968)

Goal Setting Theory.
• Goal setting involves establishing SMART
goals.
• People are aware of what is expected from
them.
• On a personal level, setting goals helps
people work towards their own objectives.
• Goals are a form of motivation that sets the
standard for self-satisfaction with
performance.
• It is considered an “open” theory, so as new
discoveries are made it is modified.

Specific
Measurable
Attainable
Results oriented
Time bound
Guidelines for Writing “SMART”
Goals

Goal Setting Theory.
Goal setting and Feedback go hand in hand. Without
feedback, goal setting is unlikely to work. Properly-delivered
feedback is also very essential, and the following should be
followed for good feedback:
•Create a positive context for feedback.
•Use constructive and positive language.
•Focus on behaviours and strategies.
•Tailor feedback to the needs of the individuals.
•Make feedback a two-way communication process.

3. Goal Setting Theory
,EdwinA Locke(1968)

Reinforcement theory
Reinforcement.
– The administration of a consequence as a
result of a behavior.
– Proper management of reinforcement can
change the direction, level, and persistence of
an individual’s behavior.

Reinforcement Theory
Law of effect.
– Theoretical basis for manipulating
consequences of behavior.
– Behavior that results in a pleasant outcome is
likely to be repeated while behavior that
results in an unpleasant outcome is not likely
to be repeated.

Organizational behavior modification
– Uses four basic strategies:
• Positive reinforcement.
• Negative reinforcement.
• Punishment.
• Extinction.

Positive reinforcement.
– The administration of positive consequences
to increase the likelihood of repeating the
desired behavior in similar settings.
– Rewards are not necessarily positive
reinforcers.
– A reward is a positive reinforcer only if the
behavior improves.

Principles governing reinforcement.
– Law of contingent reinforcement.
• The reward must be delivered only if the desired
behavior is exhibited.
– Law of immediate reinforcement.
• The reward must be given as soon as possible
after the desired behavior is exhibited.

Negative reinforcement.
– Also known as avoidance.
– The withdrawal of negative consequences to
increase the likelihood of repeating the
desired behavior in a similar setting.

Punishment.
– The administration of negative consequences
or the withdrawal of positive consequences to
reduce the likelihood of repeating the
behavior in similar settings.

Implications of using punishment.
– Punishing poor performance enhances
performance without affecting satisfaction.
– Arbitrary punishment leads to poor
performance and low satisfaction.

Extinction.
– The withdrawal of the reinforcing
consequences for a given behavior.
– The behavior is not unlearned; it simply is not
exhibited.
– The behavior will reappear if it is reinforced
again.

What would youdo?
1.You on behalf of your company participated in a design
competition for the construction of a landmark building of a city.
Your design was highly appreciated by your management as
well as the authorities and declared the winner. Your company
rewarded you with a bonus for your outstanding job and
assigned a team to help you in the execution stage. However,
for reasons beyond your control, the project was never
executed. Will you remain motivated to work further?

What would youdo?
2. You have been working for a Leading company for nearly a
decade. The company has recently promoted you to lead one of
the verticals for your outstanding contribution over the years
and believe in your leadership skills. However, over a period of
time you learn about the unethical practices being followed by
your organization and higher management. Will you remain
motivated to work further?

The Whole Person
1. Body
2. Mind
3. Heart
4. Spirit
• You manage (things) that can’t choose.
• You lead people.People have the ability to choose.
• Take one away, then you’re treating a person as a “thing”
that you control and manage.

4 Intelligences
• Mental (IQ)- Our ability to analyze, reason, use language, think
creatively & visualize. (Vision)
• Physical (PQ)- It runs respiratory, circulatory, nervous and other
vital system without conscious effort. Constantly scanning the
environment and fighting diseases. (Discipline)
• Emotional (EQ) -. It is one’s self knowledge, self awareness,
social sensitivity, empathy and ability to communicate properly.
It is the right brain capacity. (Passion)
• Spiritual (SQ)- It is central and most fundament of all the four
and becomes the source of guidance to other three.
SQ represents our drive for meaning and connection with infinity.
(Conscience)

4 Manifestations
Spirit
Conscien
ce
Mind
Visio
n
Heart
Passio
n
Body
Disciplin
e

4 Needs of Person
Whole Person 4Intelligence Needs Factors
Body Physical -PQ ToLive Paymefairly.
Mind Mental -IQ ToGrow Useme creatively.
Heart Emotional-EQ ToLove Treat me Kindly.
Spirit Spiritual -SQ ToLeavea
Legacy.
In serving human needsin
principled ways.

What kept them going???
Passion to serve the humanity
and passion for the work.

Our industry does not
respect tradition: Satya
Nadella‘s
• I truly believe that each of us must find meaning in our work. The
best work happens when you know that it's not just work, but
something that will improve other people's lives. This is the
opportunity that drives each of us at this company.

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