The document discusses various theories and concepts related to motivation. It describes motivation as a dynamic force that sets people into action to achieve goals based on their needs and desires. It then covers several key theories and concepts around motivation: - Content theories examine the types of needs that motivate people, such as physiological and psychological needs. Process theories look at how motivation works through variables like effort, persistence and direction. - Vroom's expectancy theory states that motivation depends on expectations of rewards for performance. Adam's equity theory focuses on perceptions of fair treatment compared to others. Goal setting theory ties motivation to specific, challenging goals. - Management by objectives involves managers and subordinates collaborating on goals. Herzberg's two-

1. MOTIVATION

2. • It is a dynamic force that sets a person
into motion or action.
• Needs and desires affect a person’s
behavior which then becomes goal oriented
due to motivation.
• People differ by nature in their ability to
perform a specific task but also in their will to
do so.
• People with lesser ability but stronger will
perform better than people with more ability
and lack of will.
• The “will to do” is motivation

3. • Concept of motivation
• It has 3 basic characteristics
• Effort –amount of efforts put in represents
level of motivation.
• Persistence—Motivation is continuously goal
directed ; once a goal is achieved efforts are
directed towards higher goals ; Motivation
has to be a permanent characteristic.
• Direction – Hard work and persistence
determines the quality of efforts while
direction determines quality of the
anticipated output .

4. • Process of motivation
• Analysis of the situation.--- this is to
ascertain the motivational needs
• Selecting and applying appropriate
motivators .
• Follow up – Need to cross check if
motivators applied are giving results or need
to be changed.

5. Sources of motivation
• Positive motivation –
– it involves proper recognition of employee efforts and
appreciation of employees contribution in achieving
organizational goals.
– It involves praise / credit for the work done.
– Sincere interest in welfare of subordinates .
– Delegation of authority.
– Participation of subordinates in decision making process.
• Negative or fear motivation
– Use of force / power / fear / threats .
– Fear of punishment / un favorable consequences
changes behavior .
– This may contribute towards positive results but is not a
preferred alternate in the current atmosphere.

6. Extrinsic motivation –
• This is a type of motivation that is induced by
external factors that are mostly financial in nature .
Money is the most important motivator and it can be
in the form of pay / retirement plans / stock sharing
options or paid vacation etc.
Intrinsic motivation –
• This type of motivation is achieved by the sense of
achievement and accomplishment or in other words
it is the state of self actualization . In this the
satisfaction is accomplished and motivation is self
generated free of financial rewards .
The intrinsic motivators are –praise / recognition /
power / challenges ..

7. Theories of motivation
• The theories of motivation are divided into two types –the
content theories and the process theories .
• The content theories attempt to determine and specify
drives and needs that motivate people.
• These theories have been developed to explain nature of
motivation in terms of the type of need that people
experience . Focus is on factors within a person that that
directs type of behavior . These theories are aimed at the
aspect that people have physiological and psychological
needs and they engage in activities to satisfy them ..these
theories are also called the NEED theories .
• The process theories –these identifies variables that go into
motivation and their relationship with each other. These
theories work on HOW motivation works

8. Vroom’s Expectancy model
• This theory is based on the belief that motivation is
determined by the nature of rewards people expect
to get for the job they perform.
• A person would prefer to choose the alternate that
would give him / her the maximum rewards.
• The theory is based on three elements –
1 ) Expectancy – A person’s perception that a
particular outcome would come out from a particular
action leads to expectancy.
The person has to believe his actions would bear
fruits and he has the capability to do the things.

9. 2) Instrumentality – Factors relates to a persons
belief and expectation. It is the degree of
association of first outcome to the second level of
outcome. It can also be termed as performance –
reward relationship. A person has to be confident
that efforts would be instrumental in achieving
actual rewards.
3) Valance – Values a person assigns to the
desired results .
Motivation = E X I X V
All these factors need to be determined by the
management to ensure motivation is achieved.

10. Stacy Adam’s equity theory
This is a theory based on the fact that people are not
only concerned with rewards that they receive for
their efforts but also with relationship of their
rewards and also with the rewards received by
others .
The inequity in peoples minds exists if people are
underpaid or overpaid for similar efforts.
Usually the concerns are perceptive in nature and
leads to tension and uneasy situations in the
peoples minds.
The theory states that these tensions / uneasy
situations need to be handled and removed to
motivate people.

11. Goal setting theory ( by Edwin locke)
• This theory is based on assumption that type
as well as the challenge of the goal induces
and determines the motivation.
• Quality of performance is shaped by how
difficult and how specific the goal is and
leads on to satisfaction.
• Goal setting is only accomplished by the
active support of the management.

12. MBO ( management by objective)
• Systematic / programmatic goal setting . This type
of goal setting is set for the organization as a whole .
• It is a process by which the managers and their
associates / subordinates work together towards
organizational goals which are common for all.
The procedure for setting the MBO is –
• Central goal setting —this is the basic phase of
MBO In this the process of defining and clarifying
the organizational objectives is laid out. Care needs
to be taken that the objectives are specific and
realistic.

13. • Manager—subordinate involvement – The
managers set up sub goals for the subordinates so
that they can achieve the goals in sinc with the
organizational goals.
• Matching goals and resources —Goals and
objectives have no meaning if there are no
resources to meet them . Allocation of objectives
and goals has to be done based on the availability of
funds and resources.
• Freedom of implementation —Objectives have to be
such that their implementation is possible and the
people who are given the goal also given the power
to implement it.
• Review and appraisal of performance –periodic
review of the progress in the passage of objective
accomplishment is a must and helps in determining
the path to achieve the goals.

14. Advantages of MBO
• Result oriented process ; it focuses on setting and
controlling goals . It helps in better planning and improves
managerial systems .
• Managers can plan in consultation with subordinates and
this helps in obtaining maximum contributions from them
and facilitates utilization of human resources.
• In the MBO process both the management as well as the
subordinates know what is expected from them and hence
confusion and ambiguity is removed.
• Makes the organizational goals known and better
understood.
• This highlights the areas where training is more required.
• The process is based on quantifiable objectives and helps in
gauging the progress periodically .
• Improves communication between the management and the
subordinates.

15. Disadvantages
• It can only succeed with the support of the management.
• It is many times resented by the employees as they have
to go along with what others or the management wants.
• The process leaves the subjective goals out ; in other
words it is productivity at the cost of creativity .
• It is quite time consuming and requires a lot of paperwork.
• By this process only short term goals are addressed as the
planning for long term goals is does not stay viable.
• Many managers are not skilled to handle all aspects of the
process .
• MBO integration with other systems is difficult .
• Group goal achievement is quite difficult ; dependence on
other departments usually kills MBO process.
• Implementation of MBO is a slow and long process ; it can
loose its power to motivate over a long period .

16. Herzberg two factor theory
The idea behind the theory is that there are two main factors related to job
satisfaction ---
Intrinsic factors and extrinsic factors.
Extrinsic factors are the factors which do not give satisfaction ; they are
also called as the hygiene factors in this theory . These factors DO NOT
motivate people as per this theory.
The hygiene factors are –
. Wage / salary / benefits
• Company policy / rules that govern working environment
• Inter personnel relations with peers / supervisors / subordinates
• Working conditions / job security
• Supervisor’s technical capability and quality of his work .
• The theory believes that all the hygiene factors are designed to avoid
damage to the efficiency and morale but do not stimulate growth.
• These factors are termed as hygiene because hygiene medically also
only prevents damage to heath and not improves physical health.
• Another criticism of the theory is that it overlooks the differences of
Values and outlook of different people.

17. • Motivational factors--herzberg
What motivates people….
a) The job itself– if people like their jobs they get self
motivated to do it.
b) Recognition – Recognition is the key motivator ; if an
employee’s contributions are acknowledged; he is bound
to deliver.
c) Achievement – Goal achievement is a great feeling
..leading on to motivation.
d) Responsibility– The state of fulfillment of ones
responsibility acts as a big motivator.
e) Growth and advancement– These act as positive
motivational tools.

18. Mc Gregor’s X & Y theory
• A very interesting theory which focuses on the human
behavior ; It is based on two sets of assumptions –the x and
the y assumptions .
X assumptions
• 1) Most people dislike work and avoid it as much as
possible.
• 2) They need to be directed / controlled and threatened with
punishment in order to move them to achieve goals.
• 3) An average person is lazy / shuns responsibility / has little
ambition and is only concerned with his own security.
• 4) Most people avoid leading and want to be lead and
supervised ; they are unwilling to accept responsibility.

19. Y assumptions
• 1) Work is natural to most of the people and they enjoy
physical and mental efforts .
• 2) Commitment to goals and objectives of the organization is
a natural state for most individuals .
• 3) They exercise self direction and self control in pursuit /
achievement of goals.
• 4) Commitment to goals / objectives is a function of rewards ;
especially if the rewards are appreciation / recognition.
• 5) Most people have capacity of innovation / creativity for
solving problems.
• 6) Many people prefer to take the leadership role than being
led.
• As per this theory the y assumptions are what motivates
people and the managers help them develop but in many
cases the X assumptions also work well to motivate.

20. Maslow’s Hierarchy of needs theory
• The most widely used motivational theory. It
is based on two assumptions –one human
beings have many needs that are different in
nature and second that these needs need to
be in the form of a hierarchy as the lower
needs need to get satisfied befor the higher
are addressed.
• The needs have been divided into 2 sets –
Deficiency and growth needs

21. Growth
Needs
Deficiency
needs
Self Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs

22. • Physiological needs – Strongest motivators . These are linked to
physiological / biological needs --- Like food / water / shelter / sex.
The management plays a major role in this by providing employment /
wages / benefits.
• Security and safety needs —Once the Physiological needs are
satisfied safety / security becomes paramount The safety is not only of
physical form but also of economic aspects and job stability.
The management helps in this by providing insurances / pension plans /
welfare benefits / medicinal benefits etc .
• Social and love needs – Once the above two aspects are taken care of
a sense of belongingness / acceptance motivates behaviour. People
want to be in atmosphere where they are wanted / loved / understood
and respected.
The management helps in providing people to interact socially / creating
teams / helping in making informal groups .

23. • Esteem needs –
Need for esteem means to attain recognition. This induces a
feel of self worth and self confidence. Provides
independence / status / reputation and prestige.
The management helps in designing more tasks / giving
positive feedbacks/ giving recognition and encouragement /
involving people in decision making process / providing
executive development programs.
• Self actualization needs—
The tip of motivation is the need to develop ones capacities
and potential . At this level challenges are sought to
enhance growth / advancement. The person becomes
content / spontaneous and self striving.
The management helps by providing employees space to
shape their own jobs / gives freedom of expression /
encourages creativity.

24. • What is motivation is not there ???
• Employee unrest
• Absenteeism
• Tardiness
• Employee turnover
• Union activity
• Early retirement
• Less job satisfaction

25. How to motivate them—
• Organizational factors –
• salaries / wages
• Promotions
• Company policies.
• Work environment –
• Supervisory style
• Work group
• Working conditions
• Work itself -- role specification and job description.
• Personal factors –age / seniority / tenure / expertise