2. What is Motivation?
Motivation: The willingness to
exert high levels of effort
toward organizational goal,
conditioned by the effort’s
ability to satisfy some
individual need.
3. Characteristics
It is a psychological concept
It is continuous process
Dynamic and situational
It is goal oriented process
It get influenced by social & cultural norms
Goals lead to motivation
4. Importance
Ensures achievement of organizational goal
Improves efficiency of work performance
Creates friendly and supportive relationship
Leads to stability in work force
Acceptance of organizational change
6. Early Theories of Motivation
In 1950 Three specific theories were formulated
on motivation these are:
1. The hierarchy of need theory.
2. Theories X and Y
3. Motivation-hygiene theory
7. Hierarchy of Needs Theory
Abraham Maslow’s hypothesized that with in
every human being there exists a hierarchy of
five needs. These needs are:
1. Physiological : includes hunger, thirst, shelter and other bodily needs
2. Safety: Includes Security and protection from physical and emotional
harm
3. Social: Includes affection, belongingness, acceptance, and friendship
4. Esteem: includes internal esteem factors such as self respect,
autonomy, and achievement; and external esteem factors
such status, recognition and attention.
5. Self-actualization: the drive to become what one is capable of
becoming; includes growth, achieving one’s
potential, and self fulfillment.
8. Maslow’s Hierarchy of Needs Theory
4-8
Physiological
Safety
Social
Esteem
Self-
Actualization
9. Hierarchy of Needs Theory
Maslow’s separated the five needs into higher
and lower orders.
Lower-order needs Higher-order needs
Physiological and safety
Are satisfied externally
Social, Esteem, and Self-
actualization.
Are satisfied internally
10. Theory X and Theory Y
Douglas McGregor proposed
two distinct views of human
beings: One basically
negative and the other
basically positive
11. Under Theory X Douglas listed four
negative assumptions
1. Employees inherently dislike work and,
whenever possible, will attempt to avoid it.
2. Since employees dislike work, they must be
coerced, controlled, or threatened with
punishment to achieve goals.
3. Employees will avoid responsibilities and
seeks formal direction whenever possible.
4. Most workers place security above all other
factors associated with work and will display
little ambition.
12. Under Theory Y Douglas listed four
positive assumptions
1. Employees can view work as being as
natural as rest or play.
2. People will exercise self-direction and self-
control if they are committed to the objectives.
3. The average person can learn to accept,
even seek responsibility.
4. The ability to make innovative decisions is
widely dispersed throughout the population
and is not necessarily the sole province of
those in management positions.
13. McGregor’s Theory X and Theory
Y
4-13
Theory X Workers
• Dislike work
• Must be threatened with
punishment
• Avoid responsibilities
• Seek formal direction
• Require security
• Little ambition
Theory Y Workers
• View work as natural
• Self-directed
• Exercise self-control
• Accept responsibility
• Seek responsibility
• Make innovative
decisions
14. Motivation-Hygiene Theory
The motivation-hygiene theory was proposed by
psychologist Fredrick Herzberg. In the belief that an
individual’s relation to his or her work is a basic one
and that his or her attitude toward this work can very
well determine the individual success or failure.
According to Herzberg, the factors leading to job
satisfaction are separate and distinct from those that
lead to job dissatisfaction. Therefore, managers who
seeks to eliminate factors that create job
dissatisfaction can bring about peace, but not
necessarily motivation. They will be placating their
workforce rather than motivating them.
15. Motivation-Hygiene Theory
The criticisms of the theory include the
following :
The procedure that Herzberg used is limited by its methodology. When
things are going well, people tend to take credit themselves. Contrarily,
they blame failure on the external environment.
He reliability of Herzberg’s methodology is questioned. Since raters
have to make interpretations, it is possible that they may contaminate
the findings by interpreting one response in one manner while treating
another similar response differently.
The theory, to the degree that that it is valid, provides an explanation of
job satisfaction. It is not really a theory of motivation.
No overall measure of satisfaction was utilized. In other words, a
person may dislike part of his or her job, yet still think the job is
acceptable.
The theory is inconsistent with previous research. The motivation
hygiene theory ignores situational variables.
Herzberg assumes that there is a relationship between satisfaction and
16. Contemporary Theories of Motivation
ERG Theory
McClelland’s Theory
of Needs
Cognitive Evaluation
Theory
Goal-Setting Theory
Reinforcement Theory
Expectancy Theory
Task Characteristics
Theories
The Job
Characteristics Model
Social Information
Processing Model
Equity Theory
17. McClelland’s Theory of Needs
McClelland’s focuses on three needs:
1. Need for achievement: The drive to excel, to
achieve in relation to set of standards, to strive
to successed
2. Need for power: The need to make others
behave in a way that they would not have
behaved otherwise
3. Need for affiliation: the desire for friendly and
close interpersonal relationships.
18. Cognitive Evaluation Theory
Cognitive evaluation theory: Allocating
extrinsic rewards for behavior that had been
previously intrinsically rewarded tends to
decrease the overall level of Motivation.
Intrinsic Motivation are : achievement
responsibility and competence are
independent of extrinsic motivator like high
pay, promotions, good supervisors relation
and pleasant working conditions
