The document discusses various theories of motivation. It describes Maslow's hierarchy of needs which includes physiological, safety, social, esteem, and self-actualization needs. It also discusses ERG theory, two-factor theory, McGregor's Theory X and Y, and other motivation theories like Porter and Lawler model and Theory Z. The theories focus on understanding factors that motivate employees and influence their performance and satisfaction levels.

1. PRESENTED BY: JASMEET KAURPRESENTED BY: JASMEET KAUR
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M.COM-1M.COM-1

2. MOTIVATIONMOTIVATION
 1. Glueck1. Glueck said about Motivation as " Motivation is the said about Motivation as " Motivation is the
inner state that energizes channels and sustainsinner state that energizes channels and sustains
human behavior."human behavior."
2.2. In In Encyclopedia of ManagementEncyclopedia of Management " Motivation " Motivation
refers to the degree of readiness of an organism torefers to the degree of readiness of an organism to
pursue some designed goal and implies thepursue some designed goal and implies the
determination of the nature and locus of forcesdetermination of the nature and locus of forces
inducing the degree of readiness."inducing the degree of readiness."
3. Joe Kelly3. Joe Kelly defined Motivation as "Motivation is a defined Motivation as "Motivation is a
process where by needs instigate behavior directedprocess where by needs instigate behavior directed
towards the goals that can satisfy those needs."towards the goals that can satisfy those needs."

5. THEORIES OF MOTIVATIONTHEORIES OF MOTIVATION

7. HIERARCHY OF NEEDSHIERARCHY OF NEEDS

8. PHYSIOLOGICAL NEEDSPHYSIOLOGICAL NEEDS
These needs are the physicalThese needs are the physical
requirements for human survival. requirements for human survival.

9. SAFETY NEEDSSAFETY NEEDS
These needsThese needs include those needs that include those needs that
provide a person with a sense of securityprovide a person with a sense of security
and well-being. and well-being.

10. SOCIAL NEEDSSOCIAL NEEDS
These needs areThese needs are , also called , also called love andlove and
belonging needbelonging need, refer to the need to feel, refer to the need to feel
a sense of belonging and acceptance. a sense of belonging and acceptance.

11. ESTEEM NEEDSESTEEM NEEDS
Esteem needsEsteem needs refer to the need for self- refer to the need for self-
esteem and respect, with self-respectesteem and respect, with self-respect
being slightly more important than gainingbeing slightly more important than gaining
respect and admiration from others. respect and admiration from others.

12. SELF ACTUALIZATION NEEDSSELF ACTUALIZATION NEEDS
These needsThese needs describe a person's need describe a person's need
to reach his or her full potential. to reach his or her full potential.

13. CRITICISM OF THEORYCRITICISM OF THEORY

14. ERG THEORYERG THEORY
Clayton P. Alderfer's Clayton P. Alderfer's ERG theoryERG theory from from
1969 condenses Maslow's five human1969 condenses Maslow's five human
needs into three categories:needs into three categories:

15. EXISTENCE NEEDSEXISTENCE NEEDS
Existence needs-Existence needs- These include need for These include need for
basic material necessities. In short, itbasic material necessities. In short, it
includes an individual’s physiological andincludes an individual’s physiological and
physical safety needs.physical safety needs.

16. RELATEDNESS NEEDSRELATEDNESS NEEDS
Relatedness needs-Relatedness needs- These include the These include the
aspiration individual’s have for maintainingaspiration individual’s have for maintaining
significant interpersonal relationships (be itsignificant interpersonal relationships (be it
with family, peers or superiors), gettingwith family, peers or superiors), getting
public fame and recognition.public fame and recognition.

17. GROWTH NEEDSGROWTH NEEDS
These include need for self-developmentThese include need for self-development
and personal growth and advancement.and personal growth and advancement.
Maslow’s self-actualization needs.Maslow’s self-actualization needs.

19. TYPES OF FACTORSTYPES OF FACTORS

20. HYGIENE FACTORSHYGIENE FACTORS
Status
Working
Conditions
Personal Life
Job Security
Salary
Interpersonal
Relations with
Subordinates
Inter-personal
Relations with
peers
Inter-personal relations
With
Supervisor
Technical supervision
Company policy and
Administration
HYIGENE
FACTORS

21. MOTIVATIONAL FACTORSMOTIVATIONAL FACTORS
Responsibility
Work
Itself
Recognition
Possibility
Of
Growth
Advancement
Achievement
MOTIVATIONAL
FACTORS

22. EFFECT OF FACTORSEFFECT OF FACTORS

23. TWO – FACTOR THEORYTWO – FACTOR THEORY

24. THEORY X AND YTHEORY X AND Y
Douglas McGregor GIVE THEORY X and Y INDouglas McGregor GIVE THEORY X and Y IN
HIS BOOK “ THE HUMAN SIDE OFHIS BOOK “ THE HUMAN SIDE OF
ENTERPRISE” IN 1960’s.ENTERPRISE” IN 1960’s.

25. This style of management assumes that workers:This style of management assumes that workers:
 Avoid responsibility and need to be directed.Avoid responsibility and need to be directed.
 Have to be controlled, forced, and threatenedHave to be controlled, forced, and threatened
to deliver what's needed.to deliver what's needed.
 Need to be supervised at every step, withNeed to be supervised at every step, with
control.control.
 Need to be enticed to produce results;Need to be enticed to produce results;
otherwise they have no ambition or incentive tootherwise they have no ambition or incentive to
work.work.
Theory x ('authoritarianTheory x ('authoritarian
management' style)management' style)

26. THEORY XTHEORY X

28. Theory y ('participative management'Theory y ('participative management'
style)style)
A participative style of management is de-A participative style of management is de-
centralized. It assumes that employees arecentralized. It assumes that employees are
happy to work, are self-motivated and creative,happy to work, are self-motivated and creative,
and enjoy working with greater responsibility. Itand enjoy working with greater responsibility. It
assumes that workers:assumes that workers:
Take responsibility and are motivated to fulfillTake responsibility and are motivated to fulfill
the goals they are given.the goals they are given.
Seek and accept responsibility and do not needSeek and accept responsibility and do not need
much direction.much direction.
Consider work as a natural part of life and solveConsider work as a natural part of life and solve
work problems imaginatively.work problems imaginatively.

29. THEORY YTHEORY Y

33. THEORY ZTHEORY Z
WILLIAM OUCHI PROPOSED THEORY Z.WILLIAM OUCHI PROPOSED THEORY Z.
Theory Z focused on increasing employeeTheory Z focused on increasing employee
loyalty to the company by providing a job forloyalty to the company by providing a job for
life with a strong focus on the well-being oflife with a strong focus on the well-being of
the employee, both on and off the job.the employee, both on and off the job.
According to Ouchi, Theory Z managementAccording to Ouchi, Theory Z management
tends to promote:tends to promote:
 Stable employmentStable employment
 High productivityHigh productivity
 High employee morale and satisfactionHigh employee morale and satisfaction

34. FEATURES OF THEORY ZFEATURES OF THEORY Z
1.1. Strong Bond between Organisation andStrong Bond between Organisation and
EmployeesEmployees
2.2. Mutual TrustMutual Trust
3.3. Employee InvolvementEmployee Involvement
4.4. Integrated OrganisationIntegrated Organisation
5.5. CoordinationCoordination
6.6. Informal Control SystemInformal Control System
7.7. Human Resource DevelopmentHuman Resource Development

36. PORTER AND LAWLER MODELPORTER AND LAWLER MODEL
Basic assumptions about human behaviour :Basic assumptions about human behaviour :
 It is a multivariate model. According to thisIt is a multivariate model. According to this
model, individual behaviour is determined by amodel, individual behaviour is determined by a
combination of factors in the individual and in thecombination of factors in the individual and in the
environment.environment.
 Individuals are assumed to be rational humanIndividuals are assumed to be rational human
beings who make conscious decisions about theirbeings who make conscious decisions about their
behaviour in the organizations.behaviour in the organizations.
 Individuals have different needs, desires andIndividuals have different needs, desires and
goals.goals.
 On the basis of their expectations, individualsOn the basis of their expectations, individuals
decide between alternative behaviours and suchdecide between alternative behaviours and such

38. ELEMENTS OF MODELELEMENTS OF MODEL
 EFFORTEFFORT: Effort refers to the amount of energy an: Effort refers to the amount of energy an
employee exerts on a given task .Effort is determinedemployee exerts on a given task .Effort is determined
bytwo factors: (i) value of reward and (ii) perception ofbytwo factors: (i) value of reward and (ii) perception of
effort-reward probability.effort-reward probability.
 Performance : Performance : One's effort leads to his/herOne's effort leads to his/her
performance. Both may be equal or may not be.performance. Both may be equal or may not be.
However, the amount of performance is determined byHowever, the amount of performance is determined by
the amount of labour and the ability and rolethe amount of labour and the ability and role
perception of the employee. Thus, if an employeeperception of the employee. Thus, if an employee
possesses less ability and/or makes wrong rolepossesses less ability and/or makes wrong role
perception, his/her performance may be low in spite ofperception, his/her performance may be low in spite of
his great efforts.his great efforts.

39. ELEMENTS OF MODELELEMENTS OF MODEL
Satisfaction : Satisfaction : Performance leads toPerformance leads to
satisfaction. The level of satisfaction dependssatisfaction. The level of satisfaction depends
upon the amount of rewards achieved. If theupon the amount of rewards achieved. If the
amount of actual rewards meet or exceedamount of actual rewards meet or exceed
perceived equitable rewards, the employee willperceived equitable rewards, the employee will
feel satisfied. On the contrary, if actual rewardsfeel satisfied. On the contrary, if actual rewards
fall short of perceived ones, he/she will befall short of perceived ones, he/she will be
dissatisfied.dissatisfied.

41. BIBLIOGRAPHYBIBLIOGRAPHY
 http://www.slideshare.net/alashu_sai12/theory-xyz?nexthttp://www.slideshare.net/alashu_sai12/theory-xyz?next
 http://www.businessballs.com/mcgregor.htmhttp://www.businessballs.com/mcgregor.htm
 http://www.mindtools.com/pages/article/newLDR_74.htmhttp://www.mindtools.com/pages/article/newLDR_74.htm
 http://www.slideshare.net/search/slideshow?searchfromhttp://www.slideshare.net/search/slideshow?searchfrom
 https://www.google.co.in/search?q=herzberg+motivationhttps://www.google.co.in/search?q=herzberg+motivation