This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs, which arranges human needs in a pyramid from basic physiological needs to self-actualization. It also covers Herzberg's two-factor theory, which distinguishes between hygiene factors that prevent dissatisfaction and motivators that encourage satisfaction. Douglas McGregor's Theory X sees workers as largely unmotivated while Theory Y sees them as self-directed. The document provides an overview of these classic motivation theories.

1. Theories of motivation
Submitted To :->Miss Namita Jain
Submitted By:-> Shakshi Ranawat
Class:-> MCA 4th semester

2. Contents of Discussion
 What is motivation ?
 Why motivation needed ?
 Characteristics of motivation
 Maslow’s Hierarchy of Needs
 Herzberg theory
 Douglas McGregor’s theory X
and theory Y

3. What is motivation ?
 Motivation is one of the key factors
driving us towards achieving something.
Without motivation, we will do nothing.
Therefore, motivation is one of the key
aspects when it comes to corporate
management. In order to achieve the best
business results, the organization needs
to keep employees motivated.
• “Motivation is the act of stimulating
someone to get a desired course of
action.”

4. Characteristics of motivation
 Personal and Internal Feeling
 Art of Stimulating Someone Or Oneself
 Motivation can be either Positive or
Negative
 Motivation can be either Positive or
Negative
 Motivation is System Oriented
 Motivation is a Sort of Bargaining
 Motivation is different from Satisfaction

5. Maslow’s Hierarchy of Needs
 According to this theory, human
behavior is related to his/her needs, and
is adjusted as per the nature of needs to
be satisfied.
 Maslow identified 5 sets of human needs
arranged in a hierarchy based on their
importance and priority.
 When one set of needs have been met,
they cease to be a motivating factor,
causing the next set to take its place.

6. Why motivation needed?
 Now days everyone wants to start their
own business. You cannot expect them
to commit all their energy to the
company. you have to find common
ground and respect their wishes.
 In order to motivate the employees,
organizations do various activities. The
activities the companies do basically the
results and findings of certain
motivational theories.

7. Maslow's hierarchy of need
categories is the most famous
example:
1.Physiological
2.Safety
3.Love
4.Esteem
5.Self-Actualization

8. Continues……
1.Physiological Needs
 These are the basic needs for air , water , food , sleep,
shelter and other bodily needs.
 These needs are independent of each other.
 Employees are motivated by salary and wages , healthy
working condition and basic amenities .
2.Safety Needs
 Needs for protection against danger , threats and accident
arise.
 Employees are motivated by providing good home , fresh
air , water , hygienic work environment , Safe working
condition .
 Security of job also motivate the employees.

9. Continues…
3.Social Needs
 Need for love , affection and affiliation
arise.
 Individual want to become a part of
group and want to be loved and
guided by the group and wants to
have a respected place in the society
 An individual wants friendly
relationships with people at work
place

10. Continues…
4.Esteem Needs
 Everyone has a need for self-respect.
 This produces the desire for strength, confidence,
prestige, recognition and appreciation.
 These needs are rarely fully satisfied.
5.Self-actualization Needs
 This need is highest level needs. in this need the
person want to become example setter . people prefer
growth achievement and out standing performance
 In this need the employee want challanging job as
they want to become innovative and creative

11. Herzberg theory
 The two-factor theory (also known as
Herzberg's motivation-hygiene
theory and dual-factor theory) states that
there are certain factors in
the workplace that cause job satisfaction,
while a separate set of factors cause
dissatisfaction.
According to Herzberg, two kinds of
factors affect motivation, and they do
it in different ways:

12. Hygiene factors.
 These are factors whose absence
motivates, but whose presence has
no perceived effect. They are things
that when you take them away,
people become dissatisfied and act
to get them back.

13. Hygi
ene
Fact
ors
Rate
of
Pay Qual
ity of
Supe
rvisi
on
Job
Secu
rity
Company
Policies
Relat
ion
with
Othe
rs

14. Motivators.
 These are factors whose presence
motivates. Their absence does not
cause any particular dissatisfaction,
it just fails to motivate.

17. Satisfaction and
Dissatisfaction
 Satisfaction and dissatisfaction are not on a
continuum with one increasing as the other
diminishes, but are independent phenomena.
 The opposite of Satisfaction is ‘No Satisfaction’ but
not dissatisfaction.
 The opposite of Dissatisfaction is ‘No
Dissatisfaction’ but not Satisfaction.
 So hygiene factors determine dissatisfaction, and
motivators determine satisfaction. The two scales
are independent, and you can be high on both

18. Continues….
 Satisfaction which is mostly
affected by the "motivator factors".
Motivation factors help increase the
satisfaction but aren't that affective
on dissatisfaction.
 Dissatisfaction is the results of the
"hygiene factors". These factors, if
absent or inadequate, cause
dissatisfaction, but their presence
has little effect on long-term
satisfaction.

19. Motivation–Hygiene Theory of
Motivation
Hygiene factors avoid
job dissatisfaction
• Company policy &
administration
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Salary
Motivation factors
increase job satisfaction

20. Step One: Eliminate Job Dissatisfaction
 Herzberg called the causes of dissatisfaction "hygiene factors".
To get rid of them, you need to:
 Fix poor and obstructive company policies.
 Provide effective, supportive and non-intrusive supervision.
 Create and support a culture of respect and dignity for all team
members.
 Ensure that wages are competitive.
 Build job status by providing meaningful work for all positions.
 Provide job security.
All of these actions help you eliminate job dissatisfaction in
your organization. And there's no point trying to motivate
people until these issues are out of the way!
You can't stop there, though. Remember, just because someone
is not dissatisfied, it doesn't mean he or she is satisfied either!
Now you have to turn your attention to building job
satisfaction.

21. Step Two: Create Conditions for Job
Satisfaction
To create satisfaction, Herzberg says you need to address the
motivating factors associated with work. He called this "job
enrichment". His premise was that every job should be
examined to determine how it could be made better and more
satisfying to the person doing the work. Things to consider
include:
 Providing opportunities for achievement.
 Recognizing workers' contributions.
 Creating work that is rewarding and that matches the skills and
abilities of the worker.
 Giving as much responsibility to each team member as
possible.
 Providing opportunities to advance in the company through
internal promotions.
 Offering training and development opportunities, so that people
can pursue the positions they want within the company.

23. The 2008 graph diagram is based on the total percentages of 'First-
Level' factors arising in Herzberg's 1959 research of high and low
attitude events among 200 engineers and accountants, encompassing
short and long duration feelings.

25. Conclusion
 Correcting hygiene matters will improve the
working environment, and help reduce
contentment displayed by the workers; keeping
them happy as well.
 Because of this both the business and the
workers are likely to benfit. This will make the
workers content, and motivated. Motivated
workers will allow for an increase in their
productivity

26. Douglas McGregor’s theory Y
 Are willing to work
 Are capable of self control
 Accept responsibility
 Are imaginative and creative
 Self-directed
Manager Assumes that
worker……..

27. Continues….
 Work is natural as play ,if the conditions are
favorable.
 Self- control is often indispensable in achieving
organizational goals.
 The capacity for creativity in solving
organizational problems is widely distributed in
the population .
 Motivation occurs at the social ,esteem and self
actualization levels as well as physiological and
security levels.
 People can be self directed and creative at work
if properly motivated.

28. Douglas McGregor’s theory X
 According to This theory,
managers believe workers
 Dislike work
 Lack ambition
 Are irresponsible
 Are resistant to change
 Prefer to be led

29. Continues…
 Most people are not ambitious , have little
desire for responsibility , and prefer to be
directed.
 Most people have little capacity for creativity in
solving organizational problems
 Motivation occurs only at the physiological and
safety levels.
 Most people must be closely controlled and
often coerced to achieve organizational
objectives.

30. Conclusion
 Motivation basically refers to need, ability and
rewards.
 For Unskilled workers required theory X.
 For skill worker need to theory Y.
 In GURU movie Abhishek Bachchan who
performing the role of Gurukant Desai use Both
theory, i.e Theory X and Theory Y. For achieve
his goals he self-motivated and also motivate to
others.