1. THEORIES OFTHEORIES OF
MOTIVATIONMOTIVATION
BY:BY:
Jitender SharmaJitender Sharma

2. THEORIES OF MOTIVATIONTHEORIES OF MOTIVATION
• NEED OR CONTENT THEORY
Need hierarchy theory- Maslow
Two factor theory-Frederick Herzberg
ERG theory-Clayton Alderfer
Acquired-needs theory-David C.McClelland
• COGNITIVE THEORIES
Equity theory-J.Stacy Adams
Expectancy theory-Victor H. Vroom,Porter and
Lawler model

3. • Reinforcement theory-B.F.Skinner
• Behavioural theories
Theory X and Theory Y-McGregor
Theory Z- Ouchi

4. Douglas McGregor'sDouglas McGregor's
Theory X And Theory YTheory X And Theory Y
• Theory X and Theory Y are two sets
of assumptions about human nature.
They describe two contrasting
models of workforce motivation.
• Theory X and Theory Y have to do
with the perceptions managers hold
on their employees, not the way they
generally behave

5. Theory XTheory X
Assumptions ofAssumptions of
Theory XTheory X
• The average human being is inherently lazy by
nature and desires to work as little as possible.
• He avoids accepting responsibility and prefers to
be led or directed by some other.
• He is self-centered and indifferent to
organizational needs.
• He has little ambition, dislikes responsibility,
prefers to be led but wants security.
• He is not very intelligent and lacks creativity in
solving organizational problems.
• He is, by nature ,resistant to change of any type.

6. Theory YTheory Y
Assumptions of Theory YAssumptions of Theory Y
• An average man is not really against doing work.
• People can be self-directed and creative at work if
they are motivated properly.
• External control and threats of punishment alone
do not bring out efforts towards organizational
objectives.
• People have capacity to exercise imagination and
creativity.
• People are not by nature passive or resistant to
organizational needs.
• An average human being learns under proper
conditions. He is also willing to accept
responsibility.
.

7. ABRAHAM MASLOW’SABRAHAM MASLOW’S
HIERARCHY OF NEEDSHIERARCHY OF NEEDS
THEORYTHEORY
• Maslow's theory is based on the Hierarchy of
Human Needs. According to Maslow, human
behavior is related to his needs. It is adjusted as
per the nature of needs to be satisfied. In
hierarchy of needs theory, Maslow identified five
types / sets of human need arranged in a
hierarchy of their importance and priority :
1. Physiological Needs
2. Security / Safety Needs
3. Social Needs
4. Esteem Needs
5. Self-actualization Needs

8. Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Self-Self-
actualizationactualization
EsteemEsteem
SocialSocial
SafetySafety
PhysiologyPhysiologyFoodFood
AchievementAchievement
StatusStatus
FriendshipFriendship
StabilityStability
JobJob
FriendsFriends
PensionPension
BaseBase
NEEDSNEEDS
General ExamplesGeneral Examples Organizational ExamplesOrganizational Examples
jobjobChallengingChallenging
titletitle
at workat work
planplan
salarysalary

9. CLAYTON ALDERFER’SCLAYTON ALDERFER’S
ERG THEORYERG THEORY
• This theory ,like Maslow’s theory, describes needs
as a hierarchy. Maslow’s Five needs have been
condensed into Three needs:
• Existence needs- These include need for basic
material necessities. In short, it includes an
individual’s physiological and physical safety
needs.
• Relatedness needs : Maslow’s social needs and
external component of esteem needs fall under
this class of need.
• Growth needs : Maslow’s self-actualization
needs and intrinsic component of esteem needs
fall under this category of need.

10. ALDERFER’S THREE NEEDS

11. DAVID MCCLELLAND’SDAVID MCCLELLAND’S
ACQUIRED NEEDS THEORYACQUIRED NEEDS THEORY
• McClelland classified three basic motivating
needs:
• Need for achievement (nACH): The n-ach person
is 'achievement motivated' and therefore seeks
achievement, attainment of realistic but challenging goals,
and advancement in the job
• Need for Power (nPWR): The n-pow person is
'authority motivated'. This driver produces a need to be
influential, effective and to make an impact. There is a
strong need to lead and for their ideas to prevail.
• Need for Affiliation (nAFF): The n-affil person is
'affiliation motivated', and has a need for friendly
relationships and is motivated towards interaction with
other people.

12. Frederick Herzberg’sFrederick Herzberg’s
Two-factor theoryTwo-factor theory
• This Theory was propounded by
American Psychologist Frederick
Herzberg.
• It is also known as “Herzberg's
motivation-hygiene
theory” and ”Dual-Factor Theory”

13. • The Theory states that there are certain
factors in the workplace that cause job
satisfaction, while a separate set of factors
cause dissatisfaction. In other words,
factors that cause job dissatisfaction are
different from the factors that lead to job
satisfaction.
• The opposite of satisfaction is not
dissatisfaction but ‘No Satisfaction’.
• Similarly, The opposite of dissatisfaction is
not satisfaction but ‘No Dissatisfaction’.

14. • Hence, the Two-factor theory distinguishes
between:
• Motivators :(e.g. challenging work, recognition,
responsibility) that give positive satisfaction,
arising from intrinsic conditions of the job itself,
such as recognition, achievement, or personal
growth.
• Hygiene factors (e.g. status, job
security, salary, fringe benefits, work conditions)
that do not give positive satisfaction, though
dissatisfaction results from their absence. These
are extrinsic to the work itself, and include
aspects such as company policies, supervisory
practices, or wages/salary

16. TWO FACTOR THEORY , HERZBERG

17. EQUITY THEORY
• First developed in 1963 by John
Stacey Adams, a workplace and
behavioral psychologist, the equity
theory is based on the human
instinct of comparison with others.

18. • Equity theory states that employees seek to maintain
equity between the inputs that they bring to a job and the
outcomes that they receive from it against the perceived
inputs and outcomes of others.
• While evaluating fairness, employee compares
the job input (in terms of contribution) to
outcome (in terms of compensation) and also
compares the same with that of another peer of
equal cadre/category. O/I ratio (output-input
ratio) is used to make such a comparison.

19. • The persons, system or selves
against which individuals compare
themselves are known as
Referents.
• Referents can be classified as:
1. Persons
2. Systems
3. Self

21. B.F. SKINNER’S
REINFORCEMENT THEORY
• According to this theory, past actions and their
outcomes influence a person’s present and future
actions.
• Past behaviours associated with positive
outcomes are repeated in future and behaviours
associated with negative outcomes are not
repeated.
• Therefore, the behaviour of a person is not
influenced by his inner needs and desires but by
the external environment.

22. KINDS OF REINFORCEMENTSKINDS OF REINFORCEMENTS
• Four kinds of Reinforcements can result from employee behaviour:
1. Positive Reinforcement such as a pay raise or promotion, is
provided as a reward for positive behavior with the intention of
increasing the probability that the desired behavior will be repeated.
2. Negative Reinforcement is an attempt to show an employee what
the consequences of improper behavior will be. If an employee does
not engage in improper behavior, he or she will not experience the
consequence.
3. Punishment such as suspensions, threats ,etc, is an attempt to
decrease the likelihood of a behavior recurring by applying negative
consequences.
4. Extinction Behaviour is basically ignoring the behavior of a
subordinate and not providing either positive or negative
reinforcement

23. EDWIN LOCKE’SEDWIN LOCKE’S
GOAL SETTING THEORYGOAL SETTING THEORY
• Goal-Setting Theory
– Proposes that setting specific goals
increase performance, and difficult
(challenging) goals result in higher
performance than easy goals.
• Benefits of Goal-Setting
– The specificity (particularity) of the goal
itself acts as an internal stimulus
(stimulation).
• E.g. When a sales representative commits
(promises) to making eight sales calls daily, this
commitment gives him/her a specific goal to
attain.

24. Goal-Setting TheoryGoal-Setting Theory

25. WILLIAM OUCHI’S
THEORY Z
• Theory Z is an approach to management
based upon a combination of American
and Japanese management philosophies
and characterized by, among other things,
long-term job security, consensual
decision making, slow evaluation and
promotion procedures, and individual
responsibility within a group context.
Proponents of Theory Z suggest that it
leads to improvements in organizational
performance.

26. American
Organizations
Japanese
Organizations
THEORY Z
Short-term employment Lifetime
employment
Lifetime
employment
Individual decision
making
Collective decision
making
Collective decision
making
Individual responsibility Collective
responsibility
Individual
responsibility
Rapid evaluation &
promotion
Slow evaluation &
promotion
Slow evaluation &
promotion
Explicit control
mechanisms
Implicit control
mechanisms
Implicit control
mechanisms
Segmented concern for
employee as an
employee
Holistic concern for
employee as a
person
Holistic concern for
employee as a
person

27. Victor Vroom’sVictor Vroom’s
Expectancy TheoryExpectancy Theory
• This theory states that an individual
tends to act in a certain way based on
a) the expectation that the act will be
followed by a given outcome and
b) the attractiveness of that outcome to the
individual.
– Key to the theory is understanding
employee goals and the linkages
(relationships) between effort, performance
and rewards.

28. • Motivation= Expectancy X
Instrumentality X Valence ;
• Where,
1. Expectancy (effort-performance linkage)
• How hard do I have to work to achieve a certain level
of performance? and Can I actually achieve that
level?
1. Instrumentality (performance-reward linkage)
• What reward will that level of performance get me?
1. Valence or attractiveness of reward
• How attractive is the reward to me?
 Whether employees are motivated or not depends on
their particular goals and their perception of the
level of performance needed to attain those goals.

29. Simplified Expectancy
Model

30. The Porter-Lawler modelThe Porter-Lawler model
of motivationof motivation
• Lyman W. Porter and Edward E. Lawler developed a
more complete version of the expectancy theory.
• The theory states actual performance in a
job is primarily determined by the effort
spent. But it is also affected by the person’s
ability to do the job and also by individual’s
perception of what the required task is. So
performance is the responsible factor that
leads to intrinsic as well as extrinsic
rewards. These rewards, along with the
equity of individual leads to satisfaction.
Hence, satisfaction of the individual depends
upon the fairness of the reward.

32. Job design theoryJob design theory
• The Theory states that managers should design
jobs deliberately and thoughtfully to reflect the
demands of the changing environment, the
organization's technology and employees’
skills ,abilities and preferences.
• When jobs are designed like that, employees are
motivated to work hard.
• Managers can design motivating jobs in the
following ways:
1. Job Enlargement
2. Job Enrichment
3. Job Characteristic model.

33. Job Characteristics Model
It was given by Richard Hackman and Greg
Oldh-man.The model has three elements:
• Core job characteristics
 skill variety
 tasks identity
 tasks significance
 autonomy
 feedback
• Critical Psychological states
 feeling that the work is meaningful
 knowing that they are responsible
 actually finding out the results

34. • Outcomes:
 high internal work motivation
 high satisfaction of growth needs
 high degree of job satisfaction
 high degree of work effectiveness