MOTIVATIO

N A PRESENTATION BY-
MONA
MOHAMMAD HARON
MOHAMMAD IDREES ALI
NAMAN MADAN
NIKITA BISHT
NIKITA GUPTA
NISHA PIYUSH GUPTA
What is Motivation?
The concept of motivation focuses
on the explanation of the causes of
behaviour. The term motivation has
been derived from the Latin word
‘movere’, which refers to the
movement of activity. The everyday
behaviour is explained in terms of
motives. 
Characteristics/Features of Motivation:
▸ Interaction between the individual and
the situation
▸ Goal-directed behaviour
▸ Systems oriented:
▸  Motivation is influenced by two
forces:
     (a) Internal forces
     (b) External forces
▸ Positive or negative
▸ Dynamic and complex in nature
 Why Motivation Is Important?
▸ High Efficiency
▸ Utilization of Resources
▸ Reduction in Labor Turnover
▸ Readiness for Change
▸ Achieving Organizational Goals
▸ Helps with Attitude of Employees
Maslow’s Hierarchy of
Needs
▸ Maslow’s hierarchy of needs was first introduced in
Abraham Maslow’s 1943 paper, “A Theory of Human
Motivation.”
▸ A theory of psychology explaining human motivation
based on the pursuit of different levels of needs.
▸ According to this theory our actions are motivated in
order to achieve certain needs.
▸ People need to satisfy their most important needs first
then they can go for next.
 Growth vs. Deficiency
Needs
1. Two different overarching types of needs: growth needs and
deficiency needs.
2. The main difference between growth and deficiency needs is
the change in motivation as needs are met.
3. Motivation increases are growth needs are met. Conversely,
motivation decreases as deficiency needs are met.
4. Self-actualization is the pursuit of personal growth.
5. Deficiency needs pertain to the four levels below self-
actualization
Herzberg Motivation Hygiene Theory

•Herzberg’s Motivation Theory model, or

Two Factor Theory, argues that there are two
factors that an organization can adjust to
influence motivation in the workplace.
What is Two Factor Theory?
•Herzberg’s Theory of Motivation tries to get to the root of motivation in the
workplace. You can leverage this theory to help you get the best performance
from your team.
•The two factors identified by Herzberg are motivators and hygiene factors.
1.   Motivating Factors
 The presence of motivators causes employees to work harder. They are
found within the actual job itself.
2.   Hygiene Factors
  The absence of hygiene factors will cause employees to work less hard.
Hygiene factors are not present in the actual job itself but surround the job.
EQUITY THEORY OF MOTIVATION
Equity theory, popularly known as Adam’s
equity theory, aims to strike a balance
between an employee’s input and output
in a workplace, if the employee is able to
find his or her right balance it would lead
to more productive relationship with the
management.
 Components of the equity theory of
motivation
The equity theory contains two primary components: inputs and outcomes.
Inputs OUTCOMES
a) An input is a contribution one makes a) An outcome, or output, is the
to receive a reward. Different inputs compensation that an individual
receives as a direct result of the input
can include time commitments, daily they provide.
job responsibilities, loyalty to an
organization and enthusiasm for one’s b) The value of the outcome should
ideally result from the importance
work.  placed on the input. For example, a
b) Examples of controllable inputs college graduate may believe that
include communication and their degree should return better job
opportunities. 
attendance, while uncontrollable inputs
could be job training and seniority.
Factors that affect equity theory
The theory of equity includes factors known as referents and
moderating variables.
Referent groups
Referents are comparisons that an employee can make to form
their evaluation about an outcome they receive. The four
primary comparisons are:
▸ Self-inside: Includes the experience an employee had
when they were in a different position in their current
organization
▸ Self-outside: Encompasses the employee’s experience in
other positions outside of the company
▸ Other-inside: Involves a comparison to another
employee’s inputs and outcomes in the same company
▸ Other-outside: Consists of a comparison to employees in
a similar position outside of the current company
Moderating variables
Moderating variables such as someone’s education and
experience level can also have a direct effect on their perception
of fairness.
For example
Those with higher education levels may have connected with a
larger number of people in their field, which could prompt them
to make other-outside comparisons. Employees who have more
experience in their field or company are more likely to make
internal comparisons, while others with less experience will
more often rely on personal knowledge.
How to apply the equity theory of
motivation in the workplace
 If you want to apply the equity theory in your workplace,
consider the following tips:
1) Ensure a fair balance among
team members.
2) Make sure you offer comparable
compensation.
3) Know what your team values
PORTER AND LAWLER THEORY
•Lyman Porter and Edward Lawler came up with a
comprehensive theory of motivation, combining the various
aspects in their model. 
•This is a multi variate model which explains the relationship
that exists between job attitudes and job performance.
•What is the main point in Porter and Lawler's model is that
effort or motivation does not lead directly to performance. It
is, in fact, medicated by abilities and traits and by role
perceptions. Ultimately, performance leads to satisfaction
ELEMENTS:
▸ EFFORT
▸ VALUE OF REWARD
▸ PERCIEVED EFFORT
REWARD PROBABILITY
▸ PERFORMANCE
▸ REWARDS
▸ SATISFACTION
▸ Value OF Reward:
▸ First of all people try to figure out whether the rewards that are likely to be
received from doing a job will be attractive to them.
▸ Perceived Effort-Reward Probability:
▸ First of all people try to figure out whether the rewards that are likely to be
received from doing a job will be attractive to them.
▸ Effort:
▸ Effort refers to the amount of energy which a person exerts on a job.
▸ Performance:
▸ Effort leads to performance. The expected level of performance will depend upon
the amount of effort, the abilities and traits of the individual and his
▸ role perceptions. 
Rewards:
Performance leads to certain outcomes in the shape of two types of rewards namely extrinsic
rewards and intrinsic rewards. Extrinsic rewards are the external rewards given by others in the
organization in the form of money, recognition or praise. Intrinsic rewards are internal feelings of
job self esteem and sense of competence that individuals feel when they do a good job.
Satisfaction:
Satisfaction will result from both extrinsic and intrinsic rewards. However, for being satisfied, an
individual will compare his actual rewards with the perceived rewards if actual rewards meet or
exceed perceived equitable rewards, the individual will feel satisfied and if these are less than the
equitable rewards, the individual will feel dissatisfied.
ASSUMPTIONS :
This model is based on four basic assumptions about human behaviour:
(i) As mentioned above, it is a multi  variate model. According to this model,
individual behaviour is determined by a combination of factors in the
individual and in the environment.
(ii) Individuals are assumed to be rational human beings who make
conscious decisions about their behaviour in the organisations.
(iii) Individuals have different needs, desires and goals.
(iv) On the basis of their expectations, individuals decide between alternate
behaviours and such decided behaviour will lead to a desired outcome.
McClelland’s Need Achievement
Theory
▸ McClelland’s Theory of Three Needs outlines the three
desires that an individual could possibly have. Each
person is motivated by :
▸ Achievement
▸ Power
▸ Affiliation
▸ One trait is usually more dominant, but the others are
present in an individual as well. It is the best – known
theory of David McClelland.
1. Need For Achievement
▸ McClelland found that some people have an intense
desire to achieve. He has identified the following
characteristics of high achievers:
▸ High achievers take the moderate risks.
▸ High achievers seek to obtain the immediate feedback.
▸ High achievers put himself completely into the job.
▸ High achievers accomplishes the task.
2. Need For Power
Power is the ability to induce or influence the behaviour of
others. The people with high power needs seek high-level
positions in the organization, so as to exercise influence and
control over others. Generally, they are outspoken, forceful,
demanding, practical/realistic-not sentimental, and like to get
involved in the conversations.
3. Need For Affiliation
People with high need for affiliation derives pleasure from
being loved by all and tend to avoid the pain of being
rejected. Since, the human beings are social animals, they
like to interact and be with others where they feel, people
accept them. Thus, people with these needs like to maintain
the pleasant social relationships, enjoy the sense of intimacy
and like to help and console others at the time of trouble.
Managing stress at work
▸ 1. Track your ▸ 2. Start the day ▸ 3. Establish
stressors with low stress boundaries
• Environment or physical • Review your schedule to • Create work-life
setting ensure you can have a boundaries for yourself.
• People involved low-stress commute that • These boundaries are
• Thoughts and feelings isn’t rushed or difficult. different for everyone but
you had • When you can start your usually come in the form
• Your response to the day refreshed and of limiting work activities
situation in the moment relaxed, dealing with during certain days or
• Your actions immediately stressful situations is times.
following the event often easier.

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▸ 4. Practice ▸ 5. Take time off ▸ 6. Develop
• Taking a break from work
relaxation healthy habits
activities helps you
• Reading
techniques mentally reset.
• Exercising
• Mindfulness • Taking time off allows
• Doing a hobby
• Deep breathing you to return to work
• Listening to music
• Meditation feeling refocused and
• Guided imagery reinvigorated.

▸ 7. Rethink the ▸ 8. Improve your ▸ 9. Get social

• Build relationships with
workplace culture environment
your employees to feel at
• Your workplace culture sets • Upgrade to a comfortable
ease.
the tone for every employee. chair.
• Getting to know
• Evaluate the culture and • Use a white noise machine or
employees better might
ensure it supports stress find ways to reduce noise in
also help you manage
management. your office.
them better, which can
• Improve the culture with little • Include pictures and other
reduce your stress.
changes to help everyone decorations that make you
reduce their stress. happy.
• Maximize natural light in your
work space.
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▸ 10. Learn how ▸ 11. Stay ▸ 12. Reframe
to manage organized negative thoughts
• A messy, disorganized • Another managing stress
conflict
office adds to your stress. example is reframing your
• Learning and
• It’s difficult to find the negative thoughts.
using conflict resolution
items you need, which • Getting into a negative
skills can ease the tension
delays your work and mindset encourages more
and lower stress.
increases stress. negativity and can increase
• Teach your employees
stress levels.
how to listen to one
• When you notice a negative
another and come up
attitude taking over, flip your
with solutions to solve
thoughts to something more
disputes themselves.
positive.

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Starbucks Corporation: Case Study in
Motivation and Teamwork
▸ Starbucks Corporation, the most famous chain of retail coffee shops in the world,
mainly benefits from roasting and selling special coffee beans, and other various
kinds of coffee or tea drinks. It owns about 4000 branches in the whole world.
Moreover, it has been one of the most rapid growing corporations in America as well.
The reasons why Starbucks is popular worldwide are not only the quality of coffee,
but also its customer service and cosy environment. Starbucks establishes
comfortable surroundings for people to socialize with a fair price, which attracts all
ages of consumers to come into the stores. Besides, it is also noted for its employee
satisfaction.

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▸ Motivation
Motivation is a vital factor for business in the production process. Labourers are not
machines, and can not always do the same task with equal passion. The chief executive
officer of Starbucks corporation, Howard Schultz, considers that the reason for success in
Starbucks is not coffee but employees. He firmly believes that the spirit of Starbucks is
employees and feels honoured about the value of Starbucks employees. Starbucks offers
an interactive structure that makes personnel throw themselves into their job.
• Equal treatment: The managers in Starbucks treat each employee equally and all of
the staff are called ‘partners’, even the supervisors of each branch. In order to narrow
the gap between managers and employees, they also co-work with the basic level
staff in the front line. Due to this, they can maintain a good management system and
create a much closer and more familiar atmosphere than other places. Not only do
employees enjoy their job but customers are also affected by their enthusiasm.

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• Listen to employees: Starbucks has a well-organized communication channel for employees. It
places great importance on labour. For example, managers plan the working hours per workers
and arrange the schedule of time off, according to the workers’ wants in order to meet their
requirements. There are interviews weekly to see what employees’ needs are. The partners have
the right to figure out what is the best policy for them, and the directors show a respect for each
suggestion. Starbucks even wants every employee to join in making and developing plans, then
work together in achieving their goals. As a result, the policies and principles are communicated
between all staff, and there is no limitation in employees’ personal opinions.
•  Good welfare measures: All employees, including informal personnel, are offered a great deal of
welfare policies, for instance, commodities discounts for employees, medical insurance
(including health, vision and dental) and vacations. Moreover, the partners who work over 20
hours a week are entitled to benefits. Starbucks also thinks that debt financing is not the best
choice, thus it chooses to allocate stock dividends to all employees with a free script issue. By
this policy, the employees can get benefits from the dividends of the company. Because of this,
they have the same goal; in other words, they are motivated to increase the sales to earn
more profits. To Starbucks, the employees are the most important asset.

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▸ Teamwork
• 1) The strategies to keep good relationships: Starbucks establishes a well-developed
system to keep good relationships between mangers and employees. As mentioned,
they use the title “partner” regardless of the level of the worker, which narrows the
gap of bureaucracy. Furthermore, they co-work in the first line to eliminate the
distance between different statuses. Thirdly, the numbers of employees are usually
from three to six. Such a small size helps staff get to know each other easily and
deeply. Suggestions and complaints made by employees are treated of equal
importance. In the same way, they have a right to participate in the process of
revising company policies. In that case, each staff member thinks that they also play
an important role in company operating, and they jointly work out the direction of
Starbucks. All this gives employees respect and a sense of participation.
• 2) A goal of public welfare: Starbucks contributes part of its profits to public service.
As a consequence staff have an idea that what they do for Starbucks is for society as
well. With regard to goals, Starbucks set a challenging and specific goal, and it
allows all partners to decide the direction.
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Conclusion
▸ Starbucks changes the behaviors and view points of global consumers of coffee, and
this successful example has caught global attention. Nowadays, it is not only one of
the fastest growing corporation, but also an outstanding business model with low
employee turnover rate and high profit performance. Starbucks shows that motivation
is the key factor of a company policy, opposite to the principles of classical
management which is only concerned about production and ignores workers’ ideas. A
good relationship between managers and employees could maintain a high quality of
performance. We can learn from Starbucks: using the correct strategy leads
to success.

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