MOTIVATION

• Motivation- Def: it is the complex force that

keeps a person at work in an organization.
Motivation is something that moves the
person to action and continues him in the
course of already initiated. – Dubin
• Motivation refers to the way in which urges
drives desires aspirations, striving or needs
direct, control or explain the behavior of
human beings – Mc Farland
• Types of Motivation:
• Negative Motivation- it is based on force or fear i.e.,
worker can be threatened with demotion, dismissal,
layoff pay cut. Negative motivation results in disloyal-
ty to the group as well as to organization.
• Positive Motivation: it is based on reward it is a proc-
ess of attempting to influence others to do your will
through the possibility of gain or reward.
• Extrinsic Motivation: Extrinsic motivation is available
only after the completion of job. Increase in wages
• retirement benefits, rest periods holidays, health
wages health insurance are the examples.
• Intrinsic Motivation: Intrinsic Motivation is
available at the time of performance of work
praise recognition power delegation of
authority and responsibility.

• Financial Motivation: is directly or indirectly

associated with money, wages, salaries,
bonus, profit sharing
• Non Financial Motivation: praise, job rotation,
delegation of authority and responsibility,
participation recognition and power are some
of the some examples.
• Maslow’s Needs Hierarchy Theory:
• Maslow said that the behavior of an individual
at a particular moment is usually determined by
his strongest need. He identified five levels in his
need hierarchy. There seems to be a hierarchy
into which human needs are arranged. If the
basic needs are not met, efforts to satisfy the
higher needs should be postponed.
 Self
actualis
ation
needs

Esteem needs

Social needs

Safety needs

Physiological needs
• Physiological needs : Physiological needs have
the highest strength until they are reasonably
satisfied. Until these needs are satisfied to the
degree needed for the efficient operation of
the body, the majority of a person activities
will probably be at this level and the other
level will provide him with little motivation.
• Safety needs: when physiological needs are
reasonably satisfied other levels of needs
become important. Safety needs corresponds
to being free of physical
• Social Needs: when above needs are satisfied,
social needs become important in this
hierarchy. As a man living in social groups he a
has to maintain meaningful relations with
others.
• Esteemed needs: these needs are concerned
with self respect, self confidence, feeling of
personal worth, feeling of being unique and
recognitions, satisfaction of these needs
produce feelings of self confidence, prestige,
power and control
• Self-actualization Needs: this is the need to maximize one’s
potential, whatever it may be. It is related with the
development of intrinsic capabilities which lead people to
seek situations that can utilize potential.
• Critical Analysis of Maslow’s theory:
1. A man’s needs order may not follow Maslow’s need hierarchy
2. Some people may be deprived of their lower order needs but
may try for self-actualizing needs
3. For some people self-esteem needs are more important than
social needs
4. For some people many of the needs may not form part of their
own need hierarchy.
5. There is often a lack of direct cause-effect relations ship need
and behavior
6. It is difficult to apply this theory in practice
• Two-Factor Theory of Motivation: (Herzberg’s
Theory):
• Under this type of behavior is characterized by
the priority of needs on which an individual
focuses. It could be either directed towards
achievement of some desirable, positive goals or
it could be towards avoiding other undesirable,
negative consequences.
• Herzberg’s theory advocates that human beings
have two categories of needs essentially
independent of each other effecting behavior in
different ways.
• His findings are – minimum or some working
conditions are must and without which the
employee gets dissatisfaction and
• another set of working conditions are those
which primarily build strong motivation and job
satisfaction, but their absence rarely proves
dissatisfaction.
• The first set of conditions are referred as
HYGIENCE factors
• And second set of conditions as MOTIVATIONAL
factors
• Hygiene factors: according to him the hygiene
factors are the company policy and administration,
interpersonal relationship with supervisors, peers
and subordinates, technical supervision, salary job
security, personal life, working conditions and
status.
• Motivational factors: these are capable of having a
positive effect on job satisfaction. The factors such
as achievement, recognition, advancement, work
itself, possibility of growth and all other factors are
related to work. An increase in these factors will
satisfy the employees. Once they satisfied then
they can be encouraged and motivated to achieve
• Critical analysis or drawbacks:
• Herzberg’s procedure is limited by its methodology
• No overall measure of satisfaction was utilized, a
person may dislike part of his job
• The theory is inconsistent with previous research the
motivation hygiene theory ignores situational
variables.
• The reliability of Herzberg's methodology is
questioned, since raters have to make inter-
relationship it is possible that they may contaminate
the findings by interpreting responses differently
• Various factors relating to job whether intrinsic or
extrinsic may not be classified into maintenance and
• Comparison of Maslow’s theory with Herzberg's
theory:
• Similarities: both the theories gained popularity
among academics as well as managers
• Both the theories strongly assume that specific
needs energies behaviors.
• the total human needs also matches in the both
theories
• Higher order needs in Maslow’s theory are called
motivators and lower order needs like physiological,
safety and social needs are called hygiene in
Herzberg’s theory
• Both committed to humanistic values and aim at
fostering psychological growth and development
• Dissimilarities: Type of theory- need hierarchy theory is
descriptive while two factors theory is prescriptive
• View of Motivation: need hierarchy theory offers a macro
view dealing with all aspect of existence. Two factor theory
gives a micro view concerning only work related motivation
• Need order- Maslow suggests hierarchy in needs. Herzberg
theory suggests no hierarchy
• Satisfaction-performance relationship- Maslow believes
unsatisfied needs energize behavior causing performance.
Herzberg focused on needs influencing motivation in work
places
• Need effects- Maslow believes all needs are motivators at
different times. Herzberg says only some needs are
motivators.
• Work level: Need theory is relevant to all workers. Two
factors theory applies only to white-collared professional.
• Mc Gregor’s Theory of X and Y
• Motivation is an important tool which causes
goal directed behavior. Motivation brings in a
kind of psychological feeling that a human being
applies to him self on a certain work which gives
him satisfaction.
• The management’s action of motivating
individuals in the organization involves certain
assumptions, generalizations and deriving
various hypotheses which are related to human
behavior
• McGregor’s theory is oriented upon the basic
assumption that human behavior may differ
considerably because of various factors which are
influencing and determining behavior. He has
characterized these assumptions in two opposite view
points i.e., theory X and Theory Y
• Theory X – this is the traditional theory of human
behavior. The assumptions about the human behavior
are stated as negative in this approach. Based on
these assumptions organizations and managers who
believe in theory X kind of human nature attempt to
structure, control and closely supervise their
employees. These managers feel that internal control
is a must as the employees are irresponsible.
• Assumptions: of X Theory:
– The personnel are inherently lazy
– They lack ambition
– They require constant guidance and support
– They are inherently self-centered
– Their inherent nature is to resist change
– They avoid responsibility, when an opportunity was
given.
• Assumptions Y Theory:
– The expenditure of physical and mental effort in
work is natural as play or rest
– The average human being does not inherently dislike
work. They feel work as a source of satisfaction.
– They exercise self-control and direction to meet the
organizational goals
– They take up responsibility
– They exhibit a high degree of imagination, ingenuity
and creativity in solving organizational problems
– They face all types of challenges and are highly
committed to the organization.
• Theory Y
• The assumptions in theory Y are totally opposite
to what we have seen in theory X. This theory
emphasizes the need for a cooperative effort
from management and employees. This theory
highlights the requirement of today i.e to get
maximum output with minimum amount of input
• The general traits of • The general traits of
theory X person are--- theory Y person are—
• Laziness • Active
• less motivated • Takes initiative
• Lack of initiation • Highly motivated
• dependent • Takes risks
• avoids taking risks • Goal-oriented
• Never performs an • Independent
activity or an action on • Good human relations
his own • Optimistic
• relies on superiors or • Empathic
subordinates
• Inventor/creator/
discoverer
• Alderfer’s modified need hierarchy model or ERG
model:
• This model condenses Maslow’s five levels of need
into only three levels based on the core needs of
Existence, Relatedness and Growth
• Existence needs are concerned with sustaining
human existence and survival and cover
physiological and safety needs of a material nature
• Relatedness are concerned with relationships to
the social environment and cover love or
belonging, affiliation, and meaningful
interpersonal relationships of a safety or esteem
nature
• Growth needs are concerned with the
development of potential and cover self-
esteem and self-actualization.
• A Continuum of Needs: