Motivation

 The term ‘motivation’ has been derived from the word ‘motive’.
 Motive may be defined as an inner state of our mind that
activates and directs our behaviour. It makes us move to act.
 It is always internal to us and is externalized via our behaviour.
Motivation is one’s willingness to exert efforts towards the
accomplishment of his/her goal.
 Motivation is the process that initiates, guides, and maintains
goal-oriented behaviours.
 Getting glass of water to reduce thirst.

CHARACTERISTICS OF MOTIVATION
 It is a psychological concept
 It affects the whole individual and not a part of him.
 It is never an unending process.
 Non-fulfilment of basic needs makes a man sick.
 It is different from satisfaction, inspiration, and manipulation.

THEORIES
Content theories
 Maslow’s need hierarchy theory
 Herzberg’s Motivation-Hygiene theory
 McClelland’s needs theory
 Alderfer’s ERG Theory
Process theories
 Vroom’s expectancy theory
 Adam’s equity theory
 Goal setting theory
 Reinforcement theory
 MASLOW’S HIERARCHY OF NEED THEORY
He hypothesized that within every human exists hierarchy of 5
needs

 Biological needs- It includes hunger, thirst, shelter etc.

 Psychological needs-Include love, belongingness, self-esteem,

cognitive needs, aesthetic needs, self-actualization.

 Safety- Security and protection from physical harm

 Social –affection, belongingness, acceptance, and friendship

 Esteem- internal esteem factors like self-respect, autonomy and

achievement and external esteem factors like status,
recognition, and attention.

 Self-actualization- the drive to become what one can become

includes growth, achieving one’s potential and self-fulfilment

Maslow separated the five needs into higher and lower needs.
 Physiological and safety needs as lower order.
 Social, esteem and self-actualization as higher order needs.
 Higher order needs are satisfied internally
 Lower order needs are satisfied externally.

TWO FACTOR THEORY

Two factor theory is also called Motivation-Hygiene theory.
Proposed by Frederick Herzberg, when he investigated the
question, “What do people want from their job?”.
 Hygiene Factors
Hygiene factors are external to the actual job itself and are
necessary for maintaining a baseline level of satisfaction among
employees

Example of Hygiene Factors

Working Conditions: Imagine working in a poorly lit, cramped

office with uncomfortable furniture and excessive noise from
nearby construction. Such conditions can lead to frustration
and dissatisfaction among employees, even if they enjoy their
work tasks.
Company Policies: Consider a company with rigid attendance
policies that penalize employees for minor tardiness, or a strict
dress code that restricts individual expression. Such policies can
create feelings of resentment and dissatisfaction.

Salary and Benefits: Suppose an employee feels that their

salary is not commensurate with their skills, experience, or the
level of responsibility they undertake. Additionally, inadequate
benefits such as limited healthcare coverage or lack of
retirement plans can contribute to feelings of dissatisfaction.

Job Security: Imagine working for a company with a history of

layoffs or instability. Even if employees enjoy their work tasks,
the fear of losing their job can overshadow any sense of job
satisfaction.
 Motivational Factors
Motivational factors are intrinsic to the job itself and directly
contribute to employees' sense of fulfilment, engagement, and
motivation.

Examples of motivational factors include

Achievement: Consider an employee who successfully

completes a challenging project or receives recognition for their
contributions to a team effort. The sense of accomplishment
derived from achieving goals can significantly increase
motivation and job satisfaction.

Recognition: Imagine a supervisor publicly acknowledging an

employee's hard work and dedication during a team meeting or
awarding them with a "Employee of the Month" title. Such
recognition not only validates the employee's efforts but also
motivates them to continue performing at a high level.

Advancement: Suppose an employee is offered opportunities

for career growth, such as promotions, leadership training
programs, or the chance to take on more challenging roles.
Such opportunities for advancement provide clear paths for
career development and can significantly increase motivation.

According to Herzberg, focusing on improving motivational

factors is crucial for increasing job satisfaction and motivation
among employees. While hygiene factors prevent
dissatisfaction, motivational factors directly contribute to
employees' sense of fulfilment and engagement in their work.
 MCCLEDLLAND’S THEORY
The theory focuses on three needs
1. Achievement
2. Power and
3. affiliation
Need for achievement:

 They want to receive rapid feedback on their performance

so they can tell easily they are improving or not.

 High achievers perform best when they perceive their

possibility of success as 50-50.

 They can set moderately challenging goals. High achievers

are not gamblers, they dislike succeeding by chance.

Need for power

 They need to make others behave in a way they would not
have behaved otherwise.
 Individual have high in need for power enjoy being ‘in
charge’
 Strive for influence over others
 Prefer to be placed into competitive and status-oriented
situations.
 Tend to be more concerned with prestige and gaining
influence over others than with effective performance.
Need for affiliations
 The desire for friendly and close interpersonal
relationships
 This need has received least attention from the
researchers.
  Individuals with high affiliation motive strive for
friendship.
 Prefer cooperative situations than competitive one.

Expectancy Theory
Victor H. Vroom, developed the expectancy theory in 1964,
producing a systematic explanatory theory of workplace motivation.
This theory asserts that the motivation to behave in a particular way
is determined by an individual’s expectation that, that behaviour will
lead to a particular outcome, multiplied by the preference or valence
that person has for that outcome.
Work hard Appraisal Bonus, Promotion
COMPONENTS OF EXPECTANCY THEORY
 Expectancy: The belief of the person that her/his effort (E) will
result in attainment of desired performance (P) goals.
 Instrumentality: The belief of the person that she/he will
receive a reward (R) if the performance (P) expectation is met.
 Valence: The value of the reward according to the person.
 Motivation: Achieved.

GOAL THEORY
Specific and clear goals lead to greater output and better
performance. Unambiguous, measurable, and clear goals
accompanied by a deadline for completion avoids
misunderstanding.

Goals should be realistic and challenging. This gives an

individual a feeling of pride and triumph when he attains them
and sets him up for attainment of next goal. The more
 challenging the goal, the greater is the reward generally and the
more is the passion for achieving it.

Principles on which goal setting works

 Clarity A goal must be specific and clear

 Challenge An easy or tedious goal is demotivating. But keep a
realistic balance: do not expect anyone in your team to spin
straw into gold.
 Commitment Your employees must understand and buy in to
the goal

TYPES OF MOTIVES
1. Biological motives are called as physiological motives. These
motives are essential for the survival of the organism.
Such motives are triggered when there is imbalancement in the
body.
When there is some variation in these levels the individual is
motivated for restoring the state of equilibrium.

Example – Hunger, Thirst, Basic Needs

2. SOCIAL MOTIVES
Social motives are specific only to human beings. they are learnt
in social groups as a result of interaction with the family and
society. That is why their strength differs from one individual to
another.
Achievement Motive: Achievement motivation refers to a desire
to achieve some goal. This motive is developed in the individual
who has seen some people in the society attaining high success,
reaching high positions and standards.
Aggressive Motive: It is a motive to react aggressively when
faced frustrations. Frustration may occur when a person is
 obstructed from reaching a goal or when he is insulted by
others.
Power Motive: People with power motive will be concerned
with having an impact on others. They try to influence people by
their reputation. They expect people to bow their heads and
obey their instructions
3. PERSONAL MOTIVES
Some other motives which are allied with both above said
motives. These are highly personalized and very much
individualized motives.

Force of habits: Once the habits are formed, they act as drivers
and compel the person to perform the act. The specialty of
habits is that, they motivate the individual to indulge in that
action automatically. exercising, reading newspapers, chewing
tobacco, smoking.

Goals of life: Every normal individual will have some goals in the
life. They may be related to education, occupation, income,
sports. Once a goal is set, he will be motivated to fulfil that goal.

Attitudes and interests: Our attitudes and interests determine

our motivation. These are specific to individual. interests differ
from one individual to another.

Example, interest in sports, T.V, etc. Whenever we have a

positive attitude, we will be motivated to attain.

In negative attitude, we will be motivated to avoid. If a person is

interested in music, he will be motivated to learn it. In this way,
our personal motives determine our behaviour.
 LEADERSHIP
Leadership is the potential to influence behaviour of others. It is
also understood as the capacity to influence a group towards
the realization of a goal. Leaders are required to develop future
visions, and to motivate the members to want to achieve the
vision.
A good leader has a futuristic vision and knows how to turn his
ideas into real-world success stories. Some of the important
leadership qualities that separate good leaders from a bad one
are:
Characteristics
Honesty and Integrity: Honesty and integrity are two important
ingredients which make a good leader.
Confidence: To be an effective leader, you should be confident
enough to ensure that others follow your commands.
Inspire Others: Probably the most difficult job for a leader is to
persuade others to follow. It can only be possible if you inspire
your followers by setting a good example.
Commitment and Passion: Your team looks up to you and if you
want them to give them their all, you will have to be passionate
about it too.
Good Communicator: Clearly communicate your vision to your
team and tell them the strategy to achieve the goal, it will be
very difficult for you to get the results you want.
Decision-Making Capabilities: Apart from having a futuristic
vision, a leader should have the ability to take the right decision
at the right time.
Accountability: Arnold H Glasow said, “A good leader takes little
more than his share of the blame and little less than his share of
the credit.”
Creativity and Innovation: Steve Jobs, the greatest visionary of
our time answers this question this way, “Innovation
distinguishes between a leader and a follower.”
 LEWIN’S LEADERSHIP STYLES

A leadership style refers to a leader's characteristic behaviours

when directing, motivating, guiding, and managing groups of
people. Great leaders can inspire political movements and social
change. They can also motivate others to perform, create, and
innovate.

As you start to consider some of the people who you think of as

great leaders, you can immediately see that there are often vast
differences in how each person leads.

In Lewin's study, schoolchildren were assigned

one of three groups with an authoritarian,
democratic, or laissez-faire leader.

AUTHORITARIAN LEADERSHIP

Authoritarian leaders, also known as autocratic leaders, provide

clear expectations for what needs to be done, when it should be
done, and how it should be done.

This style of leadership is strongly focused on both command by

the leader and control of the followers. There is also a clear
division between the leader and the members.

This method is usually viewed as controlling, bossy, and

dictatorial.
 DELEGATIVE LEADERSHIP
Delegative leaders offer little or no guidance to group members
and leave decision-making up to group members.
While this style can be useful in situations involving highly
qualified experts, it often leads to poorly defined roles and a
lack of motivation.
Lewin noted that laissez-faire leadership resulted in groups that
lacked direction where members blamed each other for
mistakes, refused to accept personal responsibility, and
produced a lack of progress and work.

TRAIT THEORY OF LEADERSHIP

 The trait theory of leadership is an early assumption that
leaders are born and due to this belief, those that possess the
correct qualities and traits are better suited to leadership. This
theory often identifies behavioural characteristics that are
common in leaders.

 Trait theory of leadership is one of the first academic theories

of leadership and attempts to answer why some people are
good leaders and others are not

 The trait theory of leadership is based on the characteristics

of many leaders – both successful and unsuccessful – and is
used to predict leadership effectiveness. The resulting lists of
traits are then compared to those of potential leaders to
assess their likelihood of success or failure.
Key Characteristics of leadership traits are:
• Knowledge of the business
• Initiative
• Tenacity
• Energy