MOTIVATIO

N
“A great man is one who can make a
small man feel great, and perform
great”
 Motivatio
n

Motivation is a state within a person that

drives behavior towards some goals.
 INTRODUCTIO
N
• Motivation is an internal feeling and a psychological
phenomenon which generates within an individual.
Motivation is next to directing / leading. Managers can
motivate their subordinates while guiding them.
• Motivating means encouraging people to take more
initiative and interest in the work assigned.
• It is an art of getting things done willingly from
others.
 DEFINITION OF MOTIVATION

• The act or process of stimulating to action,

providing an incentive or motive, especially for
an act.
• The driving force within individuals by which
they attempt to achieve some goal in order to
fulfill some needs or expectation (Harmer, 2001).
MOTIVATION
IS…
 Complex
 Psychological
 Unique to each and every person
 Context sensitive
 Not fully understood
TYPES OF MOTIVATION

• Intrinsic Motivation
• Extrinsic Motivation
Intrinsic Motivation

Intrinsic motivation refers to motivation that comes from

inside an individual rather than from any external or outside

rewards, such as money or grades.
The motivation comes from the pleasure one gets from the

task itself or from the sense of satisfaction in completing or

even working on a task.
• Social-contextual events such as feedback, communications,

rewards which cause feelings of competence foster intrinsic

motivation (Ryan and Deci, 2000)
• While positive performance feedback increases
intrinsic motivation, negative performance feedback
decreases it.
Extrinsic Motivation
•Extrinsic Motivation is said to be less effective because it comes
from outside the person. External reinforcer's, for instance, are
usually in the form of control.
• Extrinsic motivation occurs when we are motivated to

perform a behaviour or engage in an activity to earn a

reward or avoid punishment.
•"Tangible benefits" related to job such as salary, fringe benefits
and job security are known as extrinsic motivation or called
extrinsic rewards ( Latham, 1998)
 THEORIES OF
MOTIVATION
CONTENT THEORIES:

Emphasis on what motivates individuals.

• Maslow’s Hierarchy of need theory
• Herzberg’s two factors theory

• McClelland's three needs theory

PROCESS THEORIES:

Emphasis on actual process of motivation

I. Adam’s equity theory of
motivation
II. Goal setting theory of motivation
III. Vroom expectancy theory of
motivation
IV. Reinforcement theory of
motivation
 1.ABRAHAM MASLOW'S HIERARCHY
OF NEEDS THEORY
•
Mr. Abraham Harold Maslow suggested
his Theory of Human Motivation in 1943
• Needs were categories as five levels of lower
and higher-order needs.
• Individual must satisfy lower-level needs
before they can satisfy higher order needs.
• Motivating a person depends on knowing at
what level that a person is on the hierarchy.
•Need is defined as a physiological or psychological deficiency that a
person feels the compulsion to satisfy.
•This need can create tensions that can influence a person's work
attitudes and behaviors.
•Maslow formed a theory based on his definition of need that proposes
that humans are motivated by multiple needs and that these needs exist in
a hierarchical order.
1. Physiological needs: The physiological needs are regarded as the most
basic of the needs that humans have. These are needs that are very crucial for
our survival. The examples of physiological needs are food, shelter, warmth,
health, homeostasis and water, etc.
2. Safety Needs: Once the basic needs of food, shelter, water, etc are fulfilled,
there is an innate desire to move to the next level. The next level is known as the
safety needs. Here the primary concern of the individual is related to safety and
security. Safety and security can be regarding many things like a stable source of
income that provides financial security, personal security from any kind of
unnatural events, attacks by animals and emotional security and physical safety
which is safety to health. The various actions taken by an individual in ensuring
safety and security are finding a job, getting an insurance policy, choosing a
secure neighborhood for staying with family, etc.
3. Social Needs (Also known as Love and Belonging Needs): This is
the third level in the need hierarchy theory. It is that stage where an individual
having fulfilled his physiological needs as well as safety needs seeks acceptance
from others in the form of love, belongingness.In this stage, human behaviour is
driven by emotions and the need for making emotional relationships is dominant
here.
The following examples can satisfy this need:
1. Friendship
2. Family
3. Intimacy
4. Social Groups
When an individual is deprived of the above needs, he/she feels lonely and
depressed.
4. Esteem needs: This is considered as the fourth level of the
hierarchy of needs theory. It is related to the need of a person being
recognised in the society. It deals with getting recognition, self respect
in the society.
The need for recognition and acceptance arises when a person has
fulfilled their need for love and belongingness.
In addition to recognition from others, there is a need for the person
to develop self esteem and personal worth.
5. Self-actualization needs: This is the final level of the theory of
hierarchy of needs as proposed by Maslow. It is the highest level of
needs and is known as the self-actualization needs. It relates to the
need of an individual to attain or realise the full potential of their
ability or potential.
At this stage, all individuals try to become the best version of
themselves. In other words, self actualisation is the journey of
personal growth and development.
 2. HERZBERG'S TWO-FACTOR THEORY

 In his two-factor theory, Herzberg identifies two sets of factors

that impact motivation in the workplace:

 Hygiene factors include salary, job security, working conditions,

organizational policies, and technical quality of supervision.

Although these factors do not motivate employees, they can
cause dissatisfaction if they are missing.
Something as simple as adding music to the office place or
implementing a no-smoking policy can make people less
dissatisfied with these aspects of their work.
 Satisfiers or motivators include such things as
responsibility, achievement, growth opportunities, and
feelings of recognition, and are the key to job
satisfaction and motivation. For example, managers can
find out what people really do in their jobs and make
improvements, thus increasing job satisfaction and
performance.

 Following Herzberg's two-factor theory, managers need

to ensure that hygiene factors are adequate and then
build satisfiers into jobs.
Hygiene Factors
The Herzberg Hygiene factors are mandatory factors without which you cannot
motivate people. These are those factors that are essential for motivation to exist in
the workplace.
The existence of Hygiene factors does not necessarily lead to any positive
satisfaction, but the absence of these factors will definitely result in negative
satisfaction or dissatisfaction.
It can be said that Hygiene factors are Physiological and Safety needs that
individuals expect to be fulfilled.
Examples of Herzberg Hygiene Factors
•Personal Safety & Good Working conditions – Equipment and work environment
should be safe, fit for use, and hygienic.
•Company Policies should be fair and clear to employees, further, they should also
be in line with their competitors.
•Fair Compensation – Salary should be fair, reasonable, in line with the industry
standards, and competitive with other organizations in the same industry.
•Job security – Employees should feel that their job is secure and they are not under
the constant threat of being laid-off.
•Good relationships at work – There should be collaborative, amiable, and an
overall healthy relationship between peers, superiors, and subordinates.
•Work-life balance – Employees should not be overloaded with work and unrealistic
expectations leaving them no time for personal life. Proper care should be taken so
that employees maintain a healthy work-life balance.
Motivating Factors
These factors motivate the employees for better performance as they are perceived
as additional benefits. Motivational factors, if present would lead to positive
satisfaction, however, the Absence of these factors does not necessarily lead
to negative satisfaction or dissatisfaction.
Motivating Factors are also called Motivators or Motivating agents.
Examples of Herzberg Motivating factors:
•Rewards and Recognition – A job must provide an employee with praise and
recognition of their successes. This recognition should come from both their superiors
and their peers.
•Achievement – A job must give an employee a sense of achievement. This will
provide a proud feeling of having done something difficult but worthwhile.
•Nature of Work – Work must not be monotonous but be meaningful, interesting, and
provide enough of a challenge to keep employees motivated.
•Stewardship – Employees should not be micromanaged, but should feel that they
have enough latitude to own their work, and are responsible for its completion.
•Assigning more/higher responsibilities
•Career Growth – Employees should be deployed in a high visibility role with the
possibility of high career growth
Satisfaction vs
Dissatisfaction
Motivators Hygiene
Compensation
Achievemen Fringes
t Growth Supervision
Recognition Work
Conditions
Responsibili
ty
 3.MCCLELLAND’S MANIFEST
NEED THEORY OF
MOTIVATION.
 David C. McClelland proposed his Achievement
Motivation Theory (Also called Manifest Need Theory).
 According to him, there are certain needs that are learned
and socially acquired as the individual interacts with the
environment.
 McClelland classified such needs into three broad
categories. These are
(a) Need for power,
(b) Need for affiliation, and
(c) Need for achievement.
Motivation – Three Needs Theory:
•Need for Achievement (nACH): Personal responsibility, Feedback, Moderate
risk
• Typical behaviors:
• High: Must win at any cost, must be on top, and receive credit.
• Low: Fears failure, avoids responsibility.
•Need for Power (nPOW): Influence, Competitive
• Typical behaviors:
• High: Demands blind loyalty and harmony, does not tolerate
disagreement.
• Low: Remains aloof, maintains social distance.
•Need for Affiliation (nAFF): Acceptance and friendship, Cooperative
• Typical behaviors:
• High: Desires control of everyone and everything, exaggerates
own position and resources.
• Low: Dependent/subordinate, minimizes own position and
resources.
How It Is Used
The Three Needs Theory is most often used in
business or corporate settings. It has enabled the use
of personality tests in employees. Originally dismissed
as irrelevant, personality tests became more popular
when managers were attempting to discover what
motivates their employees. Personality tests also
enable the manager to learn more about each
individual.
People require different things from their workplace.

Individuals motivated by power may need clear

expectations and steps needed to advance in their
careers. Individuals motivated by achievement may
need regular opportunities to solve a problem.
Individuals motivated by affiliation may need
 PROCESS THEORY OF
MOTIVATION
I. Adam’s equity theory of
motivation
II. Goal setting theory of motivation
III. Vroom expectancy theory of
motivation
IV. Reinforcement theory of
motivation
 1. Adams’ equity theory of
motivation
 This theory describes that employees
become demotivated , both in realtion to
their job and their employer , when they
feel their inputs are greater than the
outputs.
 Emplyees feel disparity between input and
output .
 Motivation is enhanced by facilitating a
balance between the input and output.
John stacey adams -1963
The Adam’s Equity Theory was proposed by John Stacey Adams, and is based on the
following assumptions:

Individuals make contributions (inputs) for which they expect certain rewards
(outcomes).
To validate the exchange, an individual compares his input and outcomes with those of
others and try to rectify the inequality.
There are three types of exchange relationships that arise when an individual
input/outcomes are compared with that of the other persons.

Underpaid Inequity: When an individual perceives that his outcomes are more as
compared to his inputs, in relation to others. The Underpaid inequity can be expressed
as:
Equity Theory-1

Overpaid Inequity: When an individual perceives that his outcomes are less as
compared to his inputs, in relation to others. The Overpaid Equity can be expressed
as:Equity Theory-2
Equity: An individual perceives that his outcomes in relation to his inputs are equal to
those of others. The equity can be expressed as Equity Theory-3

Thus, Adam’s equity theory shows the level of motivation among the individuals in the
working environment. An individual is said to be highly motivated if he perceives to be
treated fairly. While the feelings of de-motivation arise, if an individual perceives to be
treated unfairly in the organization.
Thus, an individual’s level of motivation depends on the extent he feels being treated fairly,
in terms of rewards, in comparison to others.
 2. Goal setting theory of
motivation
 Goal setting theory refers to the
outcome
of established goals on
organizational performance .
 Edwin locke observed in his
research that individuals who
formulate specific and difficult
goals, performed better than those
who set general and easy goals.
 Locke proposed five basic principles
5 principles of goal
setting
I. Clarity
II. Challenge
III. Commitment
IV. Feedback
V. Task complexity
 3.VROOM EXPECTANCY THEORY
OF MOTIVATION

 Victor Vroom believes that all human

behavior results from conscious choices
among alternatives .
 The purpose of this conscious choice is to
maximize satisfaction and minimize pain.
 The key elements of this theory are
Expectancy (E)
Instrumentality (I)
Valence (V)
Expectancy is the belief that increased effort will lead to increased performance i.e. if I
work harder then this will be better. This is affected by such things as:
Having the right resources available (e.g. raw materials, time)
Having the right skills to do the job
Having the necessary support to get the job done (e.g. supervisor support, or correct
information on the job)

Instrumentality is the belief that if you perform well, that a valued outcome will be
received. The degree to which a first level outcome will lead to the second level
outcome. i.e. if I do a good job, there is something in it for me. This is affected by such
things as:
Clear understanding of the relationship between performance and outcomes – e.g. the
rules of the reward ‘game’
Trust in the people who will take the decisions on who gets what outcome
Transparency of the process that decides who gets what outcome

Valence is the importance that the individual places upon the expected outcome. For
the valence to be positive, the person must prefer attaining the outcome, to not
attaining it.
4. REINFORCEMENT THEORY OF
MOTIVATION
 B.F Skinner proposed the theory of
reinforcement as a theory of motivation.
 According to this theory the individual’s
behavior is a function arising from
consequences and is based on law of effect.
 That means individual repeat the behavior
again and again because he has experienced
a positive consequences, but he never
repeats the behavior when the consequences
are negative and not satisfying.
 Thus, acc to Skinner, the external
environment of the organization must be
designed effectively and positively so as to
motivate the employee.
 There are 4 approaches of reinforcement to
motivate the employees
I. Positive reinforcement
II. Negative reinforcement
III. Punishment
IV. Extinction