Motivation is the word derived from the word ’motive’ which means needs,

desires, wants or drives within the individuals.

 “Motivation is the complex of forces starting and keeping a person at work in an
organisation.”
3 common aspects of motivation
1. Effort: concerns with magnitude or intensity of employees work related
behaviour.
2. Persistence: concerns sustained efforts employee manifested in work related
activities.
3. Direction: Quality of an employees work i.e. investment of sustained efforts
in a direction that benefits the employer.
Theories of Motivation
https://www.tankonyvtar.hu/hu/tartalom/tamop412A/2011-
0023_Psychology/030300.scorml
Content Theory- What motivates us? Mainly focuses on the internal factors that
energize and direct human behavior
Process theory: Why and how motivation occurs?
Maslow’s Hierarchy of Needs
The Hierarchy of Needs theory was given by psychologist Abraham Maslow in his
1943.The objective of the theory is that individuals’ most basic needs must be met
before they become motivated to achieve higher level needs.
The hierarchy is made up of 5 levels:
Physiological – these needs must be met in order for a person to survive, such as
food, water and shelter.
Safety – including personal and financial aid/security and health and wellbeing.
Social– the need for Love, belonging, friendships, relationships and family.
Esteem – the need to feel confident and be respected by others.
Self-actualisation – the desire to achieve everything you possibly can and become
the most that you can be.
ERG Theory
ERG theory, developed by Clayton Alderfer, is a modification of Maslow’s
hierarchy of needs. Alderfer, C. P. (1969). Existence corresponds to Maslow’s
physiological and safety needs, relatedness corresponds to social needs,
and growth refers to Maslow’s esteem and self-actualization.
Existence needs: These include needs for basic necessities. In short, it includes an
individual’s physiological and physical safety needs.
Relatedness needs: Individuals need significant relationships (be with family,
peers or superiors), love and belongingness,
Growth needs: Need for self-development, personal growth and advancement
form together this class of need.
Hertzberg’s Two-Factor Theory
The Two-Factor Theory of motivation (otherwise known as dual-factor theory or
motivation-hygiene theory) was developed by psychologist Frederick Herzberg in
the 1950s.
Analysing the responses of 200 accountants and engineers who were asked about
their positive and negative feelings about their work, Herzberg found 2 factors that
influence employee motivation and satisfaction.
1. Motivator factors – These are factors that lead to satisfaction and motivate
employees to work harder. Examples might include enjoying your work, authority
& responsibility, achievement, recognition and career progression.
2. Hygiene factors – These factors can lead to dissatisfaction and a lack of
motivation if they are absent. Examples include salary increment, company
policies, benefits, job security, and relationships with managers and co-workers.
According to Herzberg’s findings, while motivator and hygiene factors both
influenced motivation, they appeared to work completely independently of each
other
McClelland’s Need Theory:
McClelland’s need-theory is closely associated with learning theory, because he
believed that needs are learned or acquired by the kinds of events people
experienced in their environment and culture.
1. Need for Achievement: The desire to achieve in relation to a set of standards
and to purse and attain goals.
2. Need for Power: The need for power is concerned with making an impact on
others, the desire to influence others and the desire to make a difference in life.
3. Need for Affiliation: The desire for friendly and close interpersonal
relationships.
PROCESS THEORY
Expectancy Theory
Expectancy Theory proposes that people will choose how to behave depending on
the outcomes they expect as a result of their behaviour. The theory is founded on
the basic notions that people will be motivated to a high level of effort when they
believe there are relationships between the effort they put forth, the performance
they achieve, and the outcomes/ rewards they receive.
1. Valence: the degree to which a person values the reward, the results of success.
2. Expectancy: a person’s belief that more effort will result in success. If you work
harder, it will result in better performance.
3. Instrumentality: the person’s belief that there is a connection between activity
and goal. If you perform well, you will get reward.
Expectancy × Instrumentality × Valence = Motivation

McGregor’s theory X and theory Y

Douglas McGregor formulated two distinct views of human being based on
participation of workers. The first is basically negative, labelled as Theory X, and
the other is basically positive, labelled as Theory Y. Both kinds of people exist.
Theory X:  Theory X assume that they are naturally unmotivated and dislike work.
As a result, they think that team members need to be prompted, rewarded  or
punished constantly to make sure that they complete their tasks. Dislike their work,
avoid responsibility, need supervision at every step.
Theory Y:  Theory Y managers have a positive opinion of their people. This
encourages a more collaborative , trust-based  relationship between managers and
their team members.
Equity Theory
Equity theory (Adams, 1963) suggests that individuals engage in social comparison
by comparing their efforts and rewards with those of relevant others.
The theory suggests that there are four possible referents for comparison:
• Self-inside: The employee compares his experiences to the employee who holds
same position in the same organisation.
• Self-outside: The employee compares his experiences in the present position with
the experiences of those holding a similar position in another organisation.
• Other-inside: The employee compares his experience in the present position with
the experience of another individual or group of individuals holding a different
position but belonging to the same organisation.
• Other-outside: The employee compares his experiences in the present position
with that of another individual or group of individuals holding a different position
and belonging to a different organisation.
Goal-Setting Theory The goal-setting theory was developed primarily by Locke
and Latham (1990). It posits that people will be motivated to the extent to which
they accept specific, challenging goals and receive feedback that indicates their
progress toward goal achievement. The basic components of goal-setting theory
are:
Goal acceptance
Challenge
Feedback
Nature of motivation (Mcmcpend)
Continuous process
Complex process
May be financial or non-financial
May be positive or negative
Psychological concept
Need based
Differs from one to another person
Cause & effect