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Summary Sheet – Helpful for Retention
For
Motivation – Content Theories

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 Important Points

1. This Summary Sheet shall only be used for Quick Revision after you have read
the Complete Notes
2. For Building Concepts along with examples/concept checks you should rely
only on Complete Notes
3. It would be useful to go through this Summary sheet just before the exam or
before any Mock Test
4. Conceptual Clarity is very important for exam and reading only summary
sheets shall not be sufficient to answer all the questions

1 Summary Points

➢ Motivation is what causes us to act, whether it is getting a glass of water to reduce thirst
or reading a book to gain knowledge. For example, if Ram keeps on studying then the
reason might be because Ram is motivated to become a doctor

➢ Types of Motivation
1. Positive vs. Negative: Positive such as want to become a monitor. Negative such
as want to pass to avoid being thrashed by parents
2. Basic vs. Learned: Basic as instinctive such as thirst, anger, pain etc. Learned
ones are not instinctive such as recognition and achievement
3. Extrinsic motivation and Intrinsic Motivation: Extrinsic motivation occurs when
we are motivated to perform a behavior for external reward, but intrinsic
motivation comes from inside for personal satisfaction

➢ Motivational Theories

1. Content Theories: Content Theories look at specific needs that motivate people.
They are also called Need based theories or Humanistic approach to motivation
2. Process Theories: Process theories attempt to explain how the process of
motivation works in an individual.

➢ Maslow’s Motivation Theory

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 1. Maslow designated 5 level of needs

2. Needs are to be fulfilled from bottom to top. Individuals must satisfy lower level
needs before they can satisfy higher order needs. This concept of lower level needs
being satisfied first before moving higher is called satisfaction progression.
3. Managers must ensure that basic needs of employees are satisfied first and only
then can be motivated to achieve higher.
2. Geert Hofstede criticized this theory because as per him in collectivist society social
belongingness holds more importance than personal achievement.
3. Other Criticisms are about position of sex being in psychological needs rather than in
social-belongingness because of emotional connect that sex involves

➢ Alderfer's Hierarchy of Motivational Needs

1. Clayton P. Alderfer's ERG theory from 1969 condenses Maslow's five human needs
into three categories: Existence, Relatedness and Growth.

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 2. ERG theory demonstrates that more than one need may be operative at the same
time though Maslow’s theory assumes in satisfaction progression that higher level
needs can fulfilled only after lower level needs are fulfilled
3. According to Maslow an individual would stay at a certain need level until that need
was satisfied. ERG theory counters by noting that when a higher- order need level is
frustrated the individual’s desire to increase a lower- level need takes place. Inability
to satisfy a need for social interaction, for instance, might increase the desire for
more money or better working conditions. So, frustration can lead to a regression to
a lower need. This concept is called frustrated-regression

4. On a work level, Alderfer’s model implies that managers must recognize their
employees’ multiple simultaneous needs. Focusing exclusively on one need at a time
will not motivate your people.
5. The frustration-regression principle impacts workplace motivation. For example, if
growth opportunities are not provided to employees, they may regress to
relatedness needs, and socialize more with co-workers. If you can recognize these
conditions early, steps can be taken to satisfy the frustrated needs until the
employee is able to pursue growth again.
6. Even though you may provide financial incentives, if your person’s other needs
aren't being met, according to Alderfer's ERG theory your workers will not be
motivated.

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 ➢ McClelland’s Theory of Needs

1. As per him there are three types of people

✓ Need for Achievement: Wish to take responsibility, like complex problems and
tasks, need regular feedback, avoid substantial risk and minimal risk situations
✓ Need of Affiliation: relationship with people, teamwork, dislike uncertainty,
collaboration over competition
✓ Need for Influence: Drive to Control, highly Disciplined, good for manual and
less skilled group tasks
2. High achievers should be given challenging projects and regular feedback. People
with High need for Affiliation should be given cooperative environment; People with
High need for power should be given opportunity to manage others.
3. McClelland’s achievement motivation theory suggests that a strong n-affil
'affiliation-motivation' undermines a manager's objectivity, because of their need to
be liked, and that this affects a manager's decision-making capability. A strong n-
pow 'authority-motivation' will produce a determined work ethic and commitment
to the organisation, and while n-pow people are attracted to the leadership role,
they may not possess the required flexibility and people-centred skills.

➢ Herzberg's Two Factor Theory

Herzberg's Two Factor Theory is also known as the Motivation Hygiene Theory.

1. He differentiates between Not dissatisfied and being satisfied. A person who is not
dissatisfied does not necessarily means that he is satisfied

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 2. It states there are two different facets of motivation, the first being ‘hygiene’ factors
or job context. The second factor is ‘satisfiers’ or job content, i.e. the intrinsic
qualities of the job. Satisfiers are also known as Motivators.

3. Satisfiers/motivators provides satisfaction or motivation. Hygiene factors just

decides employee being dissatisfied or not dissatisfied. Hygiene Factors cannot
Motivate/Satisfy though they can prevent dissatisfaction

4. Motivational factors include: Achievement, Recognition, Work itself, Responsibility,

Advancement, Growth and Promotion
5. Hygiene factors include: Company policy, Administrative policies, Supervision, Salary,
Interpersonal relations, Working conditions, Job Security
6. Job Enrichment as per Herzberg should be followed for providing Motivation
7. Intrinsic factors, such as work itself, responsibility and achievement seem to be
related to job satisfaction. On the other extrinsic factors such as supervision, pay,
company policies and working condition related to dissatisfaction

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 8. Factors leading to Job satisfaction are separate and distinct from those that lead to
job dissatisfaction. Therefore, managers who seek to eliminate factors that can
create job dissatisfaction may bring about peace but not necessarily motivation.
They will be placating their workforce rather than motivating them. As a result,
conditions surrounding the job such as quality of supervision, pay, company policies,
physical working conditions relations with others and job security were
characterized by Herzberg as hygiene factors, when they’re adequate, people will
not be dissatisfied; neither will they be satisfied. If we want to motivate people on
their jobs, Herzberg suggested emphasizing factors associated with the work itself
or to outcomes directly derived from it, such as promotional opportunities,
opportunities for personal growth, recognition, responsibility and achievement.
These are the characteristics that people find intrinsically rewarding.
9. Herzberg often referred to hygiene factors as "KITA" factors, which is an acronym for
"kick in the ass", the process of providing incentives or threat of punishment to make
someone do something. There are three types of KITA’s
✓ Negative Physical KITA: Threatening the employee to do work
✓ Negative Psychological KITA: Playing emotional games to get the work done
✓ Positive KITA: Giving just promotion or status without recognition

KITA’s will never motivate the employee in the long term

➢ Relationship between above Maslow’s, Herzberg’s, Alderfer’s and McClelland’s Theory

Although the Content theories are different from each other, but the overall essence
remains the same.

1. There are lower and higher-level needs

2. Higher level needs are intrinsic motivators whereas lower level needs are extrinsic
motivators most of the times but not always
3. Manager needs to motivate an individual as per his/her needs

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 ➢ McGregor’s Theory X and Theory Y
1. Douglas McGregor developed the theory that there are two basic management
behavior types, Theory X managers and Theory Y managers, each of which has a very
different set of assumptions about others.
2. Theory X Assumptions:
✓ People have an inherent dislike of work and will try to avoid it at all costs
✓ People need to be coerced, controlled and threatened to work hard
✓ People aren’t ambitious and dislike responsibility, preferring to be directed
✓ Above all else, people want security
3. Theory X managers are authoritarian and controlling, using threat and punishment
to coerce people into working hard. They tend not to produce elevated levels of
performance from their teams.
4. Theory X generally proves to be most effective in terms of consistency of work like
producing biscuits of same size again and again. For example, in Assembly line
5. Theory Y Assumptions:
✓ People naturally put as much effort into their work as they do into play or rest
✓ People will exercise self-direction and self-control if they are committed to a goal
✓ People will be committed to an organization if they are satisfied in their job
✓ People relish and seek responsibility
✓ People are good at creative problem-solving
✓ People’s talents and skills are normally underused

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 6. Theory Y managers are democratic, consultative and empowering, helping people to
develop and encouraging them to take the initiative. These enlightened managers
tend to achieve the best results from their teams.
7. Theory Y is useful where skilled or creative work is being dine but does leave room
for error in terms of consistency and uniformity for repeated tasks such as assembly
line
8. Theory of X assumes Maslow’s lower level needs dominate in employees. Whereas
Theory of Y, assumes Maslow’s higher-level needs dominate in employees
9. Theory X’s authoritarian style of leadership is occasionally necessary, in crisis
situations but the positive and participative Theory Y style is generally accepted as
more effective for motivating people.
10. People with a strong internal focus of control (personality) believe outcomes in their
life develop primarily from their own actions and abilities; as a result they are task-
oriented and spend little time building relationships among peers (Theory X). People
with strong external focus of control believe outside factors are the primary
influence on the outcomes in their life, therefore, they are relationship-oriented and
focus on building relationships among peers (Theory Y)

➢ Theory Z by William Ouchi

1. Theory Z focused on increasing employee loyalty to the company by providing a job
for life with a strong focus on the well-being of the employee and his family both on
and off the job. According to Ouchi, Theory Z management tends to promote:
✓ Stable employment
✓ High productivity
✓ High employee morale and satisfaction
2. Theory Z was focussed on Japanese style of Management and it became popular as it
seemed better than American Style of Management
3. The secret to Japanese success, according to Ouchi, is not technology, but a special
way of managing people.
4. Ouchi's Theory Z makes certain assumptions about workers. Some of the
assumptions about workers under this theory include:
✓ Workers tend to want to build happy and intimate working relationships with
those that they work for and with, as well as the people that work for them.
✓ Workers have a high need to be supported by the company. These types of
workers have a very well-developed sense of order, discipline, and a moral
obligation to work hard, and a sense of cohesion with their fellow workers.

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 ✓ Workers can be trusted to do their jobs to their utmost ability, so long as
management can be trusted to support them and look out for their well-being.
✓ Belonging to a group brings loyalty and moral obligation
5. Management must have a high degree of confidence in its workers for this type of
participative management to work. This theory assumes that workers will be
participating in the decisions of the company to a great degree and decision making
would be a group task
6. Ouchi explains that for participation in decision making employees must be very
knowledgeable about the various issues of the company and therefore workers to
become generalists, rather than specialists.
7. Theory Z stresses on job rotations and constant training to make employees

➢ Instinctive Theory of Motivation

1. The Instinct Theory of Motivation views biological or genetic programming as the
cause of motivation. This theory says that the root of all motivations is the
motivation to survive.
2. As we act or behave with this kind of motivation, all our actions are therefore
considered as instincts.
3. Learning or Conditioning does not affect the motivation to behave in certain way
4. A common example used to explain the Instinct Theory is that a human mother will
attempt to provide comfort to a baby who has been crying all night and will not
sleep until she sees that the baby is calm and asleep. According to Instinct theory,
human mothers behave in this way because they were biologically programmed to
do so; it is a mother’s instinct to provide comfort to her child.
5. The motivation in instinctive theory is intrinsic motivation as person is motivated by
internal needs such as hunger, thirst etc.

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