SUBJECT: BASICS OF HRM

ASSIGNMENT 4

(solution)

1. Maslow’s Need Theory

Maslow’s Hierarchy of Needs has often been represented in a hierarchical pyramid with five levels. The
four levels (lower-order needs) are considered physiological needs, while the top level of the pyramid is
considered growth needs. The lower level needs must be satisfied before higher-order needs can
influence behavior. The levels are as follows (see pyramid in Figure 1 below).

 Self-actualization – includes morality, creativity, problem solving, etc.

 Esteem – includes confidence, self-esteem, achievement, respect, etc.
 Belongingness – includes love, friendship, intimacy, family, etc.
 Safety – includes security of environment, employment, resources, health, property, etc.
 Physiological – includes air, food, water, sex, sleep, other factors towards homeostasis, etc.

2. Herzberg’s motivation theory

Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two factors that an
organization can adjust to influence motivation in the workplace.

These factors are:

 Motivators: Which can encourage employees to work harder? The motivational factors yield
positive satisfaction. These factors are inherent to work. These factors motivate the employees
for a superior performance. These factors are called satisfiers. These are factors involved in
performing the job. Employees find these factors intrinsically rewarding. 

 Hygiene factors: These won’t encourage employees to work harder but they will cause them to
become unmotivated if they are not present. Hygiene factors are those job factors which are
essential for existence of motivation at workplace. These do not lead to positive satisfaction for
long-term. But if these factors are absent or if these factors are non-existant at workplace, then
they lead to dissatisfaction.
 3. McClelland’s Need theory

McClelland affirms that we all have three motivating drivers, and it does not depend on our gender or
age. One of these drives will be dominant in our behavior. The dominant drive depends on our life
experiences

Achievement

 Has a strong need to set and accomplish challenging goals.

 Takes calculated risks to accomplish their goals.

Affiliation

 Wants to belong to the group.

 Wants to be liked, and will often go along with whatever the rest of the group wants to do.

Power

 Wants to control and influence others.

 Likes to win arguments.

4. ERG Theory

Douglas McGregor formed two distinct views of human being based on participation of workers. The
first is basically (-ve) negative, tagged it as Theory X, and the other is basically (+ve) positive, tagged it as
Theory Y. Both kinds of people exist. Based on their nature they need to be managed accordingly.

 Theory X:  The conventional view point of the manpower holds that workers are deeply rooted
being lethargic, ego centric, and lacking ambition.  Therefore, an apt management style is
strong, top-down control.
 Theory Y:  This view point showcases that workers are inherently charged up and eager to
accept responsibility.  An appropriate management style is to concentrate on making a
productive work environment combined with positive rewards and reinforcement.
 5. Vroom’s Expectancy Theory

Whereas Maslow and Herzberg look at the relationship between internal needs and the resulting effort
expended to fulfill them, Vroom's expectancy theory separates effort (which arises from motivation),
performance, and outcomes.

Vroom's expectancy theory assumes that behavior results from conscious choices among alternatives
whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee's
performance is based on individual factors such as personality, skills, knowledge, experience and
abilities. He stated that effort, performance and motivation are linked in a person's motivation. He uses
the variables Expectancy, Instrumentality and Valence to account for this.

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 Give example of one company and their employee motivation process.

TATA Consultancy Services

TCS, has a job rotation policy that exposes its employees to new responsibilities, functions or
geographies on a regular basis.

The following are the principles followed by the organization:

1. Motivating yourself will Motivate employees

Enthusiasm is contagious. If you enjoy your job, it helps others enjoy theirs too. If you do a good job of
taking care of yourself and your own job, you will have much clearer perspective on how others are
doing. You are setting an example for employees to follow.

2. Work to align goals of the organization with goals of employee’s

frequent reviews and strategic goal setting sessions will help to ensure that company goals and personal
goals are in alignment. Managers need to make the goals of the company very clear so an employee can
be sure the goals they set will contribute to the success of the company. Employees will buy into the
goals of the company when they are allowed to have input.  Goals should meet the SMART rule: Specific,
Measureable, Action, Realistic and Time oriented.

3. Understand what motivates each employee

Start by evaluating what motivates you. A key to motivating others knows what inspires them. Everyone
is not motivated by the same method. Some want recognition, others money, learning, spending time
with family and etc. Is their job configured to motivate them properly? What can you do to better
motivate yourself and others?

4. Recognize that supporting employee motivation is a process, not a task

People and organizations change all the time so it is important to continually look at what motivates you
and the employees and to make sure the processes you have in place are still effective. It is an on-going
process.

5. Support employee motivation by using organizational systems (for example, policies and
procedures) — don’t just count on good intentions
Use reliable and comprehensive systems in the workplace to help motivate employees. Don’t just count
on cultivating strong interpersonal relationships with employees to help motivate them. Use established
compensation systems, employee performance systems, and organizational policies and procedures to
support employee motivation.

***Tata Steel has a unique programme, Aspire Knowledge Manthan, which facilitates knowledge
sharing among supervisors and workers. Its objective is to motivate workers to perform better and to
enhance their capabilities.

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