An

Assignment

On

Theories of Motivation and Job Satisfaction.

Submitted To:

Mrs. Muskan Sharma

Lecturer, Organization Behavior.

Nepal Business College

Submitted By:

Sonam purbe

LC00016000121

Bachelor in Business Administration

Nepal Business College

Lincoln University

Author Note

This assignment was prepared for fulfillment of course study of Organization Behavior,

BBA 2633, Department of Management, Taught by Mrs. Muskan Sharma

 Contents
Acknowledgement..................................................................................................................................................3
Chapter 1: Motivation and Organizational Behaviour............................................................................................4
1.1 Motivation....................................................................................................................................................4
1.2 Theories of motivation..................................................................................................................................4
1.3 Relationship between Motivation and Organization behaviour.....................................................................9
Chapter 2: Conclusion..........................................................................................................................................10
Bibliography.........................................................................................................................................................11

Acknowledgement
The successful accomplishment of this report is the outcome of contribution of a number of people to
whom I am grateful and thanked them from the very deep of my heart. At the beginning, I would like to
pay our humble gratitude to the almighty for giving me ability to work hard under pressure.
Foremost, I would like to thank Lincoln University College affiliated Nepal Business College of
Management and Secondly the credit of thanks goes to our honorable Founder Chairman of NBC Dr.
BheshaParsadDhamala for making good study environment likewise, I am very much thankful to our
respected Academic Director of NBC Prof. Dr. Ved Raj Acharya moving forward a big thanks to our
respect Managing Director of NBC Mr. Deepak Koirala

I would like to convey my sincere gratitude to my honorable lecture Mrs. Muskan Sharma Nepal
Business College of management lecture department of Bachelor of Business Administration, Lincoln
University College. Without guidance and assistance this report would not have seen the light of day.

I want to acknowledge my family and friends with great respect. Their love, encouragement and
support have been exemplary. All of the above I want to acknowledge and thank god that I have been
able to complete this expedition successfully.

Chapter 1: Motivation and Organizational Behaviour

1.1 Motivation
Motivation is a state-of-mind, filled with energy and enthusiasm, which drives a person to work in a
certain way to achieve desired goals. Motivation is a force which pushes a person to work with high
level of commitment and focus even if things are against him. Motivation translates into a certain kind
of human behaviour. It is important to ensure that every team member in an organization is motivated.
Various psychologists have studied human behaviour and have formalized their findings in the form
various motivation theories. These motivation theories provide great understanding on how people
behave and what motivates them. Motivation is a huge field of study. There are many theories of
motivation. Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. It is
what causes you to act, whether it is getting a glass of water to reduce thirst or reading a book to gain
knowledge. Motivation involves the biological, emotional, social, and cognitive forces that activate
behavior. Motivation is the word derived from the word ’motive’ which means needs, desires, wants or
drives within the individuals. It is the process of stimulating people to actions to accomplish the goals.

1.2 Theories of motivation

1. Maslow’s hierarchy of needs

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist in a
hierarchy consisting of physiological needs, security needs, belongingness needs, esteem needs, and
self-actualization needs. Physiological needs are the most basic needs for food, water, and other factors
necessary for survival. Security needs include needs for safety in one's physical environment, stability,
and freedom from emotional distress. Belongingness needs relate to desires for friendship, love, and
acceptance within a given community of individuals. Esteem needs are those associated with obtaining
the respect of one's self and others. Finally, self-actualization needs are those corresponding to the
achievement one's own potential, to the exercising and testing of one's creative capacities, and, in
general, to becoming the best person one can possibly be. Unsatisfied needs motivate behavior; thus,
lower-level needs such as the physiological and security needs must be met before upper-level needs
such as belongingness, esteem, and self-actualization can be motivational. The leader will have to
understand the specific need of every individual in the team and accordingly work to help fulfil their
needs. Applications of the hierarchy of needs to management and the workplace are obvious.
According to the implications of the hierarchy, individuals must have their lower level needs met by,
for example, safe working conditions, adequate pay to take care of one's self and family, and job
security before they will be motivated by increased job responsibilities, status, and challenging work
assignments.
2. Hertzberg’s two factor theory

Hertzberg classified the needs into two broad categories namely hygiene factors and motivating factors.
Hygiene factors are needed to make sure that an employee is not dissatisfied. Motivation factors are
needed for ensuring employee's satisfaction and employee’s motivation for higher performance. Mere
presence of hygiene factors does not guarantee motivation, and presence of motivation factors in the
absence of hygiene factors also does not work. Motivator-Hygiene Theory. Frederick Herzberg
developed the motivator-hygiene theory. This theory is closely related to Maslow's hierarchy of needs
but relates more specifically to how individuals are motivated in the work-place. Based on his research,
Herzberg argued that meeting the lower-level needs (hygiene factors) of individuals would not motivate
them to exert effort, but would only prevent them from being dissatisfied. Only if higher-level needs
(motivators) were met would individuals be motivated.

The implication for managers of the motivator-hygiene theory is that meeting employees lower-level
needs by improving pay, benefits, safety, and other job-contextual factors will prevent employees from
becoming actively dissatisfied but will not motivate them to exert additional effort toward better
performance. To motivate workers, according to the theory, managers must focus on changing the
intrinsic nature and content of jobs themselves by “enriching” them to increase employees' autonomy
and their opportunities to take on additional responsibility, gain recognition, and develop their skills
and careers.

3. McClelland’s theory of needs

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 behaviour. The dominant drive depends on our life
experiences. McClelland's theory suggests that individuals learn needs from their culture. Three of the
primary needs in this theory are the need for affiliation (n Aff), the need for power (n Pow), and the
need for achievement (n Ach). The need for affiliation is a desire to establish social relationships with
others. The need for power reflects a desire to control one's environment and influence others. The need
for achievement is a desire to take responsibility, set challenging goals, and obtain performance
feedback. The main point of the learned needs theory is that when one of these needs is strong in a
person, it has the potential to motivate behavior that leads to its satisfaction. Thus, managers should
attempt to develop an understanding of whether and to what degree their employees have one or more
of these needs, and the extent to which their jobs can be structured to satisfy them.
The three motivators are:

Achievement: a need to accomplish and demonstrate own competence People with a high need for
achievement prefer tasks that provide for personal responsibility and results based on their own efforts.
They also prefer quick acknowledgement of their progress.

Affiliation: a need for love, belonging and social acceptance People with a high need for affiliation are
motivated by being liked and accepted by others. They tend to participate in social gatherings and may
be uncomfortable with conflict.

Power: a need for control own work or the work of others People with a high need for power desire
situations in which they exercise power and influence over others. They aspire for positions with status
and authority and tend to be more concerned about their level of influence than about effective work
performance.

4. Vroom’s theory of expectancy

Victor Vroom stated that people will be highly productive and motivated if two conditions are met: 1)
people believe it is likely that their efforts will lead to successful results and 2) those people also
believe they will be rewarded for their success. People will be motivated to exert a high level of effort
when they believe there are relationships between the efforts they put forth, the performance they
achieve, and the outcomes/ rewards they receive. 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.

5. 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, labeled as Theory X, and the other is basically positive, labeled as
Theory Y. Both kinds of people exist. Based on their nature they need to be managed accordingly.
Theory X: The traditional view of the work force holds that workers are inherently lazy, self-centered,
and lacking ambition. Therefore, an appropriate management style is strong, top-down control.

Theory Y: This view postulates that workers are inherently motivated and eager to accept
responsibility. An appropriate management style is to focus on creating a productive work
environment coupled with positive rewards and reinforcement.[ CITATION www9 \l 2057 ]

6: ERG Theory

The ERG theory is an extension of Maslow's hierarchy of needs. Alderfer suggested that needs could be
classified into three categories, rather than five. These three types of needs are existence, relatedness,
and growth. Existence needs are similar to Maslow's physiological and safety need categories.
Relatedness needs involve interpersonal relationships, are comparable to aspects of Maslow's
belongingness, and esteem needs. Growth needs are those related to the attainment of one is potential
and are associated with Maslow's esteem and self-actualization needs.

The ERG theory differs from the hierarchy of needs in that it does not suggest that lower-level needs
must be completely satisfied before upper-level needs become motivational. ERG theory also suggests
that if an individual is continually unable to meet upper-level needs that the person will regress and
lower- level needs become the major determinants of their motivation. ERG theory's implications for
managers are similar to those for the needs hierarchy: managers should focus on meeting employees'
existence, relatedness, and growth needs, though without necessarily applying the provision that job-
safety concerns necessarily take precedence over challenging and fulfilling job requirements.[ CITATION
www10 \l 2057 ]

3. Job Characteristics Model

The Job Characteristics Model (also known as Jobs Characteristic Theory) enables you to improve
employee performance and job satisfaction by means of adjusting the job itself. The model states that if
you do this successfully you can create the conditions for an employee to thrive in their role. By thrive,
we mean that the employee will be motivated, perform to a high level, and be satisfied by their
role.Earlier in the 20th century, jobs had been systematized and simplified to increase productivity and
maximize production. Job Characteristics Theory (JCT) came about because the intended benefits of
increased systemization often never materialized because of increased employee dissatisfaction.These
days, the Job Characteristics Model comes under the concept of work design or job design, where the
emphasis is on shaping a role to satisfy the needs of both the organization and the individual.

Five Core Job Characteristics

1. Skill Variety:- Refers to the degree to which the job requires different skills and talents.Think of
a job that requires lots of different skills and talents, and compare that with a job that is
repetitive. Job Characteristics Theory states that a job having more variety and thus requiring
more skills and talents will result in an employee feeling that they are doing more meaningful
work.
2. Task Identity:-This refers to the degree to which the tasks of the job are clearly identifiable, and
have a visible outcome.The theory states that if the employee understands what needs to be
done, understands when they are finished, and is able to see the outcome of what they achieved
at the end, then they will feel that they are doing meaningful work.
3. Task significance:-Refers to the degree to which the task has impact. Impact can mean a lot of
different things. It could mean that the task has impact within the organization. It could mean
that the task has impact to the bottom line or even to society as a whole.
4. Autonomy:-Autonomy is the degree of freedom an employee has to complete their work. It is
the degree to which the employee is free to choose how to go about doing specific tasks, and the
degree to which they can choose how to schedule their tasks.The Job Characteristics Theory
states that employees with more autonomy will have a greater sense of responsibility towards
the results of their work, and therefore do a better job.
5. Feedback : Refers to the degree to which the employee is kept informed about how well they are
doing in their role. The theory states that more feedback leads to increased knowledge for the
employee about the results of their works.

1.3 Relationship between Motivation and Organization behaviour

Motivation is important to managers because it leads to action and is one of the key elements of
performance. More importantly, a variable can be influenced, because motivation is not a stable state of
mind. Managers who can influence motivation can increase performance. We already understand that
motivation is very individual, and what motivates one worker will not necessarily motivate another.
When a manager adds workplace components, like job design and work environment, and
organizational components, such as company culture and workplace politics, it becomes even more
challenging to understand how to motivate an employee to produce. The organization should rely on
their employee and their decision. One of the main goals of organizational behavior is to revitalize
organizational theory and develop a better conceptualization of organizational life. As a multi-
disciplinary field, organizational behavior has been influenced by developments in a number of allied
disciplines including sociology, psychology, economics, and engineering as well as by the experience
of practitioners. One of the main goals of organizational behavior is to revitalize organizational theory
and develop a better conceptualization of organizational life. As a multi-disciplinary field,
organizational behavior has been influenced by developments in a number of allied disciplines
including sociology, psychology, economics, and engineering as well as by the experience of
practitioners.

Chapter 2: Conclusion
Motivation is the state of mind that pushes all human being to perform things with the highest spirit and
with positivity. The leader will have to ensure that every individual in the team and the organization is
motivated. The various motivation theories helps in understanding what will motivate people.
Motivation is a state-of-mind, filled with energy and enthusiasm, which drives a person to work in a
certain way to achieve desired goals. Motivation is a force which pushes a person to work with high
level of commitment and focus even if things are against him. Motivation translates into a certain kind
of human behaviour. It is the process that initiates, guides, and maintains goal-oriented behaviors. It is
what causes you to act, whether it is getting a glass of water to reduce thirst or reading a book to gain
knowledge.

Bibliography
(n.d.). Retrieved from www.knowledgehut.com: https://www.knowledgehut.com/tutorials/project-
management/motivation-theories
(n.d.). Retrieved from /www.encyclopedia.com:
https://www.encyclopedia.com/management/encyclopedias-almanacs-transcripts-and-maps/motivation-
and-motivation-theory
expertprogrammanagement.com. (n.d.). Retrieved from expertprogrammanagement.com:
https://expertprogrammanagement.com/2017/09/job-characteristics-model/