Motivation afety needs — The safety o logical needs of a , need. People generally. Person are fulfilled. Job security is one such Nante io contribut rally, Prefer Secured jobs. Similarly, every em; loyee that protect his i © fo provident fund, insurance and suich other schemes m S interests particularly in his old age wh h and eam. ag en he cannot work 3. Social needs ~ At this stage, a Person wants association, love and affection of particularly those with whom he mingles often. In the work place he may long for the association of the fellow. employees. In fact, it is for this reg ‘on that informal groups are formed within a formal organisation. Inthe living place he may desire to have the friendship of his neighbours. These days people live in flats and it is common to find an association in every apartment. These associations are formed by the owners to look after common amenities and for the sake of peaceful co-existence. friendship, companionship, 4. Esteem needs — These needs arise in view ofa person's desire to have his ego. satisfied. The satisfaction of these needs gives a person the feeling that he is above others. It gives a person self-respect, self-confidence, independence, status, recognition and reputation. Some people show preference for luxury cars, expensive jewels and so on not just because they can afford it but also due to the fact that possession of such goods satisfies their ego. 5. Self-actualisation needs — According to Maslow, a person, who reaches this stage, wants to achieve all that one is capable of achieving. In other words, a person wants to perform to his potentials. A professor may, for example, author books. A singer may compose music and so on. The desire to excel need not necessarily be in the field one is attached to, It can be in some other sphere also. For example, an actor or actress may excel in politics. Evaluation of Maslow's Theory The following are the key points of Maslow’s theory: 1. Human needs arise in a particular sequential order and not at random Safety needs are not important until the physiological needs are satisfied. Once anced is satisfied, it ceases to be a motivating factor, ‘There can be a limit to physiological and safety needs but not to soci alisation needs. aYN esteem and self-act The criticisms of Maslow's theory are given below: i. 1 0 rested by 1, The order of need may not always follow the sequence sugges Maslow. The esteci ‘and self-actualisation needs of a person may sometimes be satisfied better than his safety and social needs.tT 2 Maslow has given a classification of general human needs Father than thy specific job-related needs Diwarkers: ' 3. Maslow has not explained the relationship between the satisfa certain needs and its impact on productivity. 4. Itisnot correct to assume that certain higher order needs become di only after the preceding level needs have been fully satisfied, By splitting the human needs into different categories the theory Suggests i n be a piecemeal exercise which is not correct, tion of Ominang gor developed two theories on motivation that explain the Positive and negative qualities of individuals. He gave the theories the names *X" theory and ‘Y" theory. These theories have been discussed below: ‘X' Theory Theory is negative or pessimistic in approach. It is based on the following assumptions: 1. People, in general, dislike work. They shirk their duties and are basically lazy. 2 Most people are unambitious, They do not voluntarily accept any Tesponsibility. 3. Most people lack creativity. They show no preference for learning anything new. 4. Satisfaction of physiological and safet People. Workers in general are only botl and such other extrinsic factors, 5. While at work, an employee needs to be closely supervised and watched. Theory *X" does n making process. It ex managers, “Y' Theory Theory *Y’ is positive Or optimistic in its approach. Itis based on the following assumptions: ty needs alone is important for most thered about their salary, job security jot want managers to involve workers in the decision- Pects the workers to work as Per the directions of the 1. People are not averse to work. Given the workers would do the their other activities 1i Proper working conditions the he kind of enthusiasm they show for ke playing and cating. 2 Workers are ambitious and they do come forward to accept responsibility: 3. Workers do have the Potentials to b Positive outlook, it will certaii Creative ideas and skills. ¢ Creative. If the management has a inly encourage the workers to display theirMotivation 4, Itis not correct to assy ul ime that : Ete safety needs is im, only satisfaction ysiologi tohave theirego ee for Most workers, The ora ala! ha? Gh want tow c, s ted There are Workers with t many things ork to their maximum capabilitie peneadone potentials Workers nee: i as S 5. : ced not be directed and Closely su ‘ what is called self-direction’. Supervised. They are good in Distinction between Theory ‘x? and Theory ‘y* Theory ‘x? - Theory *y’ People, in general, have an 1. People lave to do their work inherent dislike for work. provided they are given the Proper environment. 2 Most people are not ambitious 2. With proper motivation, people and do not voluntarily accept can certainly be made to accept any responsibility, responsibility. 3. People, in general, lack 3, Ifthe management has a positive creativity. outlook, it can certainly encourage the workers to display their creative ideas and skills. 4. Workers do many things to satisfy their ego and also to 4, Satisfaction of physiological and safety needs alone is important. display their potentials. 5. Close supervision is 5. Workers are good at Necessary. self-direction. Evaluation of ‘X’ and ‘Y’ Theorics ns The two theories ‘X’ and ‘Y’ bring out the two extreme qualities ofa person. Theory ‘X’ talks about the negative qualities alone and Theory Y. talks oly about the positive aspects. Practically speaking, no peri Se ag 3 is ct strong and weak points. By too bad. Every person has his or her own s nd wi nts. B the right kind ofenvironment and with proper motivation any indiv idual can be made to perform well. William Ouchi’s ‘2’ Theory William Ouchi, a Japanese man Motivation. He gave the name ‘Z’ theo! theory are given below: ment expert developed a theory on y to it. The proposals of Ouchi in his ‘2’Organisational Behay; sranted to all employees in onde Fein loyment should be grat we ery 1. Lifetime emp! Mond between them and the enterprise. ettenchme, establish a ah ‘ot be resorted to even in times of adverse busines, of pie ier he sharcholders must be prepared to forego divideng, 2 oan rat efiployce promotion, Ouchi favours horizontal mobili st 2 ae " d of vertical mobility. In case of horizonta Mobility the mai wall not suffer from a fecling of stagnation due to doing the employ years. ; : Se de they must be made to work wr tii SUpetion, "on certain specific projects. Financial incentives would motivate 1, employees only in the short-run. ; 6 dects : ust be involved in the process of decision-making. 4. early on matters affecting their interests directly. Such 3, fnvolvement would induce them to work for the implementation of th. decisions with lot of enthusiasm. . 5. Within the enterprise employees must be frequently shifted from one job to another. This would make them understand the significance of each job. 6 There should be greater emphasis on co-operation and sharing of information and resources among the personnel in the organisation rather than on formal authority responsibility relationships. 7. The mutual relationships between the individuals in the organisation must be based on trust, openness and co-operation. 8. For the sake of satisfying multiple employee needs, the work environment must be made stable: Criticisms of ‘2’ Theory The following adverse remarks have been made against the ‘Z’ Theory: I. The theory is based on the Japanese management practices that are very much related to the culture of Japan. Such Practices may not be Successfully applied in other parts of the world, 2 The theory does not provide any informations to at what stage it may & applied in any organisation. 3. There is ta i . a ; ck of evidence to Confirm the practical utility of the theory: Herzberg’s two Factor Theory Herzberg classifi They are: (Hygiene Factors and (il) Motivational Earince ied the factors influencing human needs into two categoriesmotivation 11.12 According to Heraberg, . 4 3 do not actually moti their iabence lead to dissatisfaction, These facto iretinn Pelpon extrinsic factors OF “maintenance factors: They help to maintsig noo eS jevel of job Satisfaction amon 8 the employe maintain a reasonable ¢S. These are: () Company policies ang Administration Type of supervision (@ _Inter-personal relationships (wv) Working conditions (¥) Salary (vi) Job security and (vi) Status re known as hygiene factors as they influence the mental framework of the employees, Motivational Factors Work itself @ Achievement (@) Recognition (®) Advancement () Growth and (Ww) Responsibility Herzberg calls Upon managers to use motivational factors to induce the ‘Oyees to perform well, Criticisms of Herzberg’s Theory : \ The view of Herzberg that extrinsic factors such as salary, working ; Conditions etc., do not motivate employees has been criticised by many. 2 The critics also Pointed out that there is no guarantee that satisfied workers Would strive to increase productivity, ~ The terms ‘satisfaction’ and ‘dissatisfaction’ cannot be used as absolute ieasures. It is possible that an employee who is satisfied ee Of work may not be happy with another. For example, an a me na tel PPY with his job may feel dissatisfied when his wor Proper recog,Organis: 1113 nal Behaviou, McClelland's need Theory — McClelland developed a theory on motivation by identifying three nee4, that induce people to work. These are: @ Achievement need, (i) Affiliation need and (iii) Powernced. Let us now see each of these. Achievement need In any work place, only a few people will always have the desire to achieve, These few people, according to McClelland, exhibit the following characteristics 1, They set goals that are neither impossible nor too casy to attain. 2 These people are indifferent to rewards. They do not work for money of recognition. They feel satisfied when they solve a certain problem or achieve a certain goal. People with a desire for achievement always seek feedback information on their performance to assess themselves, 4. Further, these people will always be thinking of the task they have undertaken and the ways of accomplishing it successfully, Affiliation need People with affiliation need want to be in the company of others. It is for this reason that informal groups are formed within a formal organisation. The need for affiliation may be without any ulterior motive like financial help and such other obligations. ; Peopte with similar tastes, beliefs and values often come together to form informal groups. The members of the informal group may discuss not just persona! matters alone but may utilise their association to find solutions to some of their work-related problems, Power need Power may be defined as the Capacity of a person to influence others. Such? Capacity may accrue to a person by virtue of his Personality traits — his knowledge. skill, intelligence and so on. The official right ofa person may also give him the capacity to command or influence others, For example, in the work place, the manager has the official right to influence his subordinates. The official right 6 what is known as ‘authority’, . weMotivation Limitations ofthe ‘Need’ theory tu The following are some of the limitations of the need theory: 1. The theory does not sa fl workers. 'Y anything about what can be done to motivate 2. It fails to explain the rela productivity, 3. The theory has relevance only for those who have the desire for achtevement, affiliation or power. There may be many persons in an cresnisation who May just carry out the tasks assigned to them without aving any desire for achievement, affiliation or power. Vroom’s Expectancy Theory Vroom developed a theory on motivation called | ‘ dat the ‘expectancy the ". tried to explain motivation through the following eoncepter ee @ Valence, (i) Expectancy and ii) Instrumentality. According to Vroom’s theory, motivation is the sum of the product of valence, expectancy and instrumentality. That is, Motivation = Valence x Expectancy x Instrumentality Valence Valence refers to the strength of a person's desire for a particular outcome. For example, a salesman who desires a good amount of commission from his company has to naturally achieve a high sales target. The first outcome desired by the salesman, therefore, is target attainment that leads to the second outcome, namely, commission. Attainment of sales target thus acquires a positive valence by reason of its relationship with the salesman's commission. The salesman, therefore, will be motivated to attain the sales target because of the valence fora good amount of commission. Expectancy The extent to which a person believes that his effort will lead to the desired performance is what is called expectancy. In the above example, attainment of a high sales target requires greater efforts on the part of the salesman. However, if 8 person does not possess the necessary ability to accomplish a task, he will not be able to perform, even ifhe makes efforts. tionship between the level of motivation and Instrumentality : / The extent to which the first euler (etaneent otal tre ia ie ar example) will lead to the desired second outcht i iacraecliy Expectancy onthe other hand, is the relationship between efforts made and the first outcome.