Motivation

Motivation:

Early Theories of Motivation:

Maslow’s Hierarchy of Needs Theory:

Maslow's Hierarchy of Needs theory, proposed by psychologist Abraham Maslow, is a motivational

theory that suggests individuals have a hierarchy of needs that they strive to fulfill. According to
Maslow, these needs can be categorized into five levels, with each level building upon the previous
one. The five levels, from the most basic to the highest, are:

Physiological Needs: Physiological needs are the most fundamental and essential needs for
survival, including food, water, shelter, clothing, and physical well-being. These needs must be
satisfied before an individual can move on to higher levels of the hierarchy.

Safety Needs: Safety needs refer to the desire for security, stability, and protection from physical
and emotional harm. This includes personal safety, financial security, health, and a sense of
stability and order in one's environment.

Love and Belongingness Needs: Love and belongingness needs involve the need for social
connections, relationships, love, and a sense of belonging. This includes the desire for friendships,
family, intimacy, and being part of a community or social group.

Esteem Needs: Esteem needs relate to the need for self-esteem and the recognition and respect
of others. This includes feelings of self-confidence, achievement, recognition, and a sense of
accomplishment. It encompasses both internal self-esteem (self-worth, self-respect) and external
esteem (reputation, status).

Self-Actualization Needs: Self-actualization needs represent the highest level of the hierarchy.
They involve the pursuit of personal growth, fulfillment, and reaching one's full potential. This
includes self-discovery, personal development, creativity, and realizing one's unique talents and
abilities.

McGregor’s Theory X & Y:

McGregor's X and Y Theory, proposed by social psychologist Douglas McGregor, describes two
contrasting views or assumptions about human nature and employee motivation in the workplace.
The theory suggests that these assumptions significantly influence management practices and
employee behavior.

Theory X: Theory X represents a traditional, pessimistic view of employees and their

motivations. It assumes that employees have an inherent dislike for work and will avoid it if
possible. Key assumptions of Theory X include:

 Employees are inherently lazy and seek to minimize effort.

 Employees lack ambition and prefer to be directed and controlled.
 Employees are primarily motivated by external factors such as punishment or rewards.
 Employees have little interest in taking responsibility or making important decisions.

Under Theory X, managers tend to adopt a controlling and authoritarian leadership style, closely
monitoring employees, and implementing strict rules and procedures to ensure compliance.
Theory Y: Theory Y represents a more optimistic and positive view of employees and their
motivations. It assumes that employees are intrinsically motivated and can find satisfaction and
fulfillment in their work. Key assumptions of Theory Y include:

 Employees have a natural inclination towards work and find it fulfilling.

 Employees are capable of self-direction and self-control.
 Employees are creative, capable of problem-solving, and seek opportunities for personal
growth.
 Employees can handle responsibility and can contribute to organizational goals.

Under Theory Y, managers adopt a participatory leadership style, empowering employees,

involving them in decision-making, and creating a supportive work environment that encourages
self-motivation and self-actualization.

Herzberg’ Two Factor Theory:

Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory or Dual-Factor

Theory, is a motivational theory developed by psychologist Frederick Herzberg. It suggests that
there are two sets of factors that influence employee satisfaction and motivation in the workplace:
hygiene factors and motivators.
Hygiene Factors: Hygiene factors are external or extrinsic factors that are related to the work
environment and job context. These factors are necessary for the prevention of dissatisfaction but
do not inherently lead to motivation or satisfaction when present. Hygiene factors include:

 Company policies and administration

 Supervision
 Interpersonal relationships
 Working conditions
 Salary and benefits
 Job security

Motivators: Motivators are internal or intrinsic factors that are directly related to the nature of
the work itself and have the potential to create job satisfaction and motivation. These factors are
aligned with individual needs for personal growth, achievement, and self-actualization. Motivators
include:

 Challenging work
 Achievement and recognition
 Responsibility and autonomy
 Advancement opportunities
 Personal and professional growth
 Sense of accomplishment
Three Needs Theory (David McClelland Theory):

McClelland’s Acquired Needs Motivation Theory says that humans have three types of emotional
needs: achievement, power and affiliation. Individuals can have any mix of these needs. Their
motivations and behaviors are shaped by the strength and blend of their specific needs.

Need for Achievement (nAch): This need refers to the desire for personal accomplishment, the
pursuit of challenging goals, and the need to receive recognition for one's achievements.
Individuals with a high need for achievement are typically driven to excel, take on challenging
tasks, and seek feedback on their performance. They often prefer situations where they can take
personal responsibility and have a sense of accomplishment.

Need for Affiliation (nAff): The need for affiliation pertains to the desire for positive
interpersonal relationships, social interaction, and a sense of belonging. Individuals with a high
need for affiliation value cooperation, teamwork, and harmonious relationships with others. They
thrive in environments that provide opportunities for collaboration and social support.

Need for Power (nPow): The need for power involves the desire to influence, control, or have
an impact on others and the environment. Individuals with a high need for power are motivated by
opportunities to lead, make decisions, and be in positions of authority or influence. They seek to
direct and guide others to achieve organizational or personal goals.

Oldham JCM:
The Job Characteristics Model is a theory that is based on the idea that a task in itself is the key to
the employee’s motivation. In short, a boring and monotonous job with negative stress is
disastrous to an employee’s motivation whereas a challenging, versatile job has a positive effect on
motivation.
The theory specifies five job characteristics that are predicted to benefit individuals’ psychological
state and job results. The theory also encompasses individual variables that may function as
moderators to represent the relationship between the job characteristics and outcome variables.

Rest is mentioned in diagram.