Module III

Motivation:
 Maslow’s Hierarchy of Needs,
 Mc. Gregory’s theory X and Y,
 Herzberg’s motivation Hygiene theory,
 David Mc Cleland three needs theory,
 Victor Vroom’s expectancy theory of motivation.

Motivation; -
 Any activity initiated or sustained by anything is called motive.
 Motive is a psychological force within an individual that provides him in motion.
 Motive is responsible for each and every human action.
 It is essential to increase overall efficiency of human beings to improve performance
(Performance= Ability × Motivation) of an organization.
 While machines, processes, technology of high order can be made available to the individuals, but high
productivity can only be achieved if workers are highly skilled and adequately motivated.
 Motivation perhaps is a single most important factor of the study of organizational behaviour that
concerns each and every executive today.
 Motive is a strong need which has a certain degree of strength that propels a person to act for its
fulfilment.
 If the need or motive is not fulfilled a person remains restless and when fulfilled a person enjoys a
certain degree of satisfaction.
 Motive is a strong need which has a certain degree of strength that
propels a person to act for its fulfilment.
 Greater the motive, greater is the tension and higher the desire to fulfil.
 The motivation process progresses through a series of discrete steps.
Needs/motives are the starting point of motivation.
 An unsatisfied need creates tension that stimulates drives within the
individual. These drives generate a search behaviour to achieve particular
goals that will satisfy the need and lead to a reduction of tension.
 The action taken by the individual will lead to the reward/goal which
satisfies the need and reduces tension.
Tension can…
 Create new thinking around a brand.
 Inspire people to dig a little deeper.
 Get people to think more.
 Push people to take action.
 Get people to talk about what you’re doing to others.
 Initiate a story that gets people to share your content.
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While discussing about motivation; we need to understand three interrelated terms:
1.Motive,
2. Motivation, and
3. Motivators.

1. Motive – A motive is an inner state that

energizes, activates or moves and directs behavior towards goals. Motives arise out of the needs of
individuals. Realization of a motive causes restlessness in the individual which prompts some action to
reduce such restlessness.
Ex. – The need for food causes hunger an account of which a man searches for food. Some such motives are –
hunger, thrust, security, affiliation, need for comfort, recognition etc.
2. Motivation – Motivation is the process of stimulating people to action to accomplish desired goals.
Motivation depends upon satisfying needs of people.
3. Motivators – Motivator is the technique used to motivate people in an organization. Managers use diverse
motivators like pay, bonus, promotion, recognition, praise, responsibilities etc., in the organization to
influence people to contribute their best.

DEFINITION:
Robert Dubin has defined—” Motivation as something that moves the person to action and continues
him in the course of action already initiated.”
Dalton E. McFarland—” Motivation refers to the way in which urges, drives, desires, aspirations,
strivings or needs direct, control or explain the behaviour of human beings.”
“Motivation is a general inspirational process which gets the members of the team to pull their weight
effectively, to give their loyalty to the group. To carry out properly the tasks that they have accepted
and generally to play an effective part in the job that the group has undertaken”. – E.F.L. Brech
X
Nature of Motivation:
Motivation is mainly concerned with the directing of employees towards organisational objectives and
mission.
The nature of motivation is discussed as follows:
(i) Motivation is a Continuous Process:
As we have studied in economics, human wants are unlimited. Thus, new wants emerge when the
present wants are satisfied. Further, all the wants cannot be satisfied at the same time. Wants are to be
satisfied one after another continuously. Hence, motivation is also a continuous and an unending process.
(ii) Motivation is a Psychological Concept:

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Motivation is concerned with the psychological aspects of the human being. The level of satisfaction,
contentment, etc., by using the same reward/incentive varies from person to person. This is due to variations
in aspirations, attitudes, feelings and perceptions of the individuals. Thus, motivation is reaction of the
organs of the human body to the inducements/incentives offered.
(iii) The Entire Individual is Motivated:
Motivation is a psychological concept interacting with the total organs of an individual. Further, each
individual is an integrated and comprehensive system. The entire system of an individual reacts to the
motivation. Thus, the entire individual is motivated.
(iv) Frustrated Individual fails to be motivated:
Some individuals are frustrated despite the rewards due to the wide gap between his/her aspirations
and rewards. Some of the frustrated persons become mentally ill and these persons cannot be motivated.
(v) Goals Lead to Motivation:
Goals form a part of the motivational process. Goal achievement results in the satisfaction of want.
Goal fulfilment leads to reduction of drives and fulfils deficiencies. Thus, goal achievement ends the
motivation process.
(vi) The Self-Concept as a Unifying Force:
Self-concept is the life position of a person that he formulates about himself during his childhood. He thinks
himself in the same way during his lifetime until and unless a major change takes place in the rest of
the lifetime. Therefore, those who formulated a positive view about themselves during the childhood will be
motivated by themselves in the rest of the lifetime. And the vice versa is true in case of negative self-concept.
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Characteristics of motivation:
1. Motivation is an Internal Feeling:
Motivation points to energetic forces of individual that drive them to
behave in certain ways and to environmental focus that trigger these
drives.
2. Motivation Produces Goal Directed Behaviour:
Motivation has got a profound influence on human behaviour; it
harnesses human energy to organisational requirement. There is the
notion of goal orientation on the art of individual; their behaviour is
directed towards something.
3. Motivation Contains Systems Orientation:
It considers those enforce in the individuals and in their surrounding environments that feedback to
the individuals either to reinforce the intensity of their drive and the direction of this energy or to dissuade
them from their course of action and redirect their efforts.
4. Motivation Can Be Either Positive or Negative:
Positive motivation or the correct approach offers something precious to the person in the form of additional
pay, incentives, personal benefits, etc., for satisfactory performance. Negative motivation or sick approach
emphasises penalties while controlling performance.
5. Motivation Can Be Monitory or Non-Monitory:
Monitory may include increase in pay package, promotion, or any other incentive benefit. While non-
monitory benefit may include job enlargement, job enrichment, job rotation, recognition, etc.
6. Motivation Means Bargaining:

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Behaviour is what people do. Motivation is why they don’t. Barnard explained motivation in the form of
Inducements Contribution Theory. It focuses on workers and organisation endeavouring to find what pay-
outs (inducements) to workers in exchange for what degree of cooperation (contributions) from workers will
be satisfactory to both parties. The problem of motivation then becomes one of arriving at compensation to
workers that will cost them the output that is required.
7. Motivation is a Complete Process:
Five reasons can be provided in support of this statement:
(i) First, motive is a hypothetical construct. It cannot be seen. Often we observe individuals putting a great
deal of overtime. We cannot definitely state whether they are doing it because of additional income
they receive or simply because they enjoy their work.
(ii) Individuals may have a host of needs that are continuously changing, and sometimes, in conflict
with each other. As a result, it becomes exceedingly difficult to observe or measure motivation with certainty.
(iii) People satisfy their needs in many different ways. A salesman may work hard to earn money;
a second salesman may be inspired by his achievement motive and so on. By simply observing
salespersons in action, it is not easy to differentiate between these groups.
(iv) Promoting an employee to a new and more challenging task may intensify the drive to work harder in
anticipation of the next promotion. Thus, gratification of a particular need may gradually lead to an
increase in its intensity.
(v) Finally, goal- directed behaviour does not always lead to need satisfaction.
8. Motivation and Satisfaction Are Related but Not Synonymous Concepts:
Motivation is the drive to satisfy a want or goal. It is concerned with goal directed behaviour.
Satisfaction refers to the contentment experiences when a want is satisfied. The term satisfaction is used to
analyse out comes already experiences by an employee. Satisfaction is a consequence of rewards and
punishments associated with past experience.
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Motivation – Importance in Organization; -
1. Proper Utilisation of Resources:
Motivation makes people work hard. When performance becomes result oriented, it in turn, brings profit to
enterprise.
2. Reduction in Absenteeism and Turnover:
Due to an attractive wage structure, adequate financial and non-financial motivational schemes do help
prevent absenteeism to a great extent. This helps improve the labour turnover in the organisation.
3. Encouragement to Increase the Output:
Satisfied and happy workers put their best possible efforts to improve the production and profit.
4. Inducing the Sense of Belonging:
Existence of a good motivational system makes the employees feel that the management in all respects is
looking after them. So a sense of belongingness amongst the workers is inculcated. This results in merging
their interests with goals of the enterprise.
5. Promoting an Urge for Willingness to Work:
When we talk of willingness to work, you can assign a job to a worker but cannot force him do to execute it.
The accomplishment of a job is entirely dependent on the willingness of a worker. This willingness has
to come from within. Motivation infuses the desire in an employee to put his best, leading to
accomplishment of organisational goals.

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6. Establishing Good Work Relation:
Motivation through its two-pronged system (coin and kind) creates a desirable work relation between the
management and the workers. Such motivational plans benefit both the employee and the employer.
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Steps of Motivation Process; -
1. Identify Unsatisfied Needs and Motives.
2. Tension.
3. Action to satisfy needs and motives.
4. Goal accomplishment.
5. Feedback.
1. Identify Unsatisfied Needs and Motives
The first process of motivation involves unsatisfied needs and motives. Unsatisfied needs activated
by internal stimuli such as hunger and thirst.
They can also be activated by external stimuli such as advertisement and window display.
2. Tension
Unsatisfied needs to create tension in the individual. Such tension can be physical,
psychological, and sociological. In this situation, people try to develop objects that will satisfy their needs.
3. Action to satisfy needs and motives
Such tension creates a strong internal stimulus that calls for action. The individual engages in
activities to satisfy needs and motives for tension reduction.
For this purpose, alternatives are searches and choice are made, the action can be hard work
for earning more money.
4. Goal accomplishment
Action to satisfy needs and motives accomplishes goals. It can be achieved through reward and
punishment. When actions are carried out as per the tensions, then people are rewarded others are punished.
Ultimately goals are accomplished.
5. Feedback
Feedback provides information for revision or improvement or modification of needs as needed.
Depending on how well the goal is accomplished their needs and motives are modified.
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Motivation- Determinants:
Individual, Organisation and Environment
(i) The Individual:
Human needs are both numerous and complex. Some of these needs cannot be described and
identified, because people hide their real needs under the cover of socially accepted behaviour.
Further, each person is different, and a variety of items may prove to be motivating depending upon
the needs of the individual, the situation the individual is in, and what rewards the individual expects
for the work done. It is the duty of the manager to match individual needs and expectations to the type
of rewards available in the job setting.
(ii) The Organization:

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 The climate in the organisation must be conducive to human performance. Climate plays an
important part in determining worker’s motivation. The climate in an organisation is determined by a
number of variables such as its leadership style, autonomy enjoyed by members, growth prospects,
emotional support from members, reward structure, etc.
(iii) The Environment:
A worker does not live in two separate worlds, one inside the factory and the other outside it.
The troubles and pleasures of off-the-job life cannot be put aside when reporting for work in the morning, nor can
factory matters be dropped when returning home after work. On-the-job experiences and off-the-job
experiences are inextricably interwoven and cannot be separated into water-tight compartments.
Culture, norms, customs, images and attributes accorded by society to particular jobs, professions
and occupations and the worker’s home life—all play a strong motivational role. An individual may
prefer to do the job of an officer (because it has social status and gives lot of power) rather than serve as a
college teacher (powerless position). In other words, factors such as social status and social acceptance
play an important role in shaping the motivations of people.
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Motivation affects behavior:
Motivation influences behavior by:
Energizing: It provides the energy and enthusiasm needed to initiate and maintain actions.
Directing: It guides behavior toward specific goals or desired outcomes.
Sustaining: It helps individuals persist in their efforts to achieve those goals despite obstacles or challenges.
In essence, motivation is the driving force that determines why and how individuals act, pursue
goals, and make choices in their lives.
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Motive Vs needs:

Motive
A motive is an internal psychological state or
driving force that prompts an individual to
engage in a specific behavior or activity. It
represents the underlying reason or purpose
behind an action.
Motives are often more specific and can vary
widely from person to person. They are
influenced by personal desires, goals, interests,
and values.
The motive for studying late at night might be
to achieve a good grade on an upcoming exam,
driven by a desire for academic success.
Needs
Needs are fundamental physiological or
psychological requirements that must be met for
an individual's well-being and survival. They
are inherent and essential for human
functioning and are not specific to any
particular behavior.
Needs are more general and universal. They
include basic necessities such as food, water,
shelter (physiological needs), as well as
psychological needs like belongingness, self-
esteem, and self-actualization.
The need for food is a basic physiological
need that drives individuals to eat. The need for
social belongingness drives people to form
relationships
and seek social interactions.

Motives are more specific and goal-oriented, representing the reasons behind particular actions or
behaviors. Needs, on the other hand, are broader and fundamental, representing the basic requirements for
human well-being and functioning. Motives often arise from the pursuit of fulfilling needs, as
individuals seek to satisfy their inherent requirements through specific behaviors or actions.

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 Types of Motivation:
Based on the different factors and the kind of impact it has on a person, there are different types of mo
Intrinsic:
This type comes from within a person to do a task or achieve a particular goal. It is a feeling of being s

Extrinsic:
This type drives an individual due to external forces or parameters. Some other person or
organization motivates the individual to work hard to achieve certain goals or tasks. Extrinsic motivation is
driven by motives like financial bonus, rewards, appreciation, promotion, punishment, demotion etc.
Positive Motivation or Pull-Mechanism:
People are said to be motivated positively when they are shown a reward and the way to achieve it.
Such reward may be financial or non-financial. Monetary motivation may include different incentives,
wage plans, productive bonus schemes, etc. Non-monetary motivation may include praise for the work,
participation in management, social recognition, etc.
Monetary incentives provide the worker a better standard of life while non-monetary incentives
satisfy the ego of a man. Positive motivation seeks to create an optimistic atmosphere in the enterprise.
Positive motivation involves identifying employee potentialities and make him realise the possible result by
achieving his potentialities. Positive motivation can be referred as ‘Anjneya type of motivation’ in
Ramayana.
Negative Motivation or Push-Mechanism:
One can get the desired work done by installing a fear complex in the minds of people. In this
method of motivation, fear of consequences of doing something or not doing something keeps the worker in
the desired direction. This method has got several limitations. Fear creates frustration, a hostile state of
mind and an unfavourable attitude towards the job which hinders efficiency and productivity. So the use of
it should be kept to its minimum and should be practiced discretely.

Motivation – Applications:
It has been established that motivation is well applicable to the work environment.
Application # 1. Job Design:
 Job design is defined as the process of deciding on the content of a job in terms of its duties and
responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems
and procedures and on the relationships that should exist between the jobholder and his superiors,
subordinates and colleagues.
 Two important goals of job design are-
(i) to meet the organisational requirements such as higher productivity, operational efficiency,
quality of product/service, etc. and
(ii) to satisfy the needs of the individual employees like interests, challenge, achievement or
accomplishment, etc.
Finally, the goal of the job design is to integrate the needs of the individual with the organisational
requirements.

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Application # 2. Management by Objectives (MBO):
According to George S. Ordiorne, “Management By
Objectives can be described as a process whereby the
superior and subordinate managers of an organisation
jointly identify their common goals, define each
individual’s major areas of responsibility in terms of
results expected of him and use these measures as guides
for operating the unit and assessing the contribution of
each of its members.”

1. In the first step, MBO emphasizes on goals that are

measurable, tangible and achievable keeping the
organizational mission in mind.
2. The second step is to set and align these objectives with
the employees.
3. In the third step, the employees are allowed plan their
own objectives.
4. In the fourth step, the progress of the employees is monitored.
5. The fifth step is to evaluate and reward employees. Honest feedback is given and also new strategies for
goals not achieved are established.

Application # 3. Sound Salary Administration:

Management has to formulate and administer the salary policies on sound lines as:
1. Most of the employees’ satisfaction and work performance are based on pay.
2. Internal inequalities in pay are more serious to certain employees.
3. Employees compare their pay with that of others.
4. Employees act only on gross external inequities.
5. Employee comparisons of pay are uninfluenced by levels of aspirations and pay history; and
6. Employees compare the pay of different employees with their skill, knowledge, performance, etc.

Application # 4. Employee Participation Programmes:

The concept of workers’ participation in management crystallises the concept of Industrial
Democracy and indicates an attempt on the part of an employer to build his employees into a team
which works towards the realisation of a common objective.
According to Davis, “it is a mental and emotional involvement of a person in a group situation
which encourages him to contribute to goals and share responsibilities in them.”

Application # 5. Group Interaction:

A group is defined as two or more individuals, interacting with and interdependent on each
other, which come together to achieve particular objectives- groups may be formal or informal. Formal
groups are

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defined and formed by organisational structure with clear-cut assignment, responsibility,
accountability rules and norms.
Informal groups are the natural formations in the work environment and form in response to
the need for social contact. Thus, these groups are not structured and determined by the organisation. These
groups satisfy the social needs of their members. The important aspects of group interaction are group
goals, participation, leadership norms and cohesiveness.

Application # 6. Quality Circle:

A quality circle has been defined as a ‘self-governing group of workers with or without their
supervisors who voluntarily meet regularly to identify, analyse and solve problems of their work field’. But
there is a misconception that quality circle and taskforce are one and the same, quality circle is not a
taskforce, and the former is broader than the latter.
A taskforce is a group of most skilled employees selected and appointed by the management,
engaged in various functions, with an orientation to problem-solving. The QC is a voluntary association of
workers engaged in similar work with an orientation of human relations. QCs are formed to attain specific
objectives.

Application # 7. Quality of Work-Life:

Employees at the grass roots level experience a sense of frustration because of low level of wages, poor
working conditions, unfavourable terms of employment inhuman treatment by their superiors and the like,
whereas managerial personnel feel frustrated because of alienation over their conditions of employment,
interpersonal conflicts, role conflicts, job pressures, lack of freedom in work, absence of challenging work,
etc.
THEORIES OF MOTIVATION: $
1. Maslow’s Hierarchy of Needs,
2. Mc. Gregory’s theory X and Y,
3. Herzberg’s motivation Hygiene theory,
4. David Mc Cleland three needs theory,
5. Victor Vroom’s expectancy theory of motivation.

1. Maslow’s Motivational Theory:

Maslow's Hierarchy of Needs is typically represented as a pyramid with five levels, from the
most basic physiological needs at the bottom to the highest-level needs at the top. According
to this theory, individuals are motivated
by fulfilling these needs in a hierarchical
fashion:

Physiological Needs: These are the most basic needs for

survival, such as food, water, shelter, and sleep. These
needs must be satisfied before an individual can move up
the hierarchy.

Safety Needs: Once physiological needs are met, people

seek safety and security. This includes physical safety,
financial stability, and protection from harm.

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Belongingness and Love Needs: After safety
needs are met, individuals seek love,
affection, and a sense of belonging. This
involves forming meaningful relationships
with friends and family.

Esteem Needs: Esteem needs involve gaining

self-respect and the respect of others. This
includes achieving personal goals, receiving
recognition, and feeling accomplished.

Self-Actualization: At the top of the hierarchy is self-actualization, where individuals strive to realize their
full potential, engage in personal growth, and pursue their passions and talents.

Maslow's theory suggests that as lower-level needs are satisfied, individuals are motivated to pursue
higher-level needs. Once a need is reasonably satisfied, it no longer serves as a significant motivator, and
attention shifts to the next higher-level need.

It's important to note that not everyone progresses through these stages in the same way or at the
same pace, and some individuals may prioritize certain needs over others. Additionally, Maslow's
Hierarchy of Needs has been critiqued and debated within the field of psychology, with some researchers
arguing that it oversimplifies human motivation, and that motivation is more complex and dynamic
than the hierarchy suggests. Nevertheless, it remains a valuable framework for understanding the basic
drivers of human behavior and motivation.

Assumptions considered to devise the hierarchy of needs included the following:

1. Humans have needs, want and desires which can be influenced by their own behaviour. The factors
which are not satisfied act as a motivator for influencing human behaviour.
2. Human needs are multiple, but they can be arranged in an ascending order in terms of their
importance from the lowest to the highest. After the lowest level of needs is satisfied, the needs at the
highest level may occur.
3. Higher the level of needs to be satisfied greater is the extent of motivation. This implies an individual
will be most motivated to achieve self-actualisation needs but needs to initially tackle all needs below it to
achieve most satisfaction.
4. The gradual progress in satisfying needs across the hierarchy improves the psychological health and
develops a sense of individuality and humanity.
5. Different people will have different priorities.
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2. Mc. Gregory’s theory X and Y:

McGregor's Theory X and Theory Y are two contrasting approaches to

understanding and managing employee motivation and behavior in the
workplace.

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Theory X:
Assumption: Theory X assumes that most people inherently dislike work and will avoid it if possible. It
implies that employees are generally lazy, lack ambition, dislike responsibility, and need to be closely
controlled, directed, or even coerced to meet organizational goals.
Management Style: In a Theory X management approach, managers tend to be authoritarian and use a
more traditional, top-down style of management. They believe in strict supervision, detailed instructions,
and a punitive approach to discipline.
Outcomes: Under Theory X, employees may become disengaged, lack creativity, and only work to avoid
negative consequences like reprimands or job loss. This can lead to a less productive and less
satisfying work environment.

Theory Y:

Assumption: Theory Y assumes that work is natural and can be enjoyable. It posits that employees are not
inherently lazy but can be self-motivated, responsible, and creative when they find their work meaningful
and fulfilling.
Management Style: In a Theory Y management approach, managers adopt a participative and empowering
style. They believe in giving employees autonomy, fostering a positive work environment, and encouraging
employees to contribute ideas and take on responsibilities.
Outcomes: Theory Y managers anticipate that employees will be more engaged, innovative, and committed
when treated with trust and respect. This can lead to a more productive and satisfying work
environment where employees willingly contribute to organizational success.

In reality, individuals may display characteristics of both Theory X and Theory Y depending on
various factors, including their job, organization, and personal motivations. Additionally, McGregor
believed that the way employees are treated and managed can influence their behavior and align more with
Theory X or Theory Y assumptions.

Managers and organizations that align with Theory Y principles tend to focus on creating a
supportive and empowering work culture that encourages employee growth and engagement. This can result
in higher job satisfaction and productivity compared to a more controlling Theory X approach.

Theory Y Improvement Over Traditional View:

Theory Y represents an improvement over the traditional view that employees can be primarily
motivated by money for several reasons:

Recognition of Intrinsic Motivation: Theory Y recognizes that employees are not solely motivated by
external rewards. It acknowledges the importance of intrinsic motivation, where individuals find
satisfaction and fulfillment in the work itself, personal growth, and meaningful contributions.

Empowerment and Autonomy: Theory Y encourages a more empowering management style that
values employee input, encourages autonomy, and fosters a sense of ownership. This can lead to increased
job satisfaction and creativity.

Long-Term Perspective: While monetary rewards are important, they may offer only short-term
motivation. Theory Y takes a longer-term view by emphasizing factors that contribute to sustained
motivation and job satisfaction.

Adaptation to Changing Work Environments: In today's knowledge-based and dynamic work

environments, employees often require more than just financial incentives. Theory Y aligns better with the
needs of a modern workforce.

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 Theory Y recognizes the complexity of human motivation and offers a more holistic and
effective approach to managing and motivating employees by addressing their intrinsic needs, autonomy,
and sense of purpose in addition to monetary rewards.
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3. HERZBERG’S Motivation —Hygiene Theory (Two factor theory)

Frederick Herzberg a well-known management theorist developed a specific content theory

of work motivation; developed his theory by interviewing 200 accountants and engineers
employed by firms in and around Pitsburg in the 1950s.

Herzberg’s two-factor theory of motivation is based on two types of factors. These factors are
satisfiers (motivational) and dissatisfy (maintenance or hygiene).
The purpose of his study was to find out what people
want, and what motivates them. He asked them to recall
occasions when they had been satisfied and motivated and
occasions when they had been dissatisfied and unmotivated.
When people are asked why they are satisfied, they
may attribute the causes of satisfaction to themselves,
whereas when explaining what dissatisfies them, they may
blame the situation. The classification of the factors as
hygiene or motivator is not that simple either.
For example, the theory views pay as a hygiene factor.
However, pay may have symbolic value by showing employees
that they are being recognized for their contributions as well
as communicating that they are advancing within the company.
Similarly, the quality of supervision or the types of relationships employees form with their
supervisors may determine whether they are assigned interesting work, whether they are recognized for their
potential, and whether they take on more responsibilities.
Despite its limitations, the theory can be a valuable aid to managers because it points out that
improving the environment in which the job is performed goes only so far in motivating employees.
Undoubtedly, contextual factors matter because their absence causes dissatisfaction. However, solely
focusing on hygiene factors will not be enough, and managers should also enrich jobs by giving employees
opportunities for challenging work, greater responsibilities, advancement opportunities, and a job in which
their subordinates can feel successful.
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HERZBERG’S Motivating factors:
Achievement: A job must give an employee a sense of achievement. This will provide a proud feeling of
having done something difficult but worthwhile.
Recognition: A job must provide an employee with praise and recognition of their successes. This recognition
should come from both their superiors and their peers.
The work itself: The job itself must be interesting, varied, and provide enough of a challenge to keep
employees motivated.
Responsibility: Employees should “own” their work. They should hold themselves responsible for this
completion and not feel as though they are being micromanaged.

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Advancement: Promotion opportunities should exist for the employee.
Growth: The job should give employees the opportunity to learn new skills. This can happen either on the job
or through more formal training.

HERZBERG’S Hygiene factors:

Hygiene factors include elements related to the work environment and conditions, but they are considered
basic or minimum requirements rather than motivators.

hygiene factors in Herzberg's theory are referred to as demotivators because their presence alone does not
motivate employees, but their absence can lead to job dissatisfaction. They are necessary to create a neutral,
non-dissatisfying work environment, but they do not contribute to genuine job satisfaction or increased
motivation.

Hygiene factors are more about maintaining a baseline level of employee contentment. Their presence
maintains a neutral or non-dissatisfying state. When they are insufficient, employees become dissatisfied.

Company policies: These should be fair and clear to every employee. They must also be equivalent to those of
competitors.
Supervision: Supervision must be fair and appropriate. The employee should be given as much autonomy as
is reasonable.
Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and appropriate
relationship should exist between peers, superiors, and subordinates.
Work conditions: Equipment and the working environment should be safe, fit for purpose, and hygienic.
Salary: The pay structure should be fair and reasonable. It should also be competitive with other
organizations in the same industry.
Status: The organization should maintain the status of all employees within the organization. Performing
meaningful work can provide a sense of status.
Security: It is important that employees feel that their job is secure, and they are not under the constant
threat of being laid-off.
x
4. David Mc Cleland three needs theory,

McClelland's Acquired Needs Theory suggests that these three needs (need for achievement,
need for affiliation, and need for power) are not inherent or fixed traits but can be developed or
strengthened through life experiences and socialization.

Need-I:
Need for Achievement (nAch)
People with a high need for Achievement (nAch) seek to excel and thus tend
to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations
because the easily attained success is not a genuine achievement. In high-risk
projects, achievers need see the outcome as one of chance rather than one’s own effort.
High nAch individuals prefer work that has a moderate probability of success,
ideally a 50% chance.

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Need-II:
Need for Power (nPow)
A person’s need for power (nPow) can be one of two types- personal and
institutional. Those who need personal power want to direct others, and this need
often is perceived as undesirable. Persons who need institutional power want to
organize the efforts of others to further the goals of the organization. Managers
with a high need for institutional power tend to be more effective than those with a
high need for personal power.

Need-III:
Need for affiliation (nAff)
Those with a high need for affiliation (nAff) need harmonious
relationships with other people and need to feel accepted by other people. They tend
to conform to the norms of their work group. High nAff individuals prefer work
that provides significant personal interaction. They perform well in customer
service and client interaction situations.

McClelland's research suggested that individuals may have different combinations of these needs,
and these needs can change over time. Understanding an individual's dominant need(s) can be valuable in
various contexts, such as leadership development and employee motivation.

5. Vroom's expectancy theory

Assumes that behaviour results from conscious choices among alternatives whose
purpose is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman
Porter, Victor Vroom suggested that the relationship between people's behaviour at work and
their goals was not as simple as was first imagined by other scientists. Vroom realized that an
employee's performance is based on individuals’ factors such as personality, skills, knowledge,
experience and abilities.
The theory suggests that although individuals may have different sets of goals, they can be motivated
if they believe that:
 There is a positive correlation between efforts and performance,
 Favorable performance will result in a desirable reward,
 The reward will satisfy an important need,
 The desire to satisfy the need is strong enough to make the effort worthwhile.

The theory is based upon the following beliefs:

Expectancy
Employees have different expectations and levels of confidence about what they are capable of doing.
Management must discover what resources, training, or supervision employees need.
Instrumentality

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 The perception of employees as to whether they will actually get what they desire even if it has been
promised by a manager. Management must ensure that promises of rewards are fulfilled and that
employees are aware of that.
The motivational relationship may be expressed in the form of formula:

Motivation = V x E x I

where V= Valence, E= Expectancy, I= Instrumentality

Valence
Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth
of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic
[satisfaction] rewards). Management must discover what employees value.
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact
psychologically to create a motivational force such that the employee acts in ways that bring pleasure and
avoid pain.
x
Maslow’s Hierarchy of Needs vs Mc. Gregory’s theory X and Y:

While both Theory X and Theory Y and Maslow's Hierarchy of Needs address human motivation,
they differ in several ways:

Nature of Motivation:
Theory X and Theory Y focus on the nature of people in the workplace and how they are managed.
Maslow's Hierarchy of Needs is a broader theory that explains the hierarchy of human needs, including
physiological, safety, belongingness, esteem, and self-actualization needs.

Management Approach:
Theory X and Theory Y provide guidelines for managerial behavior and how to approach employee
motivation and management style.
Maslow's model is more focused on understanding the psychological needs that drive individual behavior.

Scope:
Theory X and Theory Y specifically address workplace behavior and management.
Maslow's Hierarchy of Needs is a more general psychological theory that can be applied to various aspects of
life, not just work.

Motivational Factors:
Theory X and Theory Y emphasize external and internal factors that influence employee motivation.
Maslow's model focuses on a hierarchical progression of intrinsic needs, starting with physiological needs
and culminating in self-actualization.

Theory X and Theory Y are theories of management and motivation, while Maslow's Hierarchy of
Needs is a broader theory of human motivation that encompasses various aspects of life. Theory X and
Theory Y provide specific guidelines for managing employees, whereas Maslow's model offers a framework
for understanding the hierarchy of human needs.
x

If needs are not satisfied:

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 When a person is not able to satisfy their needs, it can have various psychological and
emotional consequences. These effects can differ depending on the specific need that remains
unfulfilled.

Example:

Situation: Imagine a person named Sarah who has recently moved to a new city for a job. She
is away from her family and old friends and hasn't had the opportunity to build new social
connections.

Consequence of Unsatisfied Need:

Loneliness: One of the immediate consequences for Sarah is loneliness. The lack of social
interaction and companionship can lead to feelings of isolation and sadness.

Decreased Mental Well-being: Over time, Sarah may experience a decline in her mental well-being.
Prolonged loneliness can lead to stress, anxiety, and even depression.

Reduced Motivation and Productivity: Unsatisfied social needs can impact Sarah's motivation
and productivity at work. She may struggle to focus and perform well because her emotional state
is affected by her unmet need for social belongingness.

Physical Health Implications: Persistent loneliness and adverse physical health problems.

Impact on Relationships: Her unfulfilled need for social interaction can also strain her existing
relationships.

In this example, an unsatisfied need for social belongingness has a cascading effect on
various aspects of Sarah's life, including her mental and physical well-being, motivation,
and interpersonal relationships. It illustrates how unmet needs can lead to negative emotions
and behaviors.

It's important to recognize that individuals may respond differently to unmet needs, and the
consequences can vary based on the specific need and the person's resilience and coping strategies.
Addressing unmet needs and seeking social support or professional help when necessary is
essential for maintaining overall well-being.

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