Motivation

MEANING
 Derived from the word ‘Motive’.

 Itmeans urge, need, want or desire that induces a

person to work.

 Motivation is the process of inducing and

instigating the subordinates to put into their best.
 DEFINITION
 Motivation means a process of stimulating
people to action to accomplish desired goals.
- W.G. Scott
 Something that moves the person to action and
continues him in the course of action already
initiated.
- Robert Dubin
 Motivation is the process of attempting to
influence others to do your will through of gain
or reward.
- Edwin B.Flippo
NATURE & CHARACTERISTICS
 Motivation is a psychological concept
- It has something to do with the psychology of the
employees
 Motivation is always total and not a piece meal

- It means that the person cannot be motivated in

installments.
 Motivation may be financial or non-financial

- It means motivated through financial or non-

financial incentives.
 Motivation may be positive as well as negative

- Motivation should always be positive and even it

may be negative also.
 NATURE & CHARACTERISTICS
 Motivation is a continuous process
- It is an unending process and its not a time-bound
process.
 IMPORTANCE OF MOTIVATION
 Inducement of employees
- Induce an employee to contribute to his maximum
capabilities.
 Higher Efficiency
- Well motivated employees will leads to optimum
output and lower cost of production.
 Optimum use of resources
- Motivated employees do not shirk their duties.
 Avoidance of loss due to mishandling & breakage
- Properly motivated employees are careful in their
work.
 No complaints & grievances
- Well motivated employees will not make
unnecessary complaints about anyone or anything.
 IMPORTANCE OF MOTIVATION
 No complaints & grievances
- Well motivated employees will not make
unnecessary complaints about anyone or anything.
 Better human relations

- Proper motivation leads to better inter-personal

relationships.
 Avoidance of strikes and lock-outs

- If the employees were properly satisfied they

wont indulge in any strikes or lock-outs.
 Reduction in labour turnover

- Motivation helps the management to reduce

labour turnover.
 PROCESS OF MOTIVATION
 Recognition of an unfilled need
- The immediate need of a new recruit is to learn
the job well and thereafter he may think of job security.
 Finding the way out
- Once the various needs of a person has been
identified, the next step is to find the way by which it can
be fulfilled.
 Fulfillment of the Need
- Fulfillment of depends mainly on the credentials
and performance of the employee.
 Discovery of New Need
- When one need is fulfilled, another will appear in
its place.
 THEORIES OF MOTIVATION
 Maslow’s Need Hierarchy Theory

 McGregor’s ‘X’ & ‘Y’ Theories

 William Ouchi’s ‘Z’ Theory

 Herzberg’s Two-factor Theory

 McClelland’s Need Theory

 Vroom’s Expectancy Theory

 MASLOW’S NEED HIERARCHY THEORY
 Developed by a psychologist , Abraham H. Maslow.

 He classified human needs into five categories

- Physiological Needs
- Safety Needs
- Social Needs
- Esteem Needs
- Self-actualization needs
 Physiological
Needs

Safety Needs

Social Needs

Esteem Needs

Self-actualisation needs
 MASLOW’S NEED HIERARCHY THEORY
 Physiological Needs
- Basic needs of a person must be fulfilled.
 Safety Needs
- It emerges once the basic needs are fulfilled.
- It includes Job Security.
 Social Needs
- It includes friendship, companionship, association,
love and affection.
 Esteem Needs
- It includes person’s desire to have his ego satisfied.
 Self-actualisation Needs
- Wants to achieve all that one is capable of achieving.
 MCGREGOR’S ‘X’ & ‘Y’ THEORIES
 Developed by Douglas McGregor.

 This theory explains the positive and negative qualities

of individuals.

 He gave the theories as

 ‘X’ theory – Negative approach
 ‘Y’ theory – Positive approach
 X - THEORY
 People in general, dislike work. They shirk their duties
and are basically lazy.
 Most people are unambitious. They do not voluntarily
accept any responsibility.
 Most people lack creativity. They show no preference for
learning anything new.
 Satisfaction of physiological and safety needs alone is
the important for most people.
 While at work ,an employee needs to be closely
supervised and watched.
 Y - THEORY
 People are not adverse to work.
 Workers are ambitious and they do come forward to
accept responsibility.
 Workers do have the potentials to be creative.

 It is not correct to assume that only satisfaction of

physiological and safety needs is important for most
workers.
 Workers need not be directed and closely supervised.
 THEORY X VS THEORY Y
 People have an inherent  People love to do their
dislike for work. work.
 Most people are not  With proper motivation,
ambitious and do not people can be made to
voluntarily accept any accept responsibility.
responsibility.  If the management has
 People, in general , lack a positive outlook, it can
creativity. encourage the workers
 Satisfaction of to display their creative
physiological and safety ideas and skills.
needs alone is  Workers do many things
important. to satisfy their ego and
 Close supervision is also to display their
necessary. potentials.
 Workers are good at
self-direction.
 WILLIAM OUCHI’S ‘Z’ THEORY
 Developed by Japanese management expert William
Ouchi
Z theory
- Provide lifetime employment.
- Provide horizontal mobility of employees instead of
vertical mobility.
- Make them to work with the superior on certain projects.
- Make them to involve in decision making process.
- Shifting from one job to another job.
- Good co-operation, sharing information & resources
among the personnel in organization.
- Create mutual relational between the individuals.
- The work environment must be kept stable.
HERZBERG’S TWO-FACTOR THEORY
 He classified the factors influencing human needs into
two categories.

Hygiene Factors
Motivational Factors
 Hygiene Factors
 Also called extrinsic factors or maintenance factors.
 Not actually motivate a person but their absence will lead
to dissatisfaction.
 Help to maintain a reasonable level of job satisfaction
among the employees.
 It includes
- Company Policies and Administration
- Type of supervision
- Interpersonal Relationship
- Working Condition
- Salary
- Job Security
- Status
 Motivational Factors
 Also called intrinsic factors.
 Motivate the employees but their absence will not lead to
dissatisfaction.
 It includes

- Work itself
- Achievement
- Recognition
- Advancement
- Growth
- Responsibility
 MCCLELLAND’S NEED THEORY
 Developed by McClelland
 He identifies the three needs that induce people to work

 It include

- Achievement Need
- Affiliation Need
- Power Need
 Achievement Need:-
 Set goals that are neither impossible nor too easy to attain..
 Feel satisfied by solving a problem or by achievement of goal.

 They will assess their performance themselves through

feedback.
 Doing the task in a successful manner.
MCCLELLAND’S NEED THEORY
 Affiliation Need
- People with affiliation need want to be in
the company of others.
- People will form informal groups inside
the organisation.
 Power Need

- It is the capacity of a person to influence

others.
 VROOM’S EXPECTANCY THEORY
 Developed by Vroom
 He explains in three concepts

 Valence
 Expectancy

 Instrument ability
 VROOM’S EXPECTANCY THEORY

 Valence:
- Refers to the strength of a particular person desire
for a particular output.
 Expectancy:

- It is a belief of a person that his effort will

lead to the desired performance.
 Instrumentality:

- It is which the first outcome will lead to the

desired second outcome.
Thank You