MOTIVATION

CONCEPTS
Is the result of the interaction
between an individual and a
situation.
MOTIVATION

 Is the process that accounts for an

individual’s intensity , direction and
persistence of effort toward attaining goal.

 Is a process that starts with a need that

activates a behavior or a drive that is aimed
at a goal or incentive.
 HIERARCHY OF NEED THEORY

Esteem needs: external factor- status, recognition and attention

internal factor- self-respect, autonomy and achievement
ALDERFER’S ERG THEORY

 E- Existence ( physiological + security need)

 R- Relatedness( social + external esteem
need).
 G- Growth ( internal esteem need + self
actualization need).
THEORY X AND THEORY Y
 Theory X, managers believe that employees
inherently dislike work and therefore be
directed or even coerced into performing it.
 Theory Y, managers assume that employee
can view work as natural as rest or play ,
therefore the average person can learn to
accept, and even seek responsibility.

Theory X assumes lower order need dominates

individual where as in Theory Y assumes
higher order need dominantes.
HERZBERG’S TWO FACTOR
THEORY
 Believing that an individual’s relation to
work is basic and that one’s attitude towards
work can very well determine success or
failure.
VIEW
 Traditional view
Satisfaction -------------Dissatisfaction
HERZBERG’S VIEW
Motivators
Satisfaction------------No satisfaction.
Hygiene Factors
No dissatisfaction------Dissatisfaction.
MC CLELLANDS THEORY OF
NEEDS
 N Ach-is the drive to excel.
 -doing better than competitors.
 -attaining or supervising a difficult goal.
 -solving a complex problem.
 -carrying out a challenging assignment
successfully.
 -set moderately challenging goals.
 NPow-need to make others behave in a way
in which they would not have behaved
otherwise.
 -controlling people and activities.
 -being in position of authority over others.
 -gaining control over resource and
information
 NAff-is the desire for friendly and close
interpersonal relationships.
 -being accepted as a part of a group or team.
 -working with people who are cooperative
and friendly.
 -maintaining harmonious relationship and
avoiding conflicts.
RESEARCH INSIGHTS
 Relying on extensive amount of research
prediction of the relationship between
achievement need and job performance.
 When jobs have a high degree of personal
responsibility and feedback ,an intermediate
degree of risk , high achievers are strongly
motivated.
 NAch does not necessarily make some one a
good manager especially in large organization .
High achievers are personally interested in how
well they do and do not influence others to do
well.
 NAff and NPow tend to be closely related to
managerial success, the best managers are
high in need for power and low in need for
affiliation.

High power motive may be a requirement for

Managerial effectiveness.
Have a Good day!