MOTIVATION

101
Herzberg and McClelland theory of motivation
 INTRODUCTION TO
MOTIVATION
Motivation refers to the internal or external factors that drive an individual to take action, put in effort, and persist in their efforts to
achieve a goal or meet a need. In the context of the workplace, motivation is the force that encourages employees to work towards the
organization's objectives and perform their tasks effectively. It can be influenced by a variety of factors, including personal goals, job
satisfaction, recognition, rewards, and the work environment.

motivation plays a crucial role in the workplace as it leads to increased productivity, job satisfaction, and overall performance. It not only
benefits individual employees but also contributes to the success and competitiveness of the organization as a whole.
 FREDERICK HERZBERG'S
TWO-FACTOR THEORY
Herzberg's background involved studying what makes people unhappy and happy at
work. He found that there are basic things that prevent unhappiness (hygiene factors)
and other things that actually create happiness and motivation (motivational factors)
in the workplace. This theory has had a big impact on how companies think about
keeping their employees happy and motivated on the job.
 THE TWO-FACTOR
Hygiene Factors THEORY examples of H.F.
These factors are essential • Salary and compensation
for preventing job • Job security
dissatisfaction but do not • Working conditions
typically lead to high levels • Company policies and
of job satisfaction when rules
improved. Instead, their • Quality of supervision
absence or inadequacy can
• Relationships with
cause discontent.
coworkers
• Status and job title
Eg.goog
le
 MOTIVATIONAL
Mission FACTORS • These factors directly contribute to job satisfaction
and motivation. When present and fulfilled, they lead
to higher job satisfaction and increased performance.

Examples of motivational factors include:

• Achievement
• Recognition for accomplishments
Vision
• Challenging and meaningful work
• Responsibility and autonomy
• Opportunities for growth and advancement
• Recognition and appreciation
01
MCCLELLAND’S THEORY OF
NEEDS
3 Needs
• Need for Achievement: Desire to
do better solve problems or
master complex problem
• Need for Power: Desire to control
other and influence their behavior
• Need for Affiliation: Desire for
friendly and warm relationship
with others
THE NEED FOR ACHIEVEMENT,
AFFILIATION, AND POWER

Need for Achievement (nAchievement):

• This need represents a person's desire to excel, achieve, and accomplish challenging goals. Individuals with a high need
for achievement are motivated by the pursuit of personal accomplishment and success.
• Characteristics of individuals with a strong need for achievement:
• They set challenging but attainable goals.
• They take calculated risks to achieve their objectives.
They seek feedback and recognition for their accomplishments.
⚬ They prefer tasks where they can take personal responsibility for outcomes.
⚬ They often derive satisfaction from the effort and persistence required to reach their goals.

eg.Indian govt. jobs

Need for Affiliation (nAffiliation):
• This need refers to an individual's desire for social interaction, relationships,
and a sense of belonging. People with a high need for affiliation seek to
establish and maintain close, friendly connections with others.
• Characteristics of individuals with a strong need for affiliation:
• They enjoy working collaboratively and in teams.
• They prioritize interpersonal relationships and value social harmony.
• They tend to avoid conflicts and prefer cooperative environments.
• They find satisfaction in helping and supporting others.
• They may fear rejection or isolation.
Need for Power (nPower):
• This need reflects an individual's desire to influence, control, or have an impact on
others and their environment. People with a high need for power are motivated by the
opportunity to lead, make decisions, and affect outcomes.
• Characteristics of individuals with a strong need for power:
• They enjoy taking charge and assuming leadership roles.
• They are comfortable with authority and responsibility.
• They seek opportunities to persuade and influence others.
• They may have a competitive and assertive nature.
• They derive satisfaction from achieving goals through their influence.
• In the workplace, individuals with a high need for power may excel in managerial or
leadership positions. They are motivated by opportunities to lead and shape the
organization's direction.
 CRITICISMS AND LIMITATIONS OF
HERZBERG'S TWO-FACTOR THEORY:
• Limited Research Methodology: Some critics argue that Herzberg's theory is based on relatively small-scale research with a limited
number of participants, which may not represent the diversity of employees in different industries and cultures.
• Overemphasis on Job Satisfaction: Herzberg's theory primarily focuses on job satisfaction and dissatisfaction, but it doesn't fully address
the complexity of human motivation. It does not explain why some employees are highly motivated without necessarily being extremely
satisfied with their jobs.
• Lack of Nuance: The theory simplifies motivation into two categories (hygiene and motivational factors), which may not account for the
various factors that influence an individual's motivation and job satisfaction. Real-life situations often involve multiple interrelated
factors.
• Temporal Aspect: Herzberg's research relied on retrospective data, meaning participants were asked to recall past experiences and
feelings. Memory biases and inaccuracies in such recollections can affect the validity of the theory.
• Cultural and Industry Variations: The theory may not be universally applicable, as cultural differences and industry-specific factors can
influence what employees consider motivating or dissatisfying. What is deemed a motivator in one culture or industry may not hold true
in another.
STRATEGY STRATEGY STRATEGY
N°1 N°2 N°3
CRITICISMS AND LIMITATIONS OF
MCCLELLAND'S NEEDS THEORY:
• Lack of Comprehensive Framework: McClelland's theory focuses on three specific needs (achievement,
affiliation, and power) but does not account for other important motivators or factors, such as intrinsic
motivation or personal values.
• Situational Variability: Critics argue that people's dominant needs can change over time or depending on the
situation. The theory does not account for the fluidity of these needs or how they may be influenced by external
factors.
• Measurement Challenges: Assessing an individual's dominant need can be difficult, as it often relies on self-
report measures, which may be subject to biases and inaccuracies. There can also be challenges in objectively
identifying and measuring these needs.
• Lack of Universal Application: Like Herzberg's theory, McClelland's theory may not be universally applicable
across different cultures and industries. What motivates people can vary significantly based on cultural norms
and industry-specific demands.
• Overemphasis on External Motivation: McClelland's theory primarily focuses on external motivations (e.g.,
achievement through recognition or power through control), which may not fully capture the complexities of
intrinsic motivation, personal values, and other internal factors.
 SUMMARY
Herzberg's Two-Factor Theory: This theory
emphasizes the importance of both hygiene factors
(dissatisfaction avoidance) and motivators
(satisfaction and growth) in the workplace. It
suggests that improving hygiene factors can
prevent job dissatisfaction, but true motivation and
job satisfaction come from the presence of
motivators. Organizations should focus on
providing opportunities for personal growth,
recognition, and achievement to motivate their
employees effectively.
McClelland's Achievement Motivation Theory: McClelland's
theory delves into the psychological needs of individuals,
specifically the need for achievement, affiliation, and power.
Understanding and catering to these needs can help organizations
tailor their motivational strategies to individual employees. For
instance, those with a high need for achievement will respond
well to challenging goals and opportunities for personal
accomplishment, while those with a high need for affiliation seek
interpersonal relationships and collaboration.
THANK YOU
Keegan
Vidhant
Gagan