Motivation

Prof. M. Bhaskara Rao

M.Tech; Ph.D; F.I.E
Visiting Professor, Dept. of Management Science,
RGUKT, IIIT, RK Valley, Idupulapaya
 Motivation
Motivation is a general term applying to the
entire class of drives, desires, needs, wishes etc.
Managing requires the creation and maintenance of
an environment in which individuals work together in
groups to achieve common goals
Managers should provide a conducive environment
Managers shall satisfy subordinates to induce them to
act in a desired manner to achieve organization goals
 Classical Theories of Motivation
1. Father of Scientific Management: F .W. Taylor
2. Hierarchy of Needs Theory : Abraham Maslow
3. Two Factor Theory : Prof. Frederick Herzberg
. Motivator Factors: (Factors that directly
motivate people to work harder)
. Hygiene Factors : (Factors that can de-
motivate if not present but do not actually
motivate employees to work harder)
McGregors Theory X and Theory Y
Managing must start with the basic question of how
managers see themselves in relation to others
Theories X and Y are two sets of assumptions about
the nature of people (McGregor chose these terms
because he wanted neutral terminology without any
connotation of being good or bad
Theory X is pessimistic, static and rigid.
Theory Y is optimistic, dynamic and flexible with an
emphasis on self-direction
 Theory X Assumptions
Average human beings have an inherent dislike
of work and will avoid it if they can.

Most people must be coerced, controlled,

directed and threatened with punishment.

Average human beings prefer to be directed,

wish to avoid responsibility, have relatively
less ambition and want security.
 Theory Y Assumptions
External control and the threat of punishment
are not the only means for producing effort.
Average human beings learn, under proper
conditions, not only to accept responsibility but
also to seek it.
The degree of commitment to objectives is in
proportion to the size of the rewards
The potentialities of average human beings are
only partially utilised
Maslows Hierarchy of Needs Theory
One of the most widely mentioned theories of
motivation is the hierarchy of needs theory.

Human needs are in the form of hierarchy,

ascending from the lowest to the highest.

When one set of needs is satisfied, this kind of

need ceases to be a motivator.
 Maslows Hierarchy of Needs Theory

1.Physiological Needs
2.Safety and Security Needs
3.Social Needs
4.Esteem Needs
5.Self actualization
 Maslows Hierarchy of Needs Theory

1. Physiological Needs: These are the basic

needs for sustaining human life such as food, water,
shelter, sleep. Maslow took the position that until
these needs are satisfied to the degree necessary to
maintain life, other needs will not motivate people.
2. Safety or Security Needs: People want to
be free of physical danger and of the fear of loosing
a job, property or shelter.
 Maslows Hierarchy of Needs Theory

3. Social Needs (Affiliation /Acceptance Needs):

Since people are social beings, they need to
belong, to be accepted by others
4. Esteem Needs: According to Maslow, once
people begin to satisfy their need to belong, they
tend to want to be held in esteem. This kind of need
such as power, prestige, status produces satisfaction
and self confidence
 Maslows Hierarchy of Needs Theory

5. Need for Self-actualization: Maslow

regards this as the highest need in his
hierarchy. It is the desire to become what one
is capable of becoming- to maximize ones
potential and to accomplish something
 Herzbergs Theories of Motivation
Abraham Maslows hierarchy of needs approach
theory has been considerably modified by Frederick
Herzberg

Based on research, he suggested a Two-factor

Theory of Motivation.

In one group of needs are such things as company policy

& administration, supervision, working conditions,
interpersonal relations, salary, status, job security and
personal life. (These were found by Herzberg to be only
dissatisfiers and not motivators)
 Herzbergs Two Factor Theory
Dissatisfiers, also called maintenance, hygiene or job-
context factors are not motivators, while satisfiers
are motivators and are related to job content.

Motivators include achievement, recognition,

challenging work, advancement and growth.

The satisfiers and dissatisfiers identified by Herzberg

are similar to the factors suggested by Maslow.
 Frederick Herzbergs Two Factor Theory

Motivate employees by using Motivating Factors

Ensure Hygiene Factors are met at the workplace
Motivating Factors contribute a great deal of
satisfaction at the workplace(eg.,recognition, achieve-
ment, advancement, promotion, challenging work etc.)

Hygiene Factors need to be present to ensure a reason-

able level of satisfaction (Pay, benefits, job security etc.)
 Frederick Herzbergs Two Factor Theory

Motivators Hygiene
Responsibility at Pay and other
work place financial rewards
Meaningful and Working conditions
fulfilling work Appropriate
Achievement and supervision and
Recognition policies
 Herzbergs Two Factor Theory
The first group of factors will not motivate
people in an organization; yet they must be
present otherwise, dissatisfaction will arise.

The second group i.e., job content factors are the real
motivators as they have the potential of yielding a
sense of satisfaction among the employees

Hence, organizations must pay considerable

attention to upgrading job content factors.
 Comparison of Maslows &
Herzbergs Theories of Motivation
Abraham Maslows Hierarchy Prof. Frederick Herzbergs
of Needs Theory Two-factor Theory

Self- actualization Motivators : Challenging

work environment, Growth in
Esteem or Status the job, Responsibility,
Advancement, Recognition
Affiliation or Maintenance Factors:
Acceptance Status, Interpersonal relations,
Quality of Supervision,
Safety & Security Company policy &
administration, Working
Physical Needs conditions, Job security, Salary
 Motivational Techniques
Money
Intrinsic rewards (feeling of accomplishment)
Extrinsic rewards (recognition, status symbols)
Participation
Quality of Working Life
Job Enlargement (enlarging the scope of the job by
adding similar tasks without enhancing responsibility)
Job Enrichment (building into jobs a higher sense of
challenge and achievement)
 Job Enrichment
Giving workers more freedom
Encouraging active participation of subordinates &
interaction between workers
Giving workers a feeling of personal responsibility
for their tasks
Taking steps to make sure that workers can see how
their tasks contribute to a finished product and to
the welfare of the organization
Giving workers feed back on their performance
Involving workers in the analysis & change of
physical aspects of the work environment
 Frederick Herzbergs Motivators

Job Enrichment Empowerment

Wider variety of tasks
Greater complexity &
challenge
Manage own work load
Greater sense of
schievement
More responsibility
More autonomy
Allow employees to make
decisions independently
Less supervision
Demonstrate trust