According to Dalton E. Mc.

Farland, “motivation
refers to the ways in which urges, drives , desires,
aspirations, striving or needs direct, control or explain
the behavior of human beings.”
 ROLE OF MOTIVATION
• HIGH PERFORMANCE LEVEL :-
Motivated employees put
their higher performance as compared to other
employees. In study by WILLIAM JAMES, it was
found that motivated employees worked at close to
80 to 90% of their ability. The high performance is
must for an organization being successful and this
performance come by motivation.
• LOW EMPLOYEES TURNOVER AND
ABSENTEEISM:-
Motivated employees
stay in the organization and their
absenteeism is quite low. High
employees turnover and absenteeism
create many problems in the
organization.
• ACCEPTANCE OF ORGANIZATIONAL
CHANGE:-
Because of change in the
society i.e. change in technology, value
system etc. organization has to
incorporate those changes to cope up
with the requirement of time. However,
if they properly motivated, they
accept, introduce, and implement these
changes.
THEORIES
OF
MASLOW’S NEEDS
THEORY
 HEZBERG’S
TWO FACTOR
THEORY
 MCGREGOR’S THEORY X AND Y

• McGregor, an American social

psychologist , proposed theories on
behaviour of individuals at work ,he has
formulated 2 models X and Y
Theory X and Theory Y

Theory X and Theory Y are two sets of assumptions about human

nature and behavior that are related to the practice of
management.

Theory X:
Representing a negative view of human nature that assumes
people generally are naturally irresponsible for their work and
require close supervision to do jobs.

Theory Y:
Indicating a positive view of human nature that assumes people
are generally hard-working, creative and responsible for
exercising self-control over their jobs.
• THEORY X • THEORY Y
ASSUMPTIONS ASSUMPTIONS

• The average human • Effort in work is as

natural as work and
being has an play
inherent dislike of • Control and
work and will avoid punishment are not
the only ways to
it if he/she can make people work
• Most people must man will direct
himself if he is
be committed to the
controlled/threaten goals of the org
ed if they are to • If a job is
work hard satisfying then the
result will be
• The average human commitment to the
prefers to be organisation
• The average man
directed, dislikes learns not only to
responsibility, is accept but to seek
unambiguous, and responsibility
desires security
above everything
else
 Effects on Management

Theory X:
1. Managers’ leadership styles are autocratic and the
communication flow is downward from managers to the
employees. This may cause resistance from employees.
2. The upper setting of objectives gets little or no participation
from employees.
3. It results in outside, control, with the manager acting as a
performance judge who focuses generally on the past.
 Effects on Management
Theory Y:
1. It may lead to cooperative objectives designed with input from
both employees and managers, resulting in a stronger
responsibility by employees for accomplishing the shared
objectives.
2. It encourages leadership styles to be more participative and
allows employees to seek responsibility for achievement of goals.
Theory Y’s leadership is likely to improve communication flow,
especially in the upward direction.
3. It leads to control processes based on employees’ self-control.
The manager is more likely to act as an instructor rather than a
judge who focuses on how performance can be improved in the
future rather than on who is responsible for past performance.
Theory X and Theory Y in the 21st
Century

1. McGregor’s works on Theory X and Theory Y have had a

great impact on management ideology and practice. They
have been included in most basic management books. These
books are still facing people of management today.
2. As for the practice of management, the workplace of the
21st century, which emphasizes on self-managed work teams
and other forms of worker involvement programs, generally
goes with the principles of Theory Y.
ALDERFER’S
ERG THEORY
 Alderfer’s ERG Theory

• Growth Needs – similar to Maslow’s needs for

self-actualization and self-esteem
• Relatedness Needs – similar to Maslow’s need
for affiliation, and fulfillment of these needs
take place when one is given meaningful and
effective support from the work group
• Existence Needs – lower order needs which
satisfy needs for security, safety, and
survival
 • Adams’ Equity Theory

– Explains how social comparisons can

motivate individual behavior
– Any perceived inequities will motivate us to
behave in a manner that will change them
 FORMULA

PERSON’S OUTCOME = OTHER’S OUTCOME

PERSONS’S INPUT OTHER’S INPUT
 CONDITON OF INEQUITY
o NEGATIVE

PERSON’S OUTCOME < OTHER’S OUTCOME

PERSONS’S INPUT OTHER’S INPUT

o POSTIVE
PERSON’S OUTCOME > OTHER’S OUTCOME
PERSONS’S INPUT OTHER’S INPUT
• NEED FOR POWER
• Differentiate from other
• Actual achievement of goal is less important than means by which goals
are achieve
• Position of influence and control

• NEED FOR AFFILIATION

• Important part of organization
• Interpersonal relationship

• NEED FOR ACHIEVEMENT

• Goal oriented
• Needs immediate feedback
• Moderate task taken
• Dislike high risk
• Dislike easy task
• Vroom’s Expectancy Theory
motivation = expectancy x instrumentality x valence
– Expectancy
• a person’s belief that working hard will result in achieving
a desired level of task performance
– Instrumentality
• a person’s belief that successful performance will lead to
rewards and other potential outcomes
– Valence
• the value a person assigns to the possible rewards and
other work-related outcomes.
MOTIVATIONAL PATTERN
IN
INDIAN ORGANISATIONS
 ANALYSING
THE MOTIVATIONAL PATTERN
• Financial benefits, job security, and promotion are not
motivating factors for management groups whereas
these can be motivators for the workers.
• Recognition of work emerges as one of the most
important factors for motivating people –both
managers and workers .
• factors contributing to dissatisfaction are the are
the lack of explicit company policy and administration,
lack of technically competent and sympathetic
supervision, and lack of opportunity for growth.
• Top-level managers value achievement and self
actualization while middle level managers value
advancement, type of work.
 Consideration

• The human motivation is not inherent or

stable rather it is flexible and may be
changed or modified by situational variables.
• The amount of an incentive that is offered to
individual form satisfying his motives should
be adequate.
• Since human beings differ in their ability and
approach, they cannot be motivated to an
equal extent. Some people ,if motivated
beyond certain extent, may feel frustration
and the outcome may be negative.