MOTIVATION THEORIES

MASLOW’S HIERARCHY OF
NEEDS
Abraham Maslow’s Hierarchy of Needs:
• This theory proposes that each individual
has five level of needs and act to satisfy
their unmet need.
• At the base of the hierarchy are
fundamental physiological needs, followed
in order by safety,social,esteem and self-
actualization needs.
 MASLOW’S HIERARCHY OF
NEEDS
• According to Maslow a person only
ascends to the immediate level when he
or she has completely attained the one
preceding(before) it.
 MASLOW’S HIERARCHY OF
NEEDS
• Physiological needs:
Basic human needs such as food, shelter
and clothing.
• Safety needs:
Protection from physical harm and job
security.
 MASLOW’S HIERARCHY OF
NEEDS
• Belongingness needs:
The need for an individual to feel accepted
and loved by others.
• Esteem needs:
The need to receive recognition and
appreciation from others.
 MASLOW’S HIERARCHY OF
NEEDS
• Self-actualization needs:
Need for fulfillment, for living up to one’s
full potential and using one’s abilities to
the utmost.
 HERZBERG’S TWO FACTOR
THEORY
• Herzberg believed two sets of factors
dictate an employee’s behaviour at work.
Hygiene factors:
Company policy
Working conditions
Basic salary
Job security
Supervision
 HERZBERG’S TWO FACTOR
THEORY
• Hygiene factors also known as job
dissatisfiers,when present, do not motivate
employees but only serve to keep them
contented.
 HERZBERG’S TWO FACTOR
THEORY
• Motivators are high level needs.
Motivational factors:
Achievement.
Recognition.
Opportunity for growth.
Responsibility.
 HERZBERG’S TWO FACTOR
THEORY
• A compliment of motivators and hygiene
factors must be provided by management
to ensure employees perform
productively.
 VICTOR VROOM’S
EXPECTANCY THEORY
• A theory of motivation that holds that the
probability of an individual acting in a
particular way depends on the strength of
that individual’s belief that the act will have
a particular outcome and on whether the
individual values that outcome.
 VICTOR VROOM’S
EXPECTANCY THEORY
• The degree to which an employee is
motivated depends on three important
relationships.
2. The link between effort and performance,
or the strength of the individual’s
expectation that a certain amount of
effort will lead to a certain level of
performance.
 VICTOR VROOM’S
EXPECTANCY THEORY
2. The link between performance and
outcome, or the strength that a certain
level of performance will lead to a
particular outcome.
3. The link between outcomes and
individual needs, or the degree to which
the individual expects the anticipated
outcome to satisfy personal needs
(valence).
McGREGOR’S THEORIES X AND Y
• Theory X- management style is based on
a pessimistic view of human nature
assumes the following:
The average person dislikes work and will
avoid it if possible.
They must be controlled, directed or
punished by superior.
 McGREGOR’S THEORIES
X AND Y
• THEORY X-The average person prefers to
be directed, avoids responsibility, is
relatively unambitious and wants security
above all else.
 McGREGOR’S THEORIES
X AND Y
• Theory Y-Work is as natural as play or
rest. People want to and can self-directed
and self-controlled and will try to achieve
organizational goals they believe in.
• Workers can be motivated using positive
incentives and will try hard to accomplish
organizational goals if they believe they
will be rewarded for doing so.
McGREGOR’S THEORIES
X AND Y
Theory Y:
Under proper conditions, the average
person not only accepts responsibility but
seeks it out. Most workers have a
relatively high degree of imagination and
creativity and are willing to help solve
problems.
 GOAL- SETTING THEORY
A theory of motivation based on the
premise that an individual's intention to
work toward a goal is a primary source of
motivation.
 GOAL SETTING THEORY
The theory has three components:
• Specific goals lead to a higher level of
performance.
• More difficult goals lead to better
performance.
• Feedback on progress toward the goal
enhances performance.