Unsatisfied need

Tension

Effort

Satisfied need

Tension reduction

Intensity Direction Persistence

MASCLOWS

THEORY HIERARCHY OF NEEDS THEORY ERG Theory HERZBERGS TWO FACTORY THEORY Acquired need theory

Self Actualization Need

(Personal growth and fulfillment)

Esteem Need
(Achievements, states, responsibility)

Belongingness Need
(Family, affection, relationship ,work group)

Safety Need
(protection, security , laws, limits)

Physiological Need
(Basic life need: air, food, drink, shelter)

Hygiene Factors (job context)

Motivators (job contents)

Pay Working Supervision Company Policies Fringe benefits

Hygiene factors helps to prevent dissatisfaction

Achievements Responsibility Work itself Recognition Growth & Advancement

Motivation helps to promote satisfaction

High Dissatisfaction Satisfaction

Neutral Point

High

Existences Needs
Relatedness need Growth Need

Needs includes various foam of material and psychological desires such as food and water as will work related foams such as pay, firm benefits and psychical working condition

Needs addressing our relation with significant with others such as families friendship groups, work group and professional group.

Need implying creativity and innovation along with desires to have a productivity impact on our surrounding

Satisfaction Progression Principle

Frustration Regression Principle

Principle starting of one level of needs of encourages concern with the next level.

Its starts with that if we are continually frustrated in our attempts to satisfy a higher level need to we may cases to be concern about that need

Need of Achievements (nACH) Needs of Affiliation (nAff)

Desires to accomplish challenges tasks and to achieve a standard of excellences in ones work Desire to maintain warm, friendly relationship with others.

Needs of Power (nPow)

Desire to influences others and control ones enivroment.

Cognitive

theories

attempting

to

isolates thinking patterns we use in

deciding whether or not to behave in a

certain way.

Following are the Types of Cognitive:

Goal Setting theory theory

Equity

Expectancy theory

 According

to this theory , before representing any big assignment or any major class project presentations, employees are motivated by teachers by saying:

JUST DO YOUR BEST

In this theory we studied human behavior in which persons compare itself from others

Perceived ratio comparison Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A

Employees Assessments Inequity{under rewarded}

<

Outcomes B Input B

= Outcomes B
Input B

Equity

>

Outcomes B Input B

Inequity{over rewarded}

(Person A is the employee and person B is relevant to other referent)

Valences

Effort

Performance

Outcomes: bonus praise

 Assume

a desired behavior is a function of its consequence is externally cost reinforced is likely to be repeated.

This theory is designed for motivating for individuals. In this theory we need to look at the way to motivating jobs in five ways: Job Enlargement Job enrichment Job characteristic model Autonomy Feed back

Current studies of employees motivation are influenced by some significant work place issues. cross-culture challenges Motivating unique groups of workers Designing appropriate rewards program

Motivational programs are most applicable in cultures where individuals and quality of life are cultural characteristics Uncertainty avoidance of some cultures inverts Maslow's needs hierarchy The need for achievement (nAch) is lacking in other culture Collectivist cultures view rewards as entitlements to be distributed based on individual needs, not individual performance.

Motivating a diverse workforce through flexibility Men desire more autonomy than do women Women desire learning opportunities, work schedules, and good interpersonal relationship

Characteristics of professionals Strong and long term commitment to their field of expertise. Have the need to regularly updates their knowledge. Loyalty is to their profession, not to the employer.

 Job

challenges Organizational support of their work Motivating contingent workers Opportunity to become a permanent employee Opportunity for training Equity in compensation and benefits

Open book management Involving employees in workplace decision by opening up the financial statements of the employees

Pay for performance Variable compensation plans that reward employees on the basis of their performance: Price rate, wage incentive, profit sharing And lump-sum bonuses

Using financial instruments ( in lieu of monetary compensation ) that give employees the right to purchase shares of company stock at a set ( option ) price. Option have value if the stock price rises above the option price ; they become worthless if the stock price falls below the option price.

Guidelines for Motivation Employees