Meaning, Types, Theories

Every management tries to coordinate

various factors of production in a such
a way that their contribution is
maximum in achieving organizational
goals.
 To improve the overall performance in a business it
becomes essential to increase the efficiency of human
beings. The performance of persons depends upon two
factors, i.e.
( I ) Ability to do work

(II) Motivation
 It is the important factor which encourages persons to
give their best performance and help in reaching
enterprise goals.
 A strong positive motivation will enable the increased
output of employee
 A negative motivation will reduce their performance.
Defining Motivation

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
DEFINITIONS
 Acc. to Dubin, “ motivation is the complex of forces
starting and keeping a person at work in an
organization.”

 Acc. to Vance, “Motivation implies any emotion or

desire which so conditions one’s will that the
individual is properly lead into action.”
In short, Motivation is defined as individual’s intention
or willingness to put maximum effort in his/her work
to reach organizational goals and enhance ones ability
to satisfy some individual needs
 The Motivation Process

Unsatisfied
Need
Search
Behaviour

Tension Reduction
of Tension

Satisfied
Drives Need
NATURE OF MOTIVATION
1. It is an inner feeling which energizes a person to
work more.
2. The emotions or desires of a person prompt him
for doing a particular work.
3. There are unsatisfied needs of a person which
disturb his equilibrium.
4. A person moves to fulfill his unsatisfied needs by
conditioning his energies.
5. There are dormant energies in a person which are
activated by channelizing them into actions.
TYPES OF MOTIVATION
 When a manager wants to get more work from his
subordinates then he will have to motivate them for
improving their performance.
 They will either be offered incentive for more work, or
may be in the space of rewards, better reports,
recognition etc.
 The following are the types of motivation:-
1. POSITIVE MOTIVATION
2. NEGATIVE MOTIVATION
POSITIVE MOTIVATION
 It is based on reward. The workers are offered
incentives for achieving the desired goals. The
incentives may be in the shape or more pay,
promotion, recognition of work, etc.
 Acc. to Peter Drucker, the real and positive motivators
are responsible for placement, high standard of
performance, information adequate for self-control
and the participation of the worker as a responsible
citizen in the plant community.
NEGATIVE PARTICIPATION
 Negative or fear motivation is based on force or fear. It
causes employees to act in a certain way. The fear acts
as a push mechanism.

 The employees do not willingly co operate , rather they

want to avoid the punishment. This type of motivation
generally becomes a cause of industrial unrest.
IMPORTANCE OF MOTIVATION
1. HIGH PERFORMANCE:- motivated employees will put
maximum efforts for achieving organizational goals. Better
performance will also result in higher productivity. The cost of
production can also be brought down if productivity is raised.
Motivation will act as a stimulant for improving the
performance of employees.

2. Low Employee Turnover and Absenteeism:- when the

employees are not satisfied with their job then they will leave it
whenever they get an alternative offer. The dissatisfaction
among employees also increases absenteeism. When the
employees are satisfied with their jobs and they are well
motivated then they will not leave the job and rate of
absenteeism will also be low because they will try to increase
their output.
3. Better Organizational Image:- Those enterprises
which offer better monetary and non monetary
facilities to their employees have a better image
among them. Such concerns are successful in
attracting better qualified and experienced persons.
4. Better Industrial Relations:- A good motivational
system will create job satisfaction among employees.
There will be an atmosphere of confidence among
employers and employees. So motivation among
employees will lead to better industrial relations.
5. Acceptability to change: - the changing social and
industrial situations will require changes and
improvements in the working of enterprises. There
will be a need to introduce new and better methods
of work from time to time. When the employees are
given various opportunities of development then
they can easily adapt to new situations. Motivation
will ensure the acceptability of new changes by the
employees.
THEORIES OF MOTIVATION
 MASLOW’S NEED HIERARCHY THEORY

 HERZBERG’S MOTIVATION-HYGIENE THEORY

 MCGREGOR’S THEORY ‘X’ AND THEORY ‘Y’

 PORTER AND LAWLER MODEL OF MOTIVATION

 Mc CELLAND NEED THEORY OF MOTIVATION

MASLOW’S NEED HEIRARCHY THEORY
 Maslow suggested that every
individual has a complex set of
exceptionally strong needs and
the behaviour of an individual at
a particular moment is usually
determined by strongest needs.

 As the more basic needs are satisfied, the individual seeks

to satisfy the higher needs. If the basic needs are not
satisfied, efforts to satisfy the higher needs will be
postponed.
Maslow’s
Hierarchy SELF
of Needs
ESTEEM

SOCIAL

SAFETY

PHYSIOLOGICAL
1. Physiological—hunger, thirst, shelter, clothing, air
and other necessities of life.
2. Safety--security and protection from physical and
emotional harm.
3.Social--affection, belongingness, acceptance, and
friendship.
4.Esteem--internal factors such as self-respect,
autonomy, achievement, and external factors such as
status, recognition, and attention.
5.Self-actualization--growth, achieving one’s potential,
and self-fulfillment; the drive to become what one is
capable of becoming. It is an ongoing process in which
one's capacities are fully, creatively, and joyfully
utilized. Maslow loosely defined self-actualization as
"the full use and exploitation of talents, capacities,
potentialities, etc. "
 Two-Factor Theory (Frederick
Herzberg)
 HYGIENE FACTORS

 Hygiene factors are the maintenance

factors which do not motivate people,
they simply prevent dissatisfaction.
 These are extrinsic in nature.
 These are not motivators, as they
maintain zero level of motivation but
eliminate dissatisfaction.
  Company policy &
 Acc. to Herzberg Administration
there are the  Supervision
following  Inter-personal
maintenance or relationship
hygiene factors:-  Salary
 Security
 Working conditions
MOTIVATIONAL FACTORS
 These factors are intrinsic
in nature and are related to
the job.  Achievement
 The motivational factors  Advancement
have a positive effect on job  Recognition
satisfaction and often
result in an increase in  Work itself
total output.  Responsibility
 Thus, these factors have a
positive influence on
morale, satisfaction,
efficiency and productivity.
Therefore,
 To achieve motivation a manager should
cope with both satisfiers and dissatisfiers.

 Improved ‘hygiene factors’ will lead to

removal of dissatisfaction from the minds
of employees but a favorable frame of mind
is not created for motivation.

 Provide ‘satisfiers’ , motivation will then

take place.

 Managers should be realistic not to expect

motivation by only improving the “hygiene”
work environment.
Theory X and Theory Y (Douglas
McGregor)
Theory X
1.Employees inherently dislike work and will try to
avoid it.
2.Since employees dislike work, they must be
coerced, controlled, or threatened to achieve goals.
3.Employees avoid responsibilities and seek formal
direction, if possible.
4.Most workers place security above all other work-
related factors and will display little ambition.
5. They are resistant to change.
6. Self centered
Theory Y
1.Employees view their work as natural as rest or
play.
2.When committed to their objectives, people
exercise self-direction and self-control.
3.Employees seek responsibility.
4.Many workers besides managers have innovative
decision-making skills. (Creativity)
5. Emphasis on cooperative endeavour of
management and employees.
6. To get maximum output with minimum amount
of control and direction.
McClelland's Need Theory
 David C. McClelland has identified three types of basic
motivating needs.

 1. Need for achievement

 2. Need for power
 3. Need for affiliation

 He believes that each person has a need for all the

three but people differ in the degree to which the
various needs motivate their behavior.
NEED FOR ACHIEVEMENT(nAch)
 Employees with high degree of “nAch” derive
satisfaction by achieving goals.
 In most of the societies, goal achievement is rewarded
financially.
 Money is the indicator of achievement.
 They prefer immediate feedback for their
performance.
 They Generally undertake tasks of moderate difficulty
so that they can easily achieve them.
 They prefer to work independently so that success or
failure can be associated with their effort only.
NEED FOR POWER(nPow)
 Employees high at this need derive satisfaction from
the ability to control others.
 Actual achievement of goals is less important than the
means by which they are achieved.
 Satisfaction is derived from being in positions of
influence and control.
 They generally seek positions of leadership, involve in
conversation.
 They are forceful and outspoken.
NEED FOR AFFILIATION(nAff )
 People high at this need derive satisfaction from social
and interpersonal activities.
 There is a need to form strong interpersonal ties and
to ‘get close’ to people psychologically.
 They get pleasure from being loved by others and tend
to avoid the pain of being rejected.
 They enjoy consoling and helping others in trouble.
 If asked to choose working at a task with those who are
technically competent and those who are their friends,
they will choose their friends.
PORTER & LAWLER’S MODEL
 Various elements of this model are:
(1) EFFORT- It refers to the amount of energy exerted by an
employee on a given task.

(2) PERCIEVED EFFORT REWARD PROBABILITY

It refers to the individual’s perception of the probability that
different rewards depend on different amounts of effort.

The two factors ‘value of reward’ & ‘effort-reward probability

determine the amount of effort that the employee will put
in.
(3) PERFORMANCE- Effort leads to performance but both
of these may not be equal because performance is
determined by the ‘amount of effort’ and ‘ability & role
perception’ of the individual.

Thus, if an individual has the ability but inaccurate role

perception, his performance can be ineffective in spite of
his putting in great effort.

(4) REWARDS- Performance is seen as leading to rewards

both intrinsic(such as sense of accomplishment &
achievement) and extrinsic(such as working conditions,
status etc.)
(5) SATISFACTION- It is derived from the extent to
which actual rewards fall short, meet or exceed the
individual’s perceived level of equitable rewards.
VALUE OF REWARD + PERCIEVED EFFORT REWARD PROBABILITY

EFFORT

ABILITY & TRAITS + ROLE PERCEPTION

PERFORMANCE

PERCIEVED EQUITABLE REWARDS + ACTUAL REWARDS

SATISFACTION