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THE TERM MOTIVATION IS DERIVED
FROM THE WORD ¶MOTIVE·. THIS
MEANS MOVING INTO ACTION.
THEREFORE, MOTIVESARE FORCES
WHICH INCLUDE PEOPLE TO MOVE OR
ACT IN A WAY, SO AS TO ENSURE THE
FULFILMENT OF A MOTIVE, WHICH
REPRESENTS A PARTICULAR HUMAN
NEED AT A TIME.


  m

 
ACORDING TO MC FARLAND, ´MOTIVATION
REFERS TO THE WAY IN WHICH URGES,
DRIVES, DESIRES, ASPIRATIONS,
STRIVINGS, OR NEEDS DIRECT, CONTROL
OR EXPLAIN THE BEHAVIOUR OF HUMAN
BEINGSµ
ACCORDING TO KOONTZ & O·DONNELL, ´
MOTIVATION IS A GENERAL TERM
APPLYING TO THE ENTIRE CLASS OF
DRIVES, DESIRES, NEEDS, WISHES &
SIMILAR FORCES THAT INCLUDE AN
INDIVIDUAL OR A GROUP OF PEOPLE AT
WORKµ.



 m

 
THE MOTIVATION PROCESS INVOLVES THE
FOLLOWING STEPS :
1) ANALYSIS OF SITUATION-
SITUATION- THE SITUATION
THAT NEEDS MOTIVATIONAL INDUCEMENT
MUST BE SIZED UP SO AS TO ASCERTAIN THE
MOTIVATIONAL NEEDS
2) SELECTING & APPLYING APPROPRIATE
MOTIVATIONS-- A LIST OF ALL DEVICES OF
MOTIVATIONS
MOTIVATION IS DRAWN AND A SELECTION
MADE OF SUCH MOTIVATORS THAT MOTIVATE
DIFFERENT TYPES OF PEOPLE UNDER
DIFFERENT CIRCUMSTANCES
 V) FOLLOW
FOLLOW-- UP ² IT IS IMPORTANT TO
KNOW THAT THE MOTIVATORS SELECTED
ARE INDEED PROVIDING THE DESIRED
MOTIVATION. THIS CAN BE ACOMPLISHED
BY GETTING & EVALUATING THE FEED
BACK
 


  
m

 

THE PROCESS OF MOTIVATION IS
CHARACTERISED BY THE
FOLLOWING :
a) MOTIVATION IS AN INTERNAL
FEELING
b) MOTIVATION PRODUCES A GOAL-
GOAL-
DIRECTED BEHAVIOUR
c) MOTIVATION CONTAINS SYSTEM
ORIENTATION
— MOTIVATION MEANS
BARGAINING

e) MOTIVATION & SATISFACTION

ARE RELATED BUT NOT
SYNONYMOUS CONCEPTS
 
 m

 
A GOOD SYSTEM OF MOTIVATION SHOULD
BE BASED ON CERTAIN PRINCIPLES
DEVISED BY VARIOUS EXPERTS FROM
TIME TO TIME.
1) PRINCIPLE OF PARTICIPATION : PEOPLE
IN THE ORGANISATION SHOULD BE
INDUCED IN DECESION MAKING
PROCESS IN MATTERS CONCERNING
THEM. PARTICIPATION MAKES PEOPLE
MORE INTRESTED & INCREASE THEIR
ENTHUSIASM IN THE JOB
2) PRINCIPLE OF COMMUNICATION : THE
PEOPLE IN THE ORGANISATION MUST BE
INFORMED ABOUT THE MATTERS
CONCERNING THE RESULT OR
OBJECTIVES OF ORGANISATION.
V)PRINCIPLE OF RECOGNITION : PEOPLE
WILL BE MOTIVATED TO WORK HARD IF
THEY GET CONTINUING RECOGNITION
FOR THEIR EFFORS. THE MANAGEMENT
SHOUL;D FOLLOW THE RULR ´ PRAISE IN
PUBLIC & CRITICISM IN PRIVATEµ.
4) PRINCIPLE OF DELEGATION OF
AUTHORITY: PEOPLE IN ORGANISATION
SHOULD BE ALLOWED TO SHARE
RESPONSIBILITY OF TAKING DECESION
AFFECTING THE GOALS OF
ORGANISATION BY DELEGATING THE
AUTHORITY FOR ACCOMPLISHING THE
RESULTS.
5) PRINCIPLE OF INDIVIDUALITY : PEOPLE
ARE DIFFERENT PHYSICALLY &
PSYCOLOGICALLY. EVERYONE SHOULD
BE TREATED DIFFERENTLY IN A WAY
THAT THEY WILL ALL FEEL IMPORTANT
FOR ORGANISATION.
6) PRINCIPLE OG GUIDANCE
7) PRINCIPLE OF CONFIDENCE
m 

 m

 
MOTIVATION IS THE PROCESS WHICH INFLUENCE
PEOPLE TO ACT & DETERMINE THE
ORGANISATIONAL EFFICIENCY. THE
IMPORTANCE OF MOTIVATION CAN BE
JUDGED FROM FOLLOWING FACTORS:
a) NEED SATISFACTION
b) JOB SATISFACTION
c) PRODUCTIVITY
d) ACEPTANCE OF ORGANISATIONAL CHANGES
e) INCREASING ALL ROUND EFFICIENCY
f) REDUCTION IN LABOUR TURNOVER &
ABSENTEEISM



 m

 
 MASLOW·S HIERARCHY OF NEEDS
THE MOST WIDELY RECOGNISED THEORY
OF MOTIVATION IS THE NEEDS
HIERARCHY THEORY. ABRAHAM MASLOW
SUGGESTED THAT PEOPLE HAVE A
COMPLEX SET OF EXCEPTIONALLY
STRONG NEEDS, WHICH CAN
BE ARRANGED IN HIERARCHY THE
THEORY STATES THAT A PERSON HAS 5
PRIMARY TYPES OF NEEDS :
PHYSIOLOGICAL, SECURITY, AFFILIATION,
ESTEEM, & SELF ACTUALISATION
 

 







  




 



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S PHYSIOLOGICAL NEEDS-
NEEDS- THESE ARE
BASIC NEEDS FOR SUSTAINING HUMAN
LIFE, SUCH AS FOOD, WATER, WARMTH,
SHELTER & SLEEP.
S SECURITY OR SAFETY NEEDS-
NEEDS- PEOPLE
WANT TO BE FREE OF PHYSICAL DANGER
& OF THE FEAR OF LOSING A JOB
PROPERTY, FOOD OR SHELTER
S AFFLIATION OR ACCEPTANCE NEEDS-
NEEDS-
SINCE PEOPLE ARE SOCIAL BEINGS,
THEY NEED TO BELONG TO BE
ACCEPTED BY OTHERS.
S ESTEEM NEEDS-
NEEDS- ONCE PEOPLE BEGIN
TO SATISFY THEIR NEED TO BELONG,
THEY TEND TO WANT TO BE HELD IN
ESTEEM BOTH BY THEMSELVES & BY
OTHERS.
S NEED FOR SELF ACTUALIZATION-
ACTUALIZATION-N THIS
IS THE HIGHEST NEED IN HIERARCHY. IT
IS DESIRE TO BECOME WHAT ONE IS
CAPABLE OF BECOMING
 LIMITS
1) HUMAN NEEDS CANNOT BE
CLASSIFIED TO BE WATER TIGHT
CATEGORIES.
2) PERSON OFTEN SEEKS TO SATISFY
ONE NEED AT A TIME
SIMULTANEOUSLY, HE DOES NOT
WAIT FOR SATISFACTION OF
LOWER NEED THEN TO HIGHER
V) IT DOES NOT EXPLAIN HIGHEST &
LOWEST NEED



 




ACCORDING TO HIM THE ABSENCE OF
CERTAIN JOB FACTORS TENDS TO MAKE
WORKERS DISSATISFIED.
S FACTORS THAT PRESENT
DISSATISFACTION KNOWN AS HYGIENE
FACTORS
S FACTORS THAT HAVE POSITIVE EFFECT
ON JOB SATISFACTIO KNOWN AS
MOTIVATORS
 

 
HYGIENE FACTORS REPRESENT THE NEED
TO AVOID PAIN IN THE ENVIRONMENT.
THEY ARE NOT AN INTRENSIC PART OF
THE JOB, BUT THEY ARE RELATED TO
THE CONDITIONS UNDER WHICH A JOB
IS PERFORMED. HERZBERG MENTIONS
THE FOLLOWING FACTORS AS HYGIENE
FACTORS: SALARY, JOB SECURITY,
WORKING CONDITIONS, STATUS,
PERSONAL LIFE.
   
THEY ARE ASSOCIATED WITH POSITIVE
FEELING OF THE EMPLOYEES ABOUT
THE JOB THEY ARE RELATED TO
CONTENT OF THE JOB. MOTIVATORS ARE
NECESSARY TO KEEP JOBS
SATISFACTION & JOB PERFORMANCE
HIGH.
THE FOLLOWING ARE THE FACTORS OF
MOTIVATORS: ACHIEVEMENT,
RECOGNITION, RESPONSIBILITY,
ADVANCEMENT.
  



 
THE ERG THEORY BY CLAYTON
ALDERFERIS IS AN EXTENSION OF
HERZBERG & MASLOW CONTENT
THEORIES. HERE PEOPLE ARE
MOTIVATED BY EXISTENCE NEEDS,
RELATEDNESS NEEDS, & GROWH
NEEDS.
THE ERG THEORY HAS ONLY THREE
CATEGORIES:
EXISTENCE NEEDS, RELATEDNESS
NEEDS & GROWTH NEEDS.
THE EXISTENCE NEEDS ARE
CONCERNED WITH SURVIVAL. THE
RELATEDNESS NEEDS ARE
CONCERNED WITH IMPORTANCE OF
INTERPERSONAL, SOCIAL
RELATIONSHIPS. THE GROWHT
NEEDS ARE CONCERNED WITH
INDIVIDUALS INTRINSIC DESIRE
FOR PERSONAL DEVELOPMENT.

 
 

 
DOUGLAS MC GREGOR HAS DEVELOPED
TWO SETS OF ASSUMPTIONS ABOUT
HUMAN BEHAVIOUR, LABELLING THESE
THEORIES AS THEORY X & THEORY Y.
THEORY X CONTAINS SET OF NEGATIVE
ASSUMPTIONS ABOUT HUMAN
BEHAVIOUR
THEORY Y CONTAINS SET OF POSITIVE
ASSUMPTIONS ABOUT HUMAN
BEHAVIOUR.
6
 6


1) PEOPLE HAVE A DISLIKE FOR 1) PEOPLE LIKE WORK

WORK, LIKE TO AVOID WORK 2) PEOPLE LIKE NOT ONLY TO
2) PEOPLE WISH TO AVOID ACCEPT RESPONSIBILITIES BUT
RESPONSIBILITIES ALSO SEEK RESPONSIBILITY
V) PEOPLE PREFER TO BE V) PEOPLE PREFER TO READ &
DIRECTED BY OTHERS EXERCISE SELF DIRECTION &
4) PEOPLE LACK CREATIVITY & SELF CONTROL
IMAGINATION 4) PEOPLE POSSESS CREATIVITY &
5) COMMITMENT TO OBJECTIVES IMAGINATION
IS A FUNCTION OF 5) COMMITMENT TO OBJECTIVES
PUNISHMENTS ASSOCIATED IS A FUNCTION OF A REWARD
WITH THEIR NON ACHIEVEMENT ASSOCIATED WITH THEIR
6) PEOPLE ARE SELF CENTERD & ACIEVEMENT
IN DIFFERENT TO 6) PEOPLE ARE NOT MUCH SELF
ORGANISATIONAL GOALS CENTERED & ARE INTERESTED
IN ORGANISATIONAL GOALS
  
Ú


   
THE EXPECTANCY THEORY WAS
FORMULATED BY VICTOR VROOM.
ACCORDING TO THIS PEOPLE WILL
BE MOTIVATED TO DO THINGS TO
REACH A GOAL IF THEY BELIEVE IN
THE WORTH OF THAT GOAL AND IF
THEY CAN SEE THAT WHAT THEY
DO WILL HELP THEM IN ACHIEVING
IT.
 
Ú 
 

  

LYMAN W. PORTER & EDWARD E. LAWLER
DERIVED A SUBSTANTIALLY MORE
COMPLETE MODEL OF MOTIVATION,
BUILT IN LARGE PART ON EXPECTANCY
THEORY.
IT STARTS WITH THE PREMISE THAT
MOTIVATION DOES NOT EQUAL
SATISFACTION OR PERFORMANCE. IT
POINTS OUT THAT EFFORT DOES NOT
LEAD DIRECTLY TO PERFORMANCE. IT IS
MEDIATED BY ABILITIES & TRAITS.
MORE IMPORTANT IN THE PORTER-
PORTER-
LAWLER MODEL IS WHAT HAPPENS
AFTER THE PERFORMANCE. THE
REWARDS THAT FOLLOW & HOW THESE
ARE PERCIVED WILL DETERMINE
SATISFACTION. ON THE WHOLE IT
STATES THAT PERFORMANCE LEADS TO
SATISFACTION.
IT WAS CONCLUDED THAT PERFORMANCE
& SATISFACTION WILL BE MORE
STRONGLY RELATED WHEN REWARDS
ARE MADE CONTINGENT UPON
PERFORMANCE THAN WHEN THEY ARE
NOT.
 



 
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DAVID C MC CELLAND FORMULATED
MOTIVATION THEORY IN 1960S CALLED
NEED THEORIES OF MOTIVATION.
IN HIS THEORY HE HAS STATED V TYPES
OF BASIC MOTIVATING NEEDS
S NEED FOR POWER
S NEED FOR AFFLIATION
S NEED FOR ACHIEVEMENT
 NEED FOR POWER
ITS NEED FOR EXERCISING SUPERIORITY
OVER OTHERS.
NEED FOR AFFILIATION
PEOPLE DESIRE NEED FOR AFFILIATION,
DRIVE PLEASURE FROM BEING LOVED
BY OTHERS & TEND TO AVOID PAIN OF
BEING REJECTED BY A SOCIAL GROUP.
NEED FOR ACHIEVEMENT
PEOPLE WHO DESIRE A NEED FOR
ACHIEVEMNT HAVE INTENSE DESIRE
FOR SUCCESS & AN EQUALLY INTENSE
FEAR OF FAILURE.

 
 
EQUITY THEORY OF MOTIVATION WAS
FORMULATED BY J. STANCY ADAMS. IT IS
BASED ON ASSUMPTIONS THAT
MEMBERS OF AN ORGANISATION HAVE A
STRONG EXPECTATION OF EQUITY,
FAIRNESS OR JUSTICE IN TREATMENT,
ON THE PART OF MANAGEMENT.
THIS THEORY IS BASED ON TWO
ASSUMPTIONS ABOUT HUMAN
BEHAVIOUR :
1) INDIVIDUALS MAKE CONTRIBUTIONS
(INPUTS) FOR WHICH THEY EXPECT
CERTAIN OUTCOMES (REWARDS)

2) INDIVIDUALS DECIDE WHETHER OR NOT

A PARTICULAR EXCHANGE IS
SATISFACTORY, BY COMPARING THEIR
INPUTS & OUTCOMES TO THOSE
OTHERS IN THE FORM OF A RATIO.
  
  
   

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THE CARROT & STICK APPROACH TO
MOTIVATION, MAKES USE OF THE
REWARDS & THE PENALITIES IN
ORDER TO INDUCE DESIRED
BEHAVIOUR.
CARROT REFERS TO REWARDS
WHICH ARE OFFERED OR
PROMISED TO INDIVIDUAL TO ACT
IN THE DESIRED WAY
STICK REFERS TO PUNISHMENTS
WHICH ARE TO BE INFLICTED ON
INDIVIDUALS, FOR NOT ACTING IN
THE DESIRED WAY. IN A WAY ,
CARROT REFERS TO POSITIVE
MOTIVATION, STICK REFERS TO
NEGATIVE MOTIVATION.
FOR E.G. CARROT REWARDS CAN BE
LIKE WAGES, BONUS PAYEMENT,
GRANTING LEAVE WITH PAY, JOB
SECURITY, PROMOTIONS ETC
STICK PUNISHMENTS LIKE LOSS OF
JOB,PENALITIES ETC




PRINCIPLES OF MANAGEMENT
R.N GUPTA
Modern Management
J N JAIN & P P SINGH
MANAGEMENT
HAROLD KOONTZ
HEINZ WEIHRICH
MARK V CANNICE
6