MOTIVATION THEORIES

MOTIVATION DEFINED
 Motivation is the set of forces that causes
people to behave in certain ways.It is the
willingness to exert high levels of effort to
achieve certain goals.
Motivation and Performance
Environment

Motivation Effort Performance

Ability
MASLOW’S HIERARCHY OF
NEEDS
SELF-
ACTUALISATION

ESTEEM

SOCIAL NEEDS

SECURITY NEEDS

PHYSIOLOGICAL NEEDS
Maslow’s Hierarchy of Needs
NEEDS
General Examples Organizational Examples

Self-
Challenging job
Achievement actualization

Job
Status Esteem title
Friends
Friendship Belongingness at work
Pension
Stability Security plan
Base
Food Physiology salary
 [ Douglas Mcgregor]
Theory x & Theory y
 People inherently  People view work as
dislike work natural as rest or play
 People must be  People exercise
threatened /coerced to discretion & are
achieve goals committed to goals
 People avoid  People even seek
responsibilities responsibility
 People have the ability to
 People value security
be innovative
above all.
MOTIVATION – HYGIENE
[HERZBERG] FACTORS FOR
DISSATISFACTION
 Company policy
 Supervision
 Relationship with superior
 Work conditions
 Salary
 Relationship with peers
 Status
 Security
MOT. HY. - FACTORS FOR
SATISFACTION
 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Growth
McLelland’s Theory of Needs
 ACHIEVEMENT
 POWER
 AFFILIATION
ACHIEVEMENT NEEDS
 A CONCERN FOR EXCELLENCE.
 SETTING HIGH GOALS, WORKING
HARD, PERSISTANCE IN REACHING
GOALS.
 POWER NEEDS
 A DESIRE TO INFLUENCE OTHERS,
GAIN CONTROL.
 URGE TO CHANGE OTHERS, GIVING
DIRECTIONS,URGE TO MONITOR
AND TAKE CORRECTIVE STEPS.
 AFFILIATION NEEDS
 CONCERN FOR MAINTAINING
WARM AND AFFECTIONATE
RELATIONSHIPS WITH OTHER
PEOPLE.
 JOINS GROUPS, VALUES
FRIENDSHIPS, INVITES PEOPLE.
 Equity Theory: A Process
Perspective
 Individuals equate value of rewards to effort and compare
it to other people.
outcomes(self outcomes
) = (other)
inputs (self) inputs (other)

Motivation to maintain
Equity current situation

Inputs/Outcomes Ways to reduce inequity

Comparison of • Change inputs
self with others • Change outcomes
• Alter perceptions of self
• Alter perceptions of other
Inequity • Leave situation
• Change comparisons
 Goal-Setting Theory
A Process Perspective
 Difficulty
 Extent to which a goal is challenging and requires effort.

 Specificity
 Clarity and precision of the goal.
 Acceptance
 Extent to which persons accept a goal as their own.

 Commitment
 Extent to which an individual is personally interested in
reaching a goal.
 Goal-Setting Theory
A Process Perspective
Goal Goal Organizational Intrinsic
difficulty acceptance support Rewards

Goal-Directed Effort Performance Satisfaction

Goal Goal Individual Extrinsic

specificity commitment abilities & traits Rewards
 COERCER
 Rewards obedient  Threatens
people subordinates
 Can clear up a messy  Cannot listen
situation  Punishes
 Can straighten things  Motivates through
out fear
 Effective in the short  Overconcern for
run control
 AUTHORITARIAN
 Forceful  Over concern for
 Task oriented control
 Gives orders in a  Task and activity
polished way oriented person
 Prepared to modify
decisions
 Listens
 AFFILIATOR
 Warm  Avoids conflict
 Overly concerned with
 Friendly harmony
 Considerate  Abdicates leadership
 Trusting  May be perceived as
weak, without firm
 Helping convictions
 Doesn’t take risk of
making Subordinates
even temporarily
unhappy.
 DEMOCRAT
 Allows  Results of
 Trusts subordinates in short
 Non-directive run is unimpressive
 Rewards good work
 Subordinates who do
not have capacity for
 Recognises self direction will
difficulties perform poorly
 Permissive
 PACE-SETTER
 Sets the pace by own  Expects all subordinates
example. to emulate him
 Not interested in those
 Own performance
who do not emulate him
standards are high  Finds it difficult to
delegate
 Average interpersonal
relationships
 COACH
 Believes that every  May not be
person can improve adequately effective
 Finds each persons in emergency
capacity
 Initiates action and
involves others
 Decreases own
involvement
 Gives feedback
 Rewards improvements
Thank you