MOTIVATION AND THEORIES OF
MOTIVATION
Dr. P.DEIVASIGAMANI
Theories of motivation
• https://www.youtube.com/watch?v=woa2Qa8i80U
2. ALDERFER’S ERG MODEL
Existence Needs
It includes all material and physiological desires (e.g., food, water, air,
clothing, safety, physical love and affection).
Relatedness Needs
Encompass social and external esteem; relationships with
significant others like family, friends, co-workers and
employers. This also means to be recognized and feel secure as
part of a group or family.
Growth Needs
Internal esteem and self-actualization; these impel a person to
make creative or productive effects on himself and the
environment (e.g., to progress toward one's ideal self). This
includes desires to be creative and productive, and to complete
meaningful tasks.
ACHIEVEMENT MOTIVATION THEORY
David McClelland built on this work in his 1961 book, "The Achieving
Society."
Identified three motivators that he believed we all have: a need for
achievement, a need for affiliation, and a need for power.
According to McClelland, these motivators are learned (which is why
this theory is sometimes called the Learned Needs Theory).
Regardless of our gender, culture, or age, we all have three motivating
drivers, and one of these will be our dominant motivating driver.
ACHIEVEMENT MOTIVATION THEORY (contd..)
Power need (n Pow): this is the need to dominate,
influence and control others. Power speaks about the
ability to manipulate or control the activities of others to
suit one’s own purposes.
Affiliation need (n Aff): the need for affiliation is a
social need, for companionship and support, for
developing meaningful relationship with people.
Achievement need (n Ach): this is a need for challenge,
for personal accomplishment and success in competitive
situations.
THEORY X AND THEORY Y
• Douglas McGregor, an
American social
psychologist, proposed
his famous X-Y theory
in his 1960 book 'The
Human Side Of
Enterprise‘
THEORY Z
Theory Z is an approach to management based upon a
combination of American and Japanese management philosophies.
Theory Z was first identified as a unique management approach by
William Ouchi in the 1981 book, Theory Z: How American
Companies Can Meet the Japanese Challenge.
It is characterised by:
– long-term job security,
– consensual decision making,
– slow evaluation and promotion procedures,
– and individual responsibility within a group context
Sometimes considered a blend of the model Theory X and Theory Y, with
more of a leaning towards Theory Y.
6. MATURITY - IMMATURITY
THEORY
• According to Argyris, seven changes should take place in the
personality of individuals if they are to develop into mature
people over the years.
1. First, individuals move from a passive state as infants to a
state of increasing activity as adults.
2. Second, individuals develop from a state of dependency upon
others as infants to a state of relative independence as adults.
3. Individuals behave in only a few ways as infants, but as
adults they are capable of behaving in many ways.
MATURITY - IMMATURITY THEORY (Contd.)
4. Individuals have erratic, casual, and shallow interests as infants
but develop deeper and stronger interests as adults.
5. The time perspective of children is very short, involving only the
present, but as they mature, their time perspective increases to
include the past and the future.
6. Individuals as infants are subordinate to everyone, but they
move to equal or superior positions with others as adults.
7. As children, individuals lack an awareness of a "self," but as
adults they are not only aware of, but they are able to control
"self."
HERZBERG'S TWO-FACTOR THEORY
• Frederick Herzberg's two-
factor theory, also known as
the motivation-hygiene
theory or intrinsic/extrinsic
motivation.
Herzberg's Motivation-Hygiene Theory
• According to Hertzberg, Motivation is a two stage process.
• The opposite of Satisfaction is No Satisfaction.
• The opposite of Dissatisfaction is No Dissatisfaction.
• According to Hertzberg, the factors leading to job satisfaction are "separate and distinct from
those that lead to job dissatisfaction.“
Herzberg's Motivation-Hygiene Theory
• Factors for Dissatisfaction
• Company Policies
• Supervision
• Relationship with Supervisor and Peers
• Work conditions
• Salary/Perks
• Status
• Security
Herzberg's Motivation-Hygiene Theory
• Factors for Satisfaction
• Growth opportunity
• The work itself
• Achievement
• Responsibility
• Recognition
• Advancement
Limitation of Herzberg's Theory
• The Two Factor Theory assumes that happy employees produce more.
• Satisfied workers may not actually be more motivated or more productive than dissatisfied
workers.
• Herzberg's theory is that people differ in their responses to hygiene and motivating factors.
Herzberg's theory does not account for these individual differences.
• What motivates one individual might be a de-motivator for another individual.
• Not applicable for blue collar workers.
II. PROCESS THEORIES
A.The Equity Theory
B.The Expectancy theory
C.The goal setting theory.
D.Porter and Lawler Model
A. The Equity Theory
• John Stacey Adams' equity theory helps explain why pay and conditions alone
do not determine motivation. It also explains why giving one person a
promotion or pay-rise can have a demotivating effect on others.
• Inputs: time, effort, loyalty, hard work, commitment, ability, adaptability,
flexibility, tolerance, determination, enthusiasm, personal sacrifice.
• Outputs: Typical outcomes are job security, esteem, salary, employee benefits,
expenses, recognition, reputation, responsibility, sense of achievement, praise,
thanks.
Equity Theory.
1. People value fair treatment.
2. The structure of equity in the workplace
is based on the ratio of inputs to
outcomes.
B. The Expectancy theory
POSTULATED BY VICTOR VROOM.
It presents a valid, comprehensive and useful approach to management.
It is a choice model.
Built around three concepts:
• 1. Valence.
• 2. Expectancy.
• 3. Instrumentality.
C. THE GOAL SETTING THEORY.
Postulated by Edwin Locke.
According to him, motivation is a result of rational and
intentional behavior.
Suggests that managers and subordinates should establish goals
on a regular basis.
Goals should be moderately difficult and specific.
Goal Setting Theory.
• Goal setting involves establishing SMART goals.
• People are aware of what is expected from them.
• On a personal level, setting goals helps
people work towards their own objectives.
• Goals are a form of motivation that sets
the standard for self-satisfaction with
performance.
• It is considered an “open” theory, so as
new discoveries are made it is modified.
Goal Setting Theory.
Goal setting and Feedback go hand in hand. Without feedback, goal setting is unlikely to work.
Properly-delivered feedback is also very essential, and the following should be followed for good
feedback:
•Create a positive context for feedback.
•Use constructive and positive language.
•Focus on behaviours and strategies.
•Tailor feedback to the needs of the individuals.
•Make feedback a two-way communication process.
III. REINFORCEMENT THEORY
Reinforcement theory of motivation was proposed by BF Skinner and his
associates.
It states that individual’s behaviour is a function of its consequences.
This theory focuses totally on what happens to an individual when he takes
some action.
The managers use the following methods for controlling the behaviour of the
employees:
– 1. Positive Reinforcement
– 2. Negative Reinforcement
– 3. Punishment
– 4. Extinction
CONCLUSION
1. Motivation is the work that a manager performs to inspire, encourage
and compel people to accomplish desired goals. Properly motivated
employees can produce excellent results by putting facilities to good
use.
2. Understanding the complexities involved in motivating people is not an
easy job since human behaviour is unpredictable and is the result of
multiple causes. Three kinds of theories have evolved.
