7. motivation, theories of motivation

(Source: https://ied.eu/project-updates/motivating-your-employees/)

MOTIVATION
Motivation can be defined as the internal and external factors that lead an
individual to engage in goal-related behaviour.
It is one of the most important factors affecting human behaviour at work.
The term ‘Motivation’ has been derived from the word ‘motive’ that means
an inner state that activates, energizes an individual and channelizes his
behaviour towards a certain goal.
Motivated individuals stay with a task long enough to achieve their goal.

INTRINSIC & EXTRINSIC MOTIVATION
Intrinsic type of motivation is the self-desire to achieve something, to
examine the individual’s ability to obtain knowledge.
Motivation that depends on internal factors (due to interest or enjoyment of
the task) is called intrinsic motivation. Internal factors can be the satisfaction
of accomplishing something or the desire to do work.
Intrinsic is feeling positive internally which causes the motivation.
Extrinsic type of motivation concerns to the motivation that is happening
aside from and distinct from the action they occur.
Motivation that depends on external factors is called extrinsic motivation.
Performance of the activity mainly depends in order to attain a desired
outcome.
Extrinsic is wanting to get the specific result or the outcome.

NEED THEORIES OF MOTIVATION
The main theories of motivation fall into one of two categories:
1. Needs Theories - describe the types of needs that must be met in order to
motivate individuals. There are a variety of needs theories, including
Maslow’s hierarchy of needs, Alderfer’s ERG theory, McClelland’s theory
of needs, and Herzberg’s motivation-hygiene theory (sometimes called
the two-factor theory).
2. Process Theories - help us understand the actual ways in which we and
others can be motivated.

THEORIES OF MOTIVATION
1. A. Maslow Need Hierarchy
2. F. Herzberg Dual Factor
3. Mc Gregor Theory X and Theory Y

ABRAHAM MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow hypothesized that every human being has a hierarchy of
five needs:
❖Physiological - Includes hunger, thirst, shelter, sex, and other bodily needs.
❖Safety - Includes security and protection from physical and emotional
harm.
❖Social - Includes affection, belongingness, acceptance, and friendship.
❖Esteem - Includes internal esteem factors such as self-respect, autonomy,
achievement; and external esteem factors such as status, recognition,
attention.
❖Self-actualization - Includes growth, achieving one’s potential, and self-
fulfillment. This is the drive to become what one is capable of becoming.

According to Maslow, in an organizational setting, once the basic needs of an
employee are met, the employee will want his “belongingness” (or social)
needs met.
Employees wish to work in an environment where they are accepted in the
organization and have some interaction with their peers, superiors and
subordinates.
After having satisfied these needs, an employee will want his higher level
needs to be met, which includes need for esteem and self-actualization.
Managers in the organizations must be well aware of Maslow’s Hierarchy of
Needs Theory in order to understand the level of needs of employees and
ensure that they are satisfied with their jobs.

DIGITAL NEEDS PYRAMID MASLOW 2.0

HERZBERG’S DUAL FACTOR/ 2 FACTOR THEORY

This theory is also known as Motivation-Hygiene Theory.
It was developed by psychologist Fredrick Herzberg who identified the factors
on the job.
He discovered that the factors that contributed to job satisfaction and
dissatisfaction are different.
Factors such as achievement, nature of work, advancement etc. are satisfiers,
which means that the presence of such factors cause satisfaction. However,
the absence of such factors does not result in dissatisfaction.
On the other hand, factors such as supervision, salary, working conditions,
job security etc. are dissatisfiers, which mean the absence of such factors
cause dissatisfaction.

Herzberg classified job factors into two types:
1. Job Content Factors (also known as motivators) such as responsibility,
recognition, the nature of work are responsible for presence or absence of
job satisfaction.
2. Job Context Factors (also known as hygiene factors) such as salary and
working conditions are responsible for the presence or absence of job
dissatisfaction.
Thus the four motivators in the theory are achievement, recognition,
responsibility, and advancement.
The five hygiene factors are monetary rewards, competent supervision, policy
and administration, working conditions, and security.

The theory is simple and propagates that the HR manager should focus on
removing the dissatisfiers from the workplace and concentrate on employing
and developing the right people on the job.

MC GREGOR THEORY X AND THEORY Y

In the 1960s, social psychologist Douglas McGregor developed two
contrasting theories that explained how managers' beliefs about what
motivates their people can affect their management style.
He labelled these Theory X and Theory Y
McGregor first explained Theory X and Theory Y in his book, "The Human Side
of Enterprise," and they refer to two styles of management – authoritarian
(Theory X) and participative (Theory Y).

Theory X managers tend to take a pessimistic view of their people, and
assume that they are naturally unmotivated and dislike work. As a result, they
think that team members need to be prompted, rewarded or punished
constantly to make sure that they complete their tasks.
Work in organizations that are managed like this can be repetitive, and
people are often motivated with a "carrot and stick" approach.
Performance appraisals and remuneration are usually based on tangible
results, such as sales figures or product output, and are used to control staff
and "keep tabs" on them.

This style of management assumes that workers:
• Dislike their work.
• Avoid responsibility and need constant direction.
• Have to be controlled, forced and threatened to deliver work.
• Need to be supervised at every step.
• Have no incentive to work or ambition, and therefore need to be enticed by
rewards to achieve goals.
According to McGregor, organizations with a Theory X approach tend to have
several tiers of managers and supervisors to oversee and direct workers.
Authority is rarely delegated, and control remains firmly centralized.
Managers are more authoritarian and actively intervene to get things done.

Theory Y managers have an optimistic, positive opinion of their people, and
they use a decentralized, participative management style. This encourages a
more collaborative , trust-based relationship between managers and their
team members.
People have greater responsibility, and managers encourage them to develop
their skills and suggest improvements. Appraisals are regular but, unlike in
Theory X organizations, they are used to encourage open communication
rather than control staff.
Theory Y managers give employees frequent opportunities for promotion.

This style of management assumes that workers are:
• Happy to work on their own initiative.
• More involved in decision making.
• Self-motivated to complete their tasks.
• Enjoy taking ownership of their work.
• Seek and accept responsibility, and need little direction.
• View work as fulfilling and challenging.
• Solve problems creatively and imaginatively.
Theory Y has become more popular among organizations. This reflects
workers' increasing desire for more meaningful careers that provide them
with more than just money.

Most managers will likely use a mixture of Theory X and Theory Y.
Although both styles of management can motivate people, the success of
each will largely depend on the team's needs and wants and organizational
objectives.
Theory X style of management can be used for new employees who will likely
need a lot of guidance, or in a situation that requires control in crisis.
It cannot be used when managing a team of experts who are used to working
under their own initiative, and need little direction.

WAYS OF MOTIVATING THROUGH CARROT AND STICK AT WORKPLACE
There are many different methods of motivating employees to do well at
work. One common method is the carrot and stick approach.
Creating a carrot and stick policy is typically fast and easy to implement, and
it is able to be customized for your employee needs and company culture.
Carrot and stick motivation is a motivational approach that involves offering a
“carrot”(a reward—for good behavior) and a “stick” (a negative consequence
for poor behavior).
It motivates staff by creating actionable goals and desirable rewards for
employees who are able to alter their behavior and performance.
It is a simple and effective form of feedback for employees.

The carrot and stick theory can be applied effectively in the workplace with a
reward and consequence system as motivational tools for staff members.
Using the carrot and stick approach in the workplace can be an effective form
of extrinsic motivation.
Managers should set the goal you would like your employees to achieve, then
create a carrot and a stick related to that goal.

Set a
goal
Create an
incentive
Decide who
should
receive the
carrot
Outline a
consequence
Decide who
should
receive the
stick

Examples of rewards for staff members include:
• Taking the employees out for dinner or buying a group lunch
• Allowing them to work from home for a pre-arranged length of time
• Gifting a personalized mug, water bottle or other frequently-used item
• Adding a bonus to their next paycheck
• Publicly thanking the employees, either in a company-wide email, in-person
or with a hand-written note
• Increasing their sales commission

The possible consequences that could be used in a carrot and stick approach
will vary widely based on the job. Some examples are:
• Loss of a portion of the employee’s commission
• Having to work an unfavorable shift
• Missing out on a company-wide reward
• Having to complete a disliked task, such as assisting with inventory or
cleaning the break room
Carrot and stick approach of motivation should be applied carefully such that,
both have the positive motivational effect on the people in the organization.

Thank You
www.linkedin.com/in/dr-parveen-kaur-nagpal-82965b15

7. motivation, theories of motivation

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