1. “Different Strokes for Different Folks”
What is Motivation?
Motivation is the process of arousing and sustaining interest in an activity in order to achieve a goal.
Motivating is…the activity performed by an individual to inspire, encourage and impel another individual to take a
required action.
What is Motivation?
is also the creation of a desire on the part of the individual to perform an activity to satisfy a need.
Need - Refers to basic things necessary to keep a human being alive.
HUMAN NEED
Is a state of felt deprivation of some basic satisfaction.
NEED and WANTS
NEED
 To be want of
 Ought to have
 Be unable to do without
 To be necessary
 Something that has to be a necessity
 Requirements
 The lack of useful or desired thing.








To require
To wish to see
Speak to or use (a person)
Something desired
The condition of being without
something desired
Lack
To feel that one would like to have
WANT
Motivation
 Intrinsic motivation
comes from within the student or from factors inherent in the task being performed.
comes from the sheer of joy of performing an act.
 It releases human energy that can be focused into improvement and innovation of a system.
 Extrinsic motivation
comes from sources external to the student and the task. It can come through praise, recognition, or a system of
rewards.
comes from the desire for reward, or fear of punishment.
 It restricts the release of energy from intrinsic motivation by judging, policing and destroying the
individual.
Law of Motivation
“A person must want to ………. They must be ready to ……… and there must be some reason to
……............................. “
Theories of Motivation
 McGregor’s Theory X and Theory Y
 Maslow’s Hierarchy of Needs Theory
 Alderfer’s ERG Theory
 Herzberg’s Two factor or hygiene and motivation theory
 McClelland’s - The Need Achievement Theory
 Weiner’s Attribution Theory
Theory X and Theory Y
 Douglas McGregor (1906-1964)
 Articulated basic principles of human relations theory
 The Human Side of Enterprise (1960, 1985)
To understand human behavior, one must discover the theoretical assumptions upon which behavior is based

2.  Especially interested in the behavior of managers toward workers
“Every managerial act rests on assumptions, generalizations, and hypotheses--that is to say, on theory . . .
Theory and practice are inseparable.”
 Two Objectives:
 Predict and control behavior
 Tap Unrealized potential
 Theory X - Classical Theory
 Theory Y - Human Relations Theory
 FOCUS: Manager’s assumptions about HUMAN NATURE
 Theory X - Classical Theory
 Three Assumptions
 The average human being has an inherent dislike of work and will avoid it.
 Most people must be coerced, controlled, directed, and threatened with punishment
 The average human being prefers to be directed, wishes to avoid responsibility, has
relatively little ambition, wants security.
 Neither explains nor describes human nature
 Theory Y - Human Relations Theory
 Assumptions
 Physical and mental effort in work is similar to play / rest.
 External control and the threat of punishment are not the only strategies
 Commitment to objectives is a function of the rewards associated with their
achievement
 The average human being learns, under proper conditions, not only to accept but to
seek responsibility
 The capacity to exercise a high degree of imagination, ingenuity, and creativity in the
solution of organizational problems is widely distributed in the population
 Intellectual potentialities of the average human being are underutilized
 A more positive perspective of human nature
 The KEY to control and quality production is commitment to organizational objectives
 Participative Management
 Two Central Features
 Cost-reduction sharing for organizational members - sharing the economic gains from
improvements in organizational performance
 Effective participation - a formal means of providing opportunities to every member of the
organization to contribute ideas for improving organizational effectiveness.
 Must be implemented appropriately
 Wastes time and undermines managerial power?
 Magic formula for every organizational problem?
 CONCERN for RELATIONSHIPS in the organization.
 As the need to increase commitment grows, so does the need to develop strong, communication-based
relationships among organizational members, particularly between supervisor and subordinate.
Hierarchy of Human Needs
Abraham H. Maslow - Asserts that higher order needs emerge as lower order –order needs are fully satisfied.
 1908–1970
 American Professor of Psychology

3. MASLOW’S
Hierarchy of NEEDS
•Truth
•Justice
•Wisdom
•Meaning
•Self-respect
•Achievement
•Attention
•Recognition
•Reputation
•Need for
friends
•Need for
belonging
•Need to
give and
receive love
•Job
Security
•Tenure
•Permanent
Status
•Insurance
coverage
•Police
protection
•Food &
medicines
•Clothing
•Shelter
•Health Care
Services
•Sex
Needs Satisfaction - Why do we have to satisfy their needs? - They behave in order to satisfy their needs
Behavior
Internal
needs
Outcome
Needs Satisfaction
ERG Theory
Clayton P. Alderfer
Relatedness
Needs
Existence
Needs
Growth
Needs
Satisfaction / Progression
Satisfaction / Regression
Satisfaction / Strengthening
•
•
•
Existence:
o Physiological and safety needs
Relatedness:
o Social and external esteem needs
Growth:
o Self-actualization and internal esteem needs

4. Hierarchy of Needs Theory
Motivation-Hygiene Theory
Self-Actualization
Work fulfilment
Esteem Needs
Advance recognition
and status
Social needs
Supervision and
relationships
Security/Safety needs
Company policy, job
security and working
Condition
Physiological needs
Salary and personal
life
Two Factor Theory Frederick Herzberg
Employee
Dissatisfied
and
unmotivated
Hygiene
Factors
Employees
not
Dissatisfied Motivation
Factors
but
unmotivated
Employees
Satisfied and
motivated
THEORY
HIERARCHY OF NEEDS
MOTIVATION & HYGIENE
MEANING
is based on the concept of human needs and
their satisfaction.
is based on the use of motivators which include
achievement, recognition and opportunity for
growth.
BASIS OF
THEORY
Maslow's theory is based on the hierarchy of
human needs.
He identified five sets of human needs (on
priority basis) and their satisfaction in
motivating employees.
refers to hygiene factors and motivating factors
in his theory.
Hygiene factors are dissatisfiers while motivating
factors motivate subordinates. Hierarchical
arrangement of needs is not given.
NATURE OF
THEORY
Maslow's theory is rather simple and
Hertzberg's theory is more prescriptive. It
descriptive. The theory is based long experience suggests the motivating factors which can be
about human needs.
used effectively. This theory is based on actual
information collected by Hertzberg by
interviewing 200 engineers and accountants.
THEORY
HIERARCHY OF NEEDS
MOTIVATION & HYGIENE

5. APPLICABILITY Maslow's theory is most popular and widely
OF THEORY
cited theory of motivation and has wide
applicability.
It is mostly applicable to poor and developing
countries where money is still a big motivating
factor.
Herzberg's theory is an extension of Maslow's
theory of motivation. Its applicability is narrow.
It is applicable to rich and developed countries
where money is less important motivating factor.
DESCRIPTIVE Maslow's theory or model is descriptive in
OF
nature.
PRESCRIPTIVE
Herzberg's theory or model is prescriptive in
nature.
MOTIVATORS
According to Maslow's model, any need can act in the dual factor model of Hertzberg, hygiene
as motivator provided it is not satisfied or
factors (lower level needs) do not act as
relatively less satisfied.
motivators.
Only the higher order needs (achievement,
recognition, challenging work) act as motivators.
The Need Achievement Theory –
David McClelland’s
 Theory of motivation explained based on relation to help individuals improve and increase
their need for competence and judging skills.
 He believes that some individuals have higher inner need to achieve than others .
McClelland’s
Three Patterns of Motivation
• Achievement Motivation
• Affiliation Motivation
• Power Motive
Hierarchy of Needs Theory
Need Achievement Theory
Self-Actualization
Need for Achievement
Esteem Needs
Need for Power
Social needs
Need for Affiliation
Security/Safety needs
Need for Survival
Physiological needs
•
•
•
Attribution Theory o Bernard Weiner
explains the emotional and motivational entailments of success and failure .
He believes that when achievement is aroused, people tend to attribute performance to one of the
following;
o Ability
o Effort
o Luck

6. •
•
o Task difficulty
Success - is attributed to high ability or high effort
Failure - is seed as resulting from low ability low effort.
Weiner’s
Attibution
Theory
Success or Failure
attributed to
External
Factors
•
•
•
•
•
•
Difficulty
Luck
Internal
Factors
Ability
Effort
Implications for Management Organization
o If Maslow's theory holds,
o there are some important implications for Management Organization.
o There are opportunities to motivate employees through :
Management style,
Job design,
Company events, and
Compensation packages,
Physiological needs:
• Provide lunch breaks,
• Rest breaks,
• Wages that are sufficient to purchase the essentials of life.
Safety Needs:
• Provide a safe working environment,
• Retirement benefits, and
• Job security
Social Needs:
• Create a sense of community via team-based projects and social events.
Esteem Needs:
• Recognize achievements to make employees feel appreciated and valued.
• Offer job titles that convey the importance of the position.
Self-Actualization:
• Provide employees a challenge and the opportunity to reach their full career potential.
•
•
•
•
•
•
Physiological Needs
Safety and Security Needs
Love and Social Needs
Esteem and Status Needs
Self-actualization or Self-fulfillment Needs
“…a satisfied need is no longer a
motivator!...”
•
“…as one need is satisfied, another need
emerges…”

7. •
•
o Task difficulty
Success - is attributed to high ability or high effort
Failure - is seed as resulting from low ability low effort.
Weiner’s
Attibution
Theory
Success or Failure
attributed to
External
Factors
•
•
•
•
•
•
Difficulty
Luck
Internal
Factors
Ability
Effort
Implications for Management Organization
o If Maslow's theory holds,
o there are some important implications for Management Organization.
o There are opportunities to motivate employees through :
Management style,
Job design,
Company events, and
Compensation packages,
Physiological needs:
• Provide lunch breaks,
• Rest breaks,
• Wages that are sufficient to purchase the essentials of life.
Safety Needs:
• Provide a safe working environment,
• Retirement benefits, and
• Job security
Social Needs:
• Create a sense of community via team-based projects and social events.
Esteem Needs:
• Recognize achievements to make employees feel appreciated and valued.
• Offer job titles that convey the importance of the position.
Self-Actualization:
• Provide employees a challenge and the opportunity to reach their full career potential.
•
•
•
•
•
•
Physiological Needs
Safety and Security Needs
Love and Social Needs
Esteem and Status Needs
Self-actualization or Self-fulfillment Needs
“…a satisfied need is no longer a
motivator!...”
•
“…as one need is satisfied, another need
emerges…”