1. MOTIVATION

2. MOTIVATION – PROCESS THAT
ACCOUNTS FOR AN INDIVIUAL’S
INTENSITY, DIRECTION AND
PERSISTENCE OF EFFORTS
TOWARDS ATTAINING A GOAL

3. THE WILLINGNESS TO EXERT HIGH
LEVELS OF EFFORT TO REACH
ORGANIZATIONAL GOALS.
CONDITIONED BY EFFORTS, ABILITY
TO SATISFY SOME INDIVIDUAL
NEEDS.

4. NEED – SOME INTERNAL STATE THAT
MAKES CERTAIN OUTCOMES APPEAR
ATTRACTIVE.
DRIVE – AN UNSATISFIED NEED
CREATES TENSION THAT STIMULATES
DRIVES WITHIN AN INDIVIUAL.

5. MOTIVATION PROCESS
UNSATISFIED
NEED
TENSION
DRIVES
SEARCH
BEHAVIOR
SATISFIED
NEED
REDUCTION
OF TENSION

6. MOTIVATION – EARLY
THEORIES

7. MASLOW’S HIEARCHY OF NEEDS
Self Actualization
( Self Fulfillment )
Esteem Needs or Ego Needs
( Prestige, status, self respect )
Social Needs
( Affection, friendship, belonging )
Safety and security Needs
( Protection, order, stability )
Physiological Needs
( Food, water air, shelter )

8. SELF ACTUALISATION
PERSONAL GROWTH
REALISATION OF POTENTIAL
ESTEEM NEEDS
TITLES, STATUS SYMBOLS, PROMOTION
AFFILIATION OR ACCEPTANCE NEEDS
FORMAL & INFORMAL WORK GROUPS
SECURITY OR SAFETY NEEDS
SENOIRITY BASED PROMOTIONS, MEDICAL INSURANCE, PENSION
BASIC NEEDS
PAY & CASH BENEFITS

9. MC GREGORS THEORY X
AND THEORY Y

10. THEORY X – NEGATIVE VIEW
• EMPLOYEES INHERENTLY DISLIKE WORK
AND WHENEVER POSSIBLE ATTEMPT TO
AVOID
• EMPLOYEES MUST BE COERCED TO
WORK
• EMPLOYEES AVOID RESPONSIBILITY
• MOST WORKERS PLACE SECURITY
ABOVE ALL

11. THEORY Y – POSITIVE VIEW
• EMPLOYEES CAN VIEW WORK AS
BEING NATURAL
• WILL EXERCISE SELF DIRECTION AND
SELF CONTROL
• AVERAGE PERSON CAN ACCEPT
AND EVEN SEEK RESPONSIBILITY
• ABILITY TO TAKE INNOVATIVE
DECISIONS IS WIDELY DISPERSED

12. HERZBERG’S TWO FACTOR
THEORY
(MOTIVATIONAL- HYGIENE THEORY)

13. DISSATISFACTION FACTORS
• SUPERVISION
• RELATIONSHIP WITH SUPERIORS
• WORK CONDITIONS
• SALARY
• RELATIONSHIP WITH PEERS
• RELATIONSHIP WITH SUBORDINATES

14. SATISFACTION FACTORS
• ACHEIVEMENT
• RECOGNITION
• WORK ITSELF
• RESONSIBILITY
• ADVANCEMENT

15. CONTEMPORARY THEORIES
OF MOTIVATION

16. Three Needs Theory
David C McClelland
• Need for achievement (n Ach)
• Need for Power (n Pow)
• Need for Affiliation (n Aff)

17. n ARCH – DRIVE TO EXCEL TO ACHIEVE IN
RELATION OF SET STANDARDS.
STRIVE TO SUCCEED
PERSONAL RESPONSIBILTY
FEEDBACK
MODERATE RISK

18. n POW – TO HAVE IMPACT, TO BE
INFLUENTIAL AND CONTROL OTHERS.
ENJOY BEING IN CHARGE TO BE PLACED IN
COMPETITIVE SITUATION
STATUS ORIENTED
CONCERNED WITH PRESTIGE

19. n AFF – DERSIRE FOR FRIENDLY AND CLOSE
INTERPERSONAL RELATIONSHIP
CO-OPERATION
TEAMWORK

20. GOAL SETTING THEORY

21. • SPECIFIC GOAL PRODUCES BETTER RESULTS
THAN A GENERALISED ONE
• ARE PEOPLE MOTIVATED BY DIFFICULT
GOAL?
• FEEDBACK IMPORTANT
• PARTICIPATION IN GOAL SETTING
• GOAL SETTING THEORY IS CULTURE BOUND

22. MBO PROGRAMS

23. REINFORCEMENT THEORY
“ BEHAVIOUR IS THE FUNCTION OF ITS
CONSEQUENCES”
REINFORCERS – ANY CONSEQUENCE
IMMEDIATELY FOLLOWING A RESPONSE
THAT INCREASES THE PROBABILITY THAT
THE BEHAVIOUR WILL BE REPEATED.

24. EQUITY THEORY
EQUITY THEORY – “A THEORY THAT
INDIVIUALS COMPARE THEIR JOB INPUTS
AND OUTCOMES WITH THOSE OF OTHERS
AND THEN RESPOND TO ELIMINATE ANY
INEQUITIES”

25. EMPLOYEE REFERENT
• SELF INSIDE
• SELF OUTSIDE
• OTHER INSIDE
• OTHER OUTSIDE

26. WHAT IS EQUITY AND
FAIRNESS?
- CONCEPT OF
ORGANISATIONAL JUSTICE

27. ORGANISATIONAL JUSTICE
• DISTRIBUTIVE JUSTICE
• PROCEDURAL JUSTICE
• INTERACTIONAL JUSTICE

28. EXPECTANCY THEORY
OF MOTIVATION
----Victor H Vroom
AN INDIVIUAL TENDS TO ACT IN CERTAIN WAY BASED ON
EXPECTATION THAT THE ACT WILL BE FOLLOWED BY A GIVEN
OUTCOME AND ON THE ATTRACTIVENESS OF THE OUTCOME

29. THREE VARIABLES OF
EXPECTANCY THEORY
• EXPECTANCY – EFFORT – PERFOMANCE
LINKAGE
• INSTRUMENTALITY – PERFORMANCE –
REWARD LINKAGE
• VALENCE – ATTRACTIVENESS OF THE
REWARD

30. MONEY AS A MOTIVATING
FACTOR

31. DESIGNING MOTIVATING
JOBS

32. JOB ROTATION, ENLARGEMENT
AND ENRICHMENT

33. ALTERNATIVE WORK
ARRANGEMENTS
• FLEXTIME
• JOB SHARING
• TELECOMMUNICATING

34. THEORY TO PRACTICE
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RECOGNISE INDIVIUAL DIFFERENCES
MATCH PEOPLE TO JOBS
USE GOALS
GOALS SHOULD BE PERCEIVED ATTAINABLE
INDIVIDUALISE REWARDS
REWARDS LINKED TO PERFORMANCE
EQUITY
DONOT IGNORE MONEY !!