7. Types of Motivation:
 Motivation can be intrinsic (arising from internal
factors) or extrinsic (arising from external factors).
1. Intrinsic Motivation
2. Extrinsic Motivation

8. Intrinsic Motivation:
 Intrinsically-motivated behaviors are generated by
the sense of personal satisfaction that they bring.
They are driven by an interest or enjoyment in the
task itself that comes from the individual, not
society. For example, if you are in college because
you enjoy learning and want to make yourself a
more well-rounded individual, you are
intrinsically motivated. Intrinsic motivation is a
critical element in cognitive, social, and physical
development; those individuals who are
intrinsically motivated are likely to perform better
and improve their skills at a given task.

9. Extrinsic Motivation:
 Extrinsically-motivated behaviors, in contrast, are
performed in order to receive something from others.
They do not come from within the individual, but from
society—other people. For example, employees might do
their work because they want the company to pay them,
not because they love the work. Many athletes are driven
by the goal of winning, beating the competition, and
receiving praise from fans; they are not driven by the
intrinsic satisfaction they get from playing the sport.
Similarly, if you are in college because you want to make
yourself more marketable for a high-paying career or to
satisfy the demands of your parents, then your
motivation is more extrinsic in nature.

10. Example:
 In reality, our motivations are often a mix of both
intrinsic and extrinsic factors, and the nature of the
mix can change over time. For example, say cooking is
one of your favorite hobbies: you love to cook for others
whenever you get a chance, and you can easily spend
hours in the kitchen. You are intrinsically motivated to
cook. Then you decide to go to culinary school and
eventually get a job working as a chef in a good
restaurant. You are now getting extrinsic reinforcement
(e.g., getting paid) for your work, and may over time
become more extrinsically than intrinsically
motivated.

15. MASLOW’S NEED HIERARCHY
THEORY:
Abraham Maslow was a clinical psychologist in USA.
 Maslow suggested that every individual has complex set
of needs at any particular moment.
He stated that human beings have five types of needs and
physiological need is the strongest.
 Needs are hierarchal in nature and only one need
dominates at any one point of time.
Once the strongest need is satisfied then the second need
emerges as being the strongest need.
They do not disappear once they are satisfied but their
intensity is reduced.

16. Cont…
 1. Physiological Needs - As per Maslow physiological need is
strongest in every human being. Individual behaves in a
particular manner to satisfy basic bodily needs like hunger;
thirst, shelter and clothing. These needs keep dominating
unless they are reasonably satisfied.
 2. Safety Needs or Security Needs - Once the physiological
need of an individual is satisfied, the safety need /security
need arises and is dominant at that point of time.
 3. Social Needs - Once the safety need is satisfied, third need
i.e. social need arises. People want to belong to some social
group where their emotional need of love, affection, warmth
and friendship are satisfied.

17. Cont…
 4. Esteem Need or Ego Need - Fourth need in the hierarchy
of needs as suggested by Maslow is Esteem need or Ego need.
Individual wants self-recognition, appreciation for the work
done. It is related to self-respect, self-confidence, praise, power
and control.
 5. Self-actualization Need - Once esteem need is satisfied,
there appears the self-actualization need of human being. It is
related to an intense carving for something supreme one wants
to achieve in life. People set high goals, achieve them and set a
higher goals again and to achieve the same by utilizing fullest
potential. An individual seeking to satisfy self-actualization
need seek situations or jobs that are challenging in nature.

19. HERZBERG’S MOTIVATION— HYGIENE THEORY
(Two factor theory):
 Fredrick Herzberg and his associates developed
Motivation Theory based on two main factors in late
1950’s.
 The purpose of the study was to identify various
factors for goal achievement .
 Herzberg concluded, “ There are two types of needs,
independent of each other”.
 ( a ) Motivational Factors/(intrinsic)
 ( b ) Maintenance (Hygiene) Factor/(extrinsic)

20. ( a ) Motivational Factors:
 There is a set of job conditions, which operates primarily to build
strong motivation and job satisfaction. These factors are called
motivational factors.
 These factors have positive effect on morale, productivity, and
job satisfaction and over all efficiency of the organization.
 These factors are as under:
 Achievement
 Advancement
 Possibility of Growth
 Recognition
 Work Itself
 Responsibility

21. ( b ) Maintenance Factors:
 There are some job conditions which operate primarily to dissatisfy
employees when these conditions are absent. These factors are also
called hygiene factors.
 These factors are:
• Company Policy and administration.
• Technical supervision.
• Interpersonal relationship with superiors.
• Interpersonal relationship with peers.
• Interpersonal relationship with subordinates.
• Salary.
• Job security.
• Personal Life.
• Working condition.
• Status.

24. EXPECTANCY THEORY-VROOM:
 Vroom has propagated Expectancy Theory based on
employee expectancy. He believes that employee is
motivated to exert high level of efforts when he
believes that efforts will lead to good performance and
therefore organizational rewards that will satisfy
achievement of personal goals. The focus of the theory
has three elements:
 ( a ) Efforts - Performance relationship.
 ( b ) Performance - Reward Relationship.
 ( c ) Reward-personal goal relationship.

25. Cont…
 ( a ) Efforts - Performance relationship. It is related to
the probability perceived by individual that exerting a given
amount of efforts will lead to performance (Expectancy).
 ( b ) Performance - Reward Relationship. The degree to
which the individual believes that performing a particular
level will lead to attainment of desired outcome
(Instrumentality).
 ( c ) Reward-personal goal relationship. The degree to
which an organizational reward will satisfy individual
needs and its attractiveness for the individual (Valence).