RTMNU 4th sem MBA Subject - TEAM DYNAMICS [ HR ] Module 1 Part 1 INTRODUCTION TO MOTIVATION

1. RASHTRASANT TUKDOJI MAHARAJ NAGPUR UNIVERSITY
MBA
SEMESTER: 4
SPECIALIZATION – HR
TEAM DYNAMICS
MODULE NO 1
INTRODUCTION TO MOTIVATION
PART 2
- Jayanti R Pande

2. CONTENT
THEORIES
CONTEMPORARY
THEORIES
PROCESS
THEORIES
1 MASLOW’S NEED
HIERARCHY THEORY
2 HERZBERG’S TWO
FACTOR MODEL
THEORY
3 ALDERFER’S ERG
THEORY
1VROOM’S
EXPECTANCY
THEORY
2 PORTER-LAWLER
MODEL
1 EQUITY THEORY
OFWORK
MOTIVATION
2 Mc CLELLAND’S
NEEDS THEORY

4. CONTENT THEORIES OF MOTIVATION [ TRADITIONAL THEORIES ]
Content theory says there is always 1 best motivating technique which can be commonly used for all
employees. It mainly focuses on Need of employees and their Motivating factors.
1 MASLOW’S NEED HIERARCHY THEORY
Maslow's Hierarchy of Needs Theory is a motivational theory developed by Abraham Maslow in 1943.
According to this theory, human needs can be categorized into five levels, and these needs are arranged in a
hierarchy, with the most basic needs at the bottom and the most advanced needs at the top.The five levels of
needs are:
SELF ACTUALISATION
ESTEEM NEEDS
LOVE & BELONGING NEEDS
SAFETY & SECURITY NEEDS
BASIC PHYSIOLOGICAAL NEEDS

5. 1 Physiological needs:These are the most basic needs required for survival, such as food, water, air, shelter,
sleep, and clothing.
2 Safety needs:These needs are related to protection and security, such as physical safety, financial security,
and stability.
3 Love and belonging needs:These needs are related to social relationships, such as friendship, love, and
intimacy.
4 Esteem needs:These needs are related to self-esteem, confidence, and recognition, such as the need for
achievement, respect, and reputation.
5 Self-actualization needs:These needs are related to personal growth, creativity, and fulfillment of one's
potential, such as the need for self-fulfilment, personal growth, and realization of one's goals.
According to Maslow, individuals are motivated by the lowest level of unmet need in the hierarchy. Once a
lower level need is satisfied, the next higher need becomes the focus of motivation.The ultimate goal of
human motivation is to achieve self-actualization, which is the highest level of need in the hierarchy.
Overall, Maslow's Hierarchy of Needs Theory is still relevant today and has been used by psychologists,
researchers, and organizations to understand human motivation and design programs that meet individuals'
needs at different levels of the hierarchy.

6. 2 HERZBERG’S TWO FACTOR MODEL THEORY
Herzberg's Two-Factor Theory is a motivation theory developed by Frederick Herzberg in the 1950s.
According to this theory, there are two types of factors that affect employee motivation and job
satisfaction:
Hygiene factors:These factors are related to the work environment and include things like salary,
working conditions, company policies, and interpersonal relationships. Herzberg argued that these factors
are essential to prevent job dissatisfaction, but they do not necessarily lead to job satisfaction on their
own.
Motivational factors:These factors are related to the nature of the work itself, such as challenging work,
recognition, growth opportunities, and responsibility. Herzberg argued that these factors are essential for
creating job satisfaction and motivating employees to perform at their best.

7. HYGINE FACTORS
1.Salary and benefits: Fair compensation and benefits are important to employees' sense of security and
financial stability.
2.Working conditions:The physical environment of the workplace, including factors like temperature,
lighting, and noise levels, can impact employee well-being and job satisfaction.
3.Company policies:The rules and regulations that govern the workplace, such as attendance policies,
vacation policies, and performance evaluation procedures, can affect employee morale and job satisfaction.
4.Interpersonal relationships:The relationships that employees have with their colleagues, supervisors, and
managers can impact their job satisfaction and motivation.
5.Job security:The perceived stability and security of the job can impact employee stress levels and
motivation.
6.Work-life balance:The ability to balance work responsibilities with personal and family responsibilities is
important for employee well-being and job satisfaction.
7.Basic working conditions: Adequate resources, tools, and equipment are necessary for employees to
perform their jobs effectively and efficiently.

8. MOTIVATIONAL FACTORS
1.Achievement: Employees are motivated by achieving their goals, and recognition for their
accomplishments can boost their job satisfaction.
2.Challenging work: Employees are motivated by work that challenges them and allows them to use their
skills and knowledge to solve problems.
3.Growth and development: Employees are motivated by opportunities to learn new skills and take on
new challenges, such as training programs, mentorship, and promotion opportunities.
4.Responsibility: Employees are motivated by having a sense of ownership and responsibility for their
work and their team.
5.Recognition: Employees are motivated by recognition for their contributions, such as awards, bonuses,
and public acknowledgement.
6.Autonomy: Employees are motivated by having a sense of control over their work and the ability to make
decisions independently.
7.Purpose: Employees are motivated by work that is meaningful and aligned with their values and goals.

9. 3 ALDERFER’S ERG THEORY
Alderfer's ERG theory has three categories of human needs:
Existence needs:These are the most basic needs, including physiological needs for food, water, air, shelter,
and other basic necessities for survival.
Relatedness needs:These needs include social interaction, affection, and relationships with others.They
also include the desire for recognition and status within a social group.
Growth needs:These needs involve personal development, self-improvement, and the desire to achieve
one's full potential.

10. McGregor's Theory X and TheoryY
Douglas McGregor's Theory X and Theory Y are two contrasting views of human behavior at work.Theory X
assumes that employees are lazy and need to be closely monitored and controlled, while Theory Y assumes that
employees are motivated, creative, and capable of taking responsibility for their own work. Managers who hold
Theory X assumptions will tend to micromanage and control their employees, while managers who hold Theory
Y assumptions will tend to give their employees autonomy and encourage participation in decision-making.
Assumptions of Theory X:
• Employees are inherently lazy and avoid work whenever possible.
• Employees require close supervision and direction to achieve organizational goals.
• Employees are motivated primarily by extrinsic rewards such as salary, benefits, and job security.
Assumptions of TheoryY:
• Employees are inherently motivated to achieve organizational goals and improve their work.
• Employees are capable of taking responsibility for their own work and require minimal supervision.
• Employees are motivated primarily by intrinsic rewards such as personal fulfillment, recognition, and
achievement.

11. DIFFERENCE BETWEEN THEORY X AND THEORYY
Theory X
1. Negative attitude towards work
2. Lack of responsibility and initiative
3. Limited creativity and problem-solving ability
4. Motivated by external factors
5. Tight control needed to ensure productivity and
prevent mistakes
6. Centralized decision-making necessary for
efficiency
7. Autocratic leadership necessary for compliance
TheoryY
1. Positive attitude towards work
2. Responsibility and initiative
3. Creativity and problem-solving ability
4. Motivated by internal factors
5. Trust in employees to work
independently
6. Decentralized decision-making desirable
for employee participation
7. Participative leadership desirable for
employee involvement and initiative

13. PROCESS THEORIES OF MOTIVATION
It focuses on determining the way by which motivation process takes place in employees.This theory emphasises
on goals & methods by which employees can be motivated to achieve these goals. Main target is identifying
internal factors influencing motivation process. Here, motivation is considered as Cognitive Process.
1VROOMS EXPECTANCY THEORY [VALENCE & INSTRUMENTALITY THEORY]
Motivational Force = E * I * V
Vroom's Expectancy Theory is a motivation theory proposed by Victor Vroom in 1964. According to this theory, an
individual's motivation to perform a task depends on three factors:
Expectancy:The belief that a person has about whether their effort will lead to high performance. For example, if
an employee believes that working harder will lead to better performance, then they are likely to be motivated to
work harder.
Instrumentality:The belief that a person has about whether high performance will lead to certain outcomes. For
example, if an employee believes that high performance will lead to a promotion, then they are likely to be
motivated to perform well.
Valence:The value that a person places on the outcomes that are linked to high performance. For example, if an
employee values the promotion that comes with high performance, then they are likely to be motivated to
perform well. Positive valence refers to the value an individual places on a desired outcome. Negative valence
refers to the value an individual places on an undesired outcome. Zero valence refers to a neutral or indifferent
attitude towards an outcome.

14. 2 PORTER-LAWLER MODEL
It is a motivation theory developed by Edward Lawler and Lyman Porter in 1967.
This model is an enhancement of Vroom's Expectancy Theory and includes additional variables to explain
motivation in the workplace.
According to the Porter-Lawler Model, job performance is influenced by a combination of factors, including
ability, effort, and organizational support.The model also emphasizes the importance of satisfaction and the
impact of rewards on motivation.
The model proposes that an individual's satisfaction with their job depends on the perception of the rewards
received for their performance and the level of effort exerted. Additionally, the model suggests that
satisfaction with the job leads to increased motivation, which in turn leads to improved job performance.
The Porter-Lawler Model highlights the importance of understanding the relationships between various
factors that influence motivation in the workplace.
It also provides a framework for managers to design effective incentive programs to enhance employee
motivation and performance.

15. The Porter-Lawler Model consists of six main components:
1.Effort:The level of effort an employee puts into their work, which is influenced by individual factors
such as personality and motivation.
2.Performance: The degree to which an employee achieves their job-related goals, which is
influenced by the employee's ability and the available resources.
3.Rewards:The outcomes or benefits that an employee receives for their job performance, such as
salary, promotion, recognition, or job security.
4.Satisfaction:The extent to which an employee is content with their job and work environment, which
is influenced by the level of rewards received and the employee's expectations.
5.Organizational Support:The degree of support an employee receives from the organization,
including resources, training, and feedback.
6.Goals:The specific objectives or targets that an employee aims to achieve, which should be
challenging but attainable and aligned with the organization's objectives.

17. CONTEMPORARY THEORIES OF MOTIVATION
They represent the current set of art in explaining employee motivation.
1 EQUITY THEORY OF WORK MOTIVATION
• The Equity Theory suggests that employees are motivated by fairness and equity in the workplace.
• Employees compare their inputs and outputs to those of others in similar positions or roles to determine
if they are being treated equitably.
• When employees perceive equity, they experience a sense of motivation to maintain their performance.
• Under-reward and over-reward can lead to perceptions of inequity and reduced motivation and job
satisfaction.
• Managers can ensure equity by providing transparent reward systems and involving employees in
decision-making processes.
• Communication is key to addressing perceptions of inequity and maintaining a fair and motivating work
environment.

18. Four main components
1.Persons:This refers to the individuals who are making the comparisons between their inputs and
outcomes and those of others.
2.Comparison: Individuals compare their inputs and outcomes with those of others in similar
positions or roles.This comparison can be both internal (with oneself) or external (with others).
3.Inputs: Inputs refer to the resources, effort, skills, and experience that an individual puts into their
work, such as time and energy.
4.Outcomes: Outcomes refer to the rewards that an individual receives for their work, such as pay,
benefits, recognition, and opportunities for advancement.
The Equity Theory says people are motivated when they feel they are being treated fairly at work.
They compare what they put in (like effort) and what they get out (like pay) with others. If they feel it's
unfair, they may lose motivation and job satisfaction. Managers can promote fairness by having clear
reward systems, involving employees in decisions, and addressing any concerns.

19. 2 MC CLELLAND’S NEED THEORY
McClelland's Need Theory is a motivational theory that proposes that an individual's needs are the
primary drivers of their behaviour and motivation.
The theory is based on three types of needs:
Need for achievement:The need to excel and accomplish challenging goals.
Need for affiliation:The need for social interaction, approval, and relationships with others.
Need for power:The need to influence, control, and have an impact on others.
McClelland believed that individuals have a dominant need, which influences their behaviour and
motivation. For example, an individual with a high need for achievement is motivated by setting
challenging goals and receiving recognition for their accomplishments. An individual with a high need for
affiliation is motivated by working in a supportive and social environment. An individual with a high need
for power is motivated by taking on leadership roles and having an impact on others.
The theory suggests that understanding an individual's dominant need can help managers motivate and
engage them in the workplace. For example, a manager can provide challenging projects and recognition
for an employee with a high need for achievement, while providing opportunities for social interaction and
collaboration for an employee with a high need for affiliation.
Overall, McClelland's Need Theory emphasizes the importance of understanding and catering to an
individual's specific needs to increase their motivation and engagement in the workplace.

20. Self-Determination Theory:
1.Humans have innate psychological needs for autonomy, competence, and relatedness.
2.Meeting these needs is essential for motivation, engagement, and well-being.
3.Individuals are motivated when they feel a sense of control over their environment (autonomy), a
sense of mastery or ability (competence), and a sense of connection to others (relatedness).
Self-Efficacy Theory:
1.An individual's belief in their ability to succeed in a task or situation is a key determinant of their
motivation and performance.
2.Individuals with high self-efficacy are more likely to set challenging goals, persist in the face of
obstacles, and recover from setbacks than those with low self-efficacy.
3.Self-efficacy can be developed through past experiences of success, modeling, and feedback.
Overall, both theories stress the importance of intrinsic motivation (motivation from within oneself) for
sustained engagement and performance. Meeting psychological needs and building confidence in one's
abilities are crucial factors in driving motivation, engagement, and performance.

21. Reinforcement Theory
It is a motivational theory that was developed by B.F. Skinner.The theory suggests that individuals are
motivated to repeat behaviours that are positively reinforced (i.e., behaviours that lead to favourable
consequences) and are less likely to repeat behaviours that are negatively reinforced (i.e., behaviours that
lead to unfavourable consequences).
Reinforcement can be classified into four types:
1.Positive Reinforcement:The addition of a desirable consequence (such as praise, rewards, or recognition)
to increase the likelihood of a behaviour being repeated in the future.
2.Negative Reinforcement: The removal of an undesirable consequence (such as removing a task or
responsibility) to increase the likelihood of a behaviour being repeated in the future.
3.Punishment:The addition of an undesirable consequence (such as criticism, reprimands, or disciplinary
action) to decrease the likelihood of a behaviour being repeated in the future.
4.Extinction:The removal of a positive consequence (such as ignoring or withholding rewards) to decrease
the likelihood of a behaviour being repeated in the future.
The effective use of reinforcement requires identifying the desired behaviour, determining the appropriate
type of reinforcement to use, and consistently providing reinforcement for the behaviour. Managers and
organizations can use reinforcement to shape employee behaviour, increase motivation, and improve
performance.