1. The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, McClelland's needs theory, Alderfer's ERG theory, and Skinner's reinforcement theory. 2. Maslow's hierarchy proposes five levels of needs - physiological, safety, love, esteem, and self-actualization - that motivate people. Herzberg separated factors into hygiene and motivators. 3. Theory X and Y describe different views of employee motivation. McClelland identified three needs - achievement, affiliation and power - that drive motivation. Alderfer grouped needs into existence, relatedness and growth.

1. SUBMITTED BY:-
-Shashi Kumar
- Gourav Saxena
THEORIES OF MOTIVASION

2. THEORIES OF MOTIVATION

3. Contents:-
-Introductions
1. Maslow’s Hierarchy Needs Model
2. Herzberg’s Two Factor Theory Of Motivation
3. Theory X and Theory Y
4. McClelland’s Theory of Needs
5. Alderfer’s Erg Theory
6. Reinforcement Theory

4. What is MOTIVATION?
The word Motivation was derived from the Latin word Mover
(means to Move).
Motivation refers to the way in which urges, drives, desires, aspiration,
strivings or needs Direct, control or explain the behavior of human
beings.
---Dalton E. McFarland
Motivation is the Internal and external factors that stimulate desire and
energy in a people to be continually interested and committed to a job,
role or subject, or to make an effort to attain a goal.

5. Maslow’s Hierarchy Needs Model
Introduction..`
Maslow (1943) stated that people are
motivated to achieve certain needs. When
one need is fulfilled a person seeks to fulfill
the next one, and so on.
The earliest and most widespread version of
Maslow's (1943, 1954) hierarchy of
needs includes five motivational needs, often
depicted as hierarchical levels within a
pyramid.

7. 1. Biological and Physiological needs - air, food, drink,
shelter, warmth, sex, sleep
2. Safety needs - protection from elements, security, order,
law, stability, freedom from fear.
3. Love and belongingness needs - friendship, intimacy,
affection and love, - from work group, family, friends,
romantic relationships.
4. Esteem needs - achievement, mastery, independence,
status, dominance, prestige, self-respect, respect from
others.
5. Self-Actualization needs - realizing personal potential,
self-fulfillment, seeking personal growth and peak
experiences.

8. Herzberg’s Two Factor Theory Of Motivation
This is an environmental motivation theory which emphasizes factors in
the environment that contribute to the behavior. His two factors are job
satisfaction and job dissatisfaction. His conclusions are based on
research conducted among 200 accountants and engineers.
Herzberg’s Two Factor Theory
HYGIENE /
MAINTENANC
E FACTORS
MOTIVATORS /
GROWTH
FACTORS

9. HYGIENE / MAINTENANCE FACTORS
There are some elements in HYGIENE / MAINTENANCE
FACTORS
(i) Interpersonal relations with peers and supervisors and subordinates.
(ii) Company policies and administration rules.
(iii) Working conditions and job security.
(iv) Supervisor's technical competence.
(v) Salary and certain types of employee benefits.

10. MOTIVATORS / GROWTH FACTORS
There are also some elements in MOTIVATORS /
GROWTH FACTORS
(a) The jobs itself
(b) Recognition
(c) Achievement
(d) Responsibility
(e) Growth and Advancement

11. In 1960, Douglas McGregor formulated Theory X and Theory Y
suggesting two aspects of human behavior at work, or in
other words, two different views of individuals (employees):
one of which is negative, called as Theory X and the other is
positive, so called as Theory Y. According to McGregor, the
perception of managers on the nature of individuals is based
on various assumptions.
Theory X and Theory Y

12. Assumptions of Theory X
-An average employee intrinsically does not like work and tries to escape it
whenever possible.
-Since the employee does not want to work, he must be persuaded,
compelled, or warned with punishment so as to achieve organizational goals.
A close supervision is required on part of managers. The managers adopt a
more dictatorial style.
-Many employees rank job security on top, and they have little or no
aspiration/ ambition.
-Employees generally dislike responsibilities.
-Employees resist change.
- An average employee needs formal direction.

13. Assumptions of Theory Y
-Employees can perceive their job as relaxing and normal. They exercise their
physical and mental efforts in an inherent manner in their jobs.
-Employees may not require only threat, external control and coercion to work,
but they can use self-direction and self-control if they are dedicated and
sincere to achieve the organizational objectives.
-If the job is rewarding and satisfying, then it will result in employees’ loyalty
and commitment to organization.
-An average employee can learn to admit and recognize the responsibility. In
fact, he can even learn to obtain responsibility.
-The employees have skills and capabilities. Their logical capabilities should be
fully utilized. In other words, the creativity, resourcefulness and innovative
potentiality of the employees can be utilized to solve organizational problems.

14. McClelland’s Theory of Needs
David McClelland built on this work in his 1961 book, "The
Achieving Society." He identified three motivators that he believed
we all have: A need for achievement, A need for affiliation, and
A need for power. People will have different characteristics
depending on their dominant motivator.
McClelland says that, regardless of our gender, culture, or age, we
all have three motivating drivers, and one of these will be our
dominant motivating driver. This dominant motivator is largely
dependent on our culture and life experiences.
These characteristics are as follows:

15. Dominant Motivator Characteristics of This Person
Achievement
 Has a strong need to set and accomplish
challenging goals.
 Takes calculated risks to accomplish their
goals.
 Likes to receive regular feedback on their
progress and achievements.
 Often likes to work alone.
Affiliation
 Wants to belong to the group.
 Wants to be liked, and will often go along
with whatever the rest of the group wants to
do.
 Favors collaboration over competition.
 Doesn't like high risk or uncertainty.
Power
 Wants to control and influence others.
 Likes to win arguments.
 Enjoys competition and winning.
 Enjoys status and recognition.

16. Alderfer’s Erg Theory
To bring Maslow’s need hierarchy theory of motivation in synchronization
with empirical research, Clayton Alderfer redefined it in his own terms.
His rework is called as ERG theory of motivation. He re-categorized
Maslow’s hierarchy of needs into three simpler and broader classes of
needs:

17. Existence needs- These include need for basic material
necessities. In short, it includes an individual’s
physiological and physical safety needs.
Relatedness needs- These include the aspiration
individual’s have for maintaining significant interpersonal
relationships (be it with family, peers or superiors),
getting public fame and recognition. Maslow’s social
needs and external component of esteem needs fall
under this class of need.
Growth needs- These include need for self-development
and personal growth and advancement. Maslow’s self-
actualization needs and intrinsic component of esteem
needs fall under this category of need.

18. Reinforcement Theory of Motivation
Reinforcement theory of motivation was proposed by BF Skinner and his
associates. It states that individual’s behavior is a function of its
consequences. It is based on “law of effect”, i.e. individual’s behavior
with positive consequences tends to be repeated, but individual’s
behavior with negative consequences tends not to be repeated.
Reinforcement theory of motivation overlooks the internal state of
individual, i.e., the inner feelings and drives of individuals are ignored by
Skinner. This theory focuses totally on what happens to an individual
when he takes some action. Thus, according to Skinner, the external
environment of the organization must be designed effectively and
positively so as to motivate the employee. This theory is a strong tool
for analyzing controlling mechanism for individual’s behavior. However,
it does not focus on the causes of individual’s behavior.

19. The managers use the following methods for
controlling the behavior of the employees:
Positive Reinforcement- This implies giving a positive response when an individual
shows positive and required behavior. For example - Immediately praising an
employee for coming early for job. This will increase probability of outstanding
behavior occurring again. Reward is a positive reinforce, but not necessarily. If and only
if the employees’ behavior improves, reward can said to be a positive reinforcer.
Positive reinforcement stimulates occurrence of a behavior. It must be noted that
more spontaneous is the giving of reward, the greater reinforcement value it has.
Negative Reinforcement- This implies rewarding an employee by removing negative /
undesirable consequences. Both positive and negative reinforcement can be used for
increasing desirable / required behavior.

20. Punishment- It implies removing positive consequences so as to
lower the probability of repeating undesirable behavior in future. In
other words, punishment means applying undesirable consequence
for showing undesirable behavior. For instance - Suspending an
employee for breaking the organizational rules. Punishment can be
equalized by positive reinforcement from alternative source.
Extinction- It implies absence of reinforcements. In other words,
extinction implies lowering the probability of undesired behavior by
removing reward for that kind of behavior. For instance - if an
employee no longer receives praise and admiration for his good work,
he may feel that his behavior is generating no fruitful consequence.
Extinction may unintentionally lower desirable behavior.