This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .

2. Flow….of discussion
What is motivation
The Motivation Process
Theories of Motivation
Maslow's Theory of Motivation - Hierarchy of
Needs
Herzberg's motivator-hygiene theory
McGregor's Theory-X and Theory-Y of
Motivation
ERG Theory of Motivation
Goal Setting Theory of Motivation
McClelland's achievement motivation theory
in work situations

3. Motivation
Motivation is the characteristic that helps you achieve
your goal. It is the drive that pushes you to work hard .It
is the energy that gives you the strength to get up and
keep going - even when things are not going your way.
In the words of L.A. Allen, "Motivation is the work of
manager who performs to inspire, encourage and impel
people to take required action."

4. Theories of Motivation
Maslow's hierarchy of needs
Herzberg's motivator-hygiene
theory
Herzberg's motivator-
hygiene theory
Content
Theory

5. Theories of Motivation
ERG Theory of
Motivation
Goal-setting theory
McClelland's
achievement motivation
theory in work
situations
Process
Theory

6. Maslow’s Theory
We each have a hierarchy of needs that ranges from
"lower" to "higher." As lower needs are fulfilled there is a
tendency for other, higher needs to emerge.”
Maslow’s theory maintains that a person does not feel a
higher need until the needs of the current level have
been satisfied.

8. Hierarchy of Needs
Physiological Motivation: Provide ample breaks for lunch
, pay salaries that allow workers to buy life's essentials.
Safety Needs: Provide a working environment which is
safe, relative job security, and freedom from threats.
Social Needs: Generate a feeling of acceptance,
belonging by reinforcing team dynamics.

9. Hierarchy of Needs……
Esteem Motivators: Recognize achievements, assign
important projects, and provide status to make employees
feel valued and appreciated.
Self-Actualization: Offer challenging and meaningful
work assignments which enable innovation, creativity, and
progress according to long-term goals.

10. Limitations and criticism
Maslow’s hierarchy makes sense but little evidence
supports its strict hierarchy. Research has challenged the
order imposed by Maslow’s pyramid. As an example, in
some cultures, social needs are regarded higher than any
others.
Little evidence suggests that people satisfy exclusively
one motivating need at a time.

11. motivation-hygiene theory
Frederick Herzberg performed studies to determine which
factors in an employee's work environment caused
satisfaction or dissatisfaction. He published his findings in
the 1959 book The Motivation to Work.

12. motivation-hygiene theory
Satisfiers
:motivators
Dissatisfiers hygiene
factors

13. Achievement
Recognition
Workitself
Responsibility
Advancement
Growth
Companypolicy
Supervision
Relationship
w/Boss
Workconditions
Salary
Relationship
w/Peers
Motivating factors Hygiene factors

14. According to Herzberg: The job should have sufficient challenge to utilize the
full ability of the employee.
 Employees who demonstrate increasing levels of ability should be given
increasing levels of responsibility.
 If a job cannot be designed to use an employee's full abilities, then the firm
should consider automating the task or replacing the employee with one who has
a lower level of skill. If a person cannot be fully utilized, then there will be a
motivation problem

15. Limitation and criticism
 Critics consider Herzberg's two factor theory to be
simplistic - what motivates me may be a dissatisfier for
someone else
Its for individuals, not as a homogeneous group with one
set of wants and needs
Some factors may be within your control, some may not

16. Summary
Both these theories have been
broadly read and despite its
weaknesses its enduring value is
that it recognizes that true
motivation comes from within a
person and not from other factors.

17. McGregor (1957) Theory X
and Theory Y
Theory X assumptions:
people are naturally lazy and work as little as possible
workers lack ambition, avoid responsibility, and preferred to
be led
employees are interested only in their own needs and not the
needs of the organization
people are resistant to change
workers are basically gullible and not very bright

18. McGregor (1957) Theory X
and Theory Y
Theory Y Assumptions:
people are not passive by nature and are capable of self-
control and self-direction
work is natural and pleasurable
workers are not resistant to change and will work towards
organizational goals
people seek and accept responsibility
delegation, job enlargement, and
participative management are
consistent with Theory Y assumptions

19. ERG THEORY
A theory of human motivationthat focuses on
three groups of needs that form a hierarchy:
existence needs
relatedness needs
growth needs
The theory suggests that these needs change
their position in the hierarchy as circumstances
change.

21. Existence Needs
This group of needs is
concerned with providing the
basic requirements for
material existence, such as
physiological and safety
needs.
In a work context this need
is satisfied by money earned

22. Relatedness Needs
This group of needs focuses on
the desire to establish and maintain
interpersonal relationships with
family, friends, co-workers and
employers.
Interact with other people,
receive public recognition, and feel
secure around people.
The amount of time most people
spend at work this need is normally

23. Growth Needs
These needs are about the
fulfilment of desires to be creative,
productive and to complete
meaningful tasks.
These needs are all about by
personal development. In a work
context a person's job, career, or
profession can provide a significant
satisfaction of growth needs.

24. CONCLUSION
Clayton Alderfer extended and
simplified Maslow's Hierarchy into a
shorter set of three needs: Existence,
Relatedness and Growth (hence 'ERG').
Unlike Maslow, he did not see these as
being a hierarchy, but being more of a
continuum.

25. McClelland's Human
Motivation Theory
In the early 1940s, Abraham Maslow created his theory of
needs . This identified the basic needs that human beings
have, in order of their importance: physiological needs,
safety needs, and the needs for belonging, self-esteem and
"self-actualization".

26. McClelland's achievement motivation
theory in work situations
McClelland's acquired needs are found to varying degrees in
all workers and managers, and this mix of motivational needs
characterizes a person's or manager's style and behavior, both
in terms of being motivated, and in the management and
motivation others.
People with different needs are motivated differently.
High need for achievement (n-ach)
High achievers should be given challenging projects with
reachable goals. They should be provided frequent feedback.
While money is not an important motivator in itself. Rather, it
is an effective form of feedback.
High need for affiliation (n-affil)
Employees with a high affiliation need perform best in a
cooperative environment.
High need for power (n-pow)
Management should provide power seekers the opportunity to
manage others.
Note that McClelland's acquired needs theory allows for the
shaping of a person's needs; training programs can be used to

27. Dominant Motivator Characteristics of This Person
Achievement 1.Has a strong need to set and accomplish challenging goals.
1.Takes calculated risks to accomplish their goals.
1.Likes to receive regular feedback on their progress and
achievements.
1.Often likes to work alone.
Affiliation 1.Wants to belong to the group.
1.Wants to be liked, and will often go along with whatever the
rest of the group wants to do.
1.Favors collaboration over competition.
1.Doesn't like high risk or uncertainty.
Power 1.Wants to control and influence others.
1.Likes to win arguments.
1.Enjoys competition and winning.
1.Enjoys status and recognition.
These characteristics are as follows:

28. References :
Books:
1 . Chapter 12 Leadeship from FUNDAMENTALS OF
MANAGEMENT( Dr. Md. Mainul Islam, Dr. Abdul Awal Khan),
2. Chapter 8 The Nature of Leadership from Management
& Organisational Behaviour( Lourie J. Mullins)
Websites:
1.http://www.edunote.info/
2.http://www.managementstudyguide.com/importance_
of_leadership.htm