MOTIVATION
SUBMITTED TO:
DR. AMANPREET KAUR
SUBMITTED BY:
JASLEEN KAUR AND DIMPLE
5930 AND 5905
[Link] BI
1
01 02 03
MEANING NATURE TYPES
OVERVIEW 04 05 06
PROCESS THEORIES DETERMINATION
OF BEHAVIOUR
07 08 09
EMPLOYEE AS A PRIMARY CONCLUSION
TOTAL PERSON
INCENTIVES
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01 MEANING
Motivation is the word derived from the word 'motive' which means
needs, desires, wants or drives within the individuals. It is the process
of stimulating people to actions to accomplish the goals. In the work
goal context the psychological factors stimulating the people's
behavior can be -
desire for money
success
recognition
job-satisfaction etc
Berelson and Steiner "A motive is an inner state that energizes,
activates, or moves and directs or channels behavior goals."
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02 NATURE
01 Psychological concept
02 Cause and effect of human satisfaction
03 Related to human resources
04 Never ending process
05 Complex and unpredictable
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03 TYPES
[Link] and Negative Motivation
Through reward or through punishment
[Link] and Extrinsic Motivation
Achievment or Competing
[Link] and Non Financial
Motivation
Salary Increment or Trophy/recognition
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MASLOW’S NEED HIERARCHY
HERZBERG’S TWO-FACTOR THEORY
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THEORIES MCCLELLAND’S THEORY OF NEEDS
VROOM’S EXPECTANCY THEORY
SELF-DETERMINATION THEORY
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I MASLOW’S NEED HIERARCHY
Self-
Proposed that Motivation of depends actualization:
achieving one's
full potential,
on their need including
creative
Those need can be arranged in activities
Esteem needs:
hierarchy prestige and feeling of
accomplishment
Basic need to higher needs
Belongingness and love needs:
Five categories of human needs intimate relationships, friends
dictate an individual's behavior: Safety needs:
security, safety
Physiological needs:
food, water, warmth, rest
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II HERZBERG’S TWO-FACTOR THEORY
Frederick Herzberg developed the model in 1959.
Interviewed over 200 professionals
Argues that there are two factors that an organization can adjust to
influence motivation in the workplace.
HYGIENE FACTORS
HERZBERG
MOTIVATING
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HYGIENE FACTORS (MAINTENANCE FACTORS
Related to condition under which job is performed
Company Policy Technical Interpersonal
and Salary
Supervision relationship
Administration
Job security Working Status
Personal life
condition
Necessary to maintain at a reasonable level for satisfaction of employees
Any decrease in the level will dissatisfy them
Improving those factors helps to decrease job satisfaction 9
MOTIVATING FACTORS (SATISFIERS)
Related to a job
Achievement
Recognition
Advancement
Possibility of growth and responsibility
Any decrease in the factors will not affect the satisfaction
Any increase in these factors will satisfy the employees
Used in motivating them for higher performance
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III MCCLELLAND’S THEORY OF NEEDS
People are mainly motivated by one or more of these:
Need for Achievement – want to Need for Power – want to Need for Affiliation – want close
succeed influence others relationships
Need for Achievement
To achieve something unique (to struggle to achieve success)
Moderate risk taker
Immediate feedback to work performance
Sense of accomplishment
Preoccupation with the task until these are complete successfully
According to McClelland, Achievement oriented people are backbone of
most of the organisation for their fast growth. 11
CONTD....
Need for Affiliation ·
Belongingness
It is a desire for relationship based on co-operation and
mutual understanding.
A person is satisfied if he is able to maintain pleasant social relationship
Individuals having high affiliation needs prefer working in an
environment providing greater personal interaction.
Need for Power
The desire to influence other individual's behav
your wish.
It is the desire to have control over others and to be
influential. 12
IV VROOM’S EXPECTANCY THEORY
Victor Vroom in the 1960s
Motivation
= Valence * Instrumentality* Expectancy
Individuals act when they expect positive results from their actions.
Also known as VIE Theory
Expectancy - belief that increase effort will lead to increased
performance
Instrumentality - belief that high performance leads to reward
Valence - What is the value of the rewards that result from the
performance? Reward is valuable or not
Understand what type of reward employee values.
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CONTD.....
Expectancy Instrumentality Valence
Individual Individual Organizational Personal
Effort Performance rewards goals
Will my effort lead to Will performance Do I find the outcomes
high performance? lead to outcome? desirable?
This leads to three kinds of relationships
a) Effort performance relationship
b) Performance reward relationship
c) Reward personal goal relationship
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V SELF-DETERMINATION THEORY
Developed by Edward L Deci and Richard Ryan in 1985
Means
ability to make your own choices
To live the life the way you want
People feel motivated if they have controlled over their choices and not
influenced by others
Assumptions
Humans have tendency to move forward for growth and identify 3 core
needs for growth
Competence (to be effective in dealing with environment)
Connection or relatedness
(Having close and affectionate relationship)
Autonomy (to control their course of lives) 15
ROLE OF MOTIVATION IN
BEHAVIOUR
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TYPES OT MOTIVATION
ATTECTING BEHAVIOUR
DETERMINATION DETERMINANTS OF
OF MOTIVATED BEHAVIOUR
BEHAVIOUR THEORIES EXPLAINING
MOTIVATION AND
BEHAVIOUR
EXAMPLES
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I ROLE OF MOTIVATION IN BEHAVIOUR
Direction: Motivation gives behaviour a goal (e.g., a hungry person seeks
food).
Intensity: It decides how much effort someone puts in (e.g., studying 2 hours
vs. 8hours).
Persistence: Motivauon helps maintain
I TYPES OT MOTIVATION ATTECTING
BEHAVIOUR
Intrinsic Motivation: Behaviour is driven by internal satisfaction (e.g.,
learning because of curiosity).
Extrinsic Motivation: Behaviour is influenced by external rewards or
punishments (e.g.,working for a salary, studying for grades).
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I DETERMINANTS OF MOTIVATED
BEHAVIOUR
Biological needs (hunger, thirst, rest).
Psychological needs (achievement, recognition, self-esteem).
Social factors (peer influence, cultural values, family).
Cognitive factors (beliefs, expectations, goal-setting).
THEORIES EXPLAINING MOTIVATION
AND BEHAVIOUR
Maslow's Hierarchy of Needs - people act to satisfy needs from basic to
self-actualization.
Herzberg's Two-Factor Theory - motivation comes from job satisfaction
factors (achievement, recognition). 18
CONTD....
McClelland's Theory of Needs -achievement, power, and affiliation drive
behaviour.
Expectancy Theory - people act based on expected rewards.
EXAMPLES
A student motivated by fear of failure may study hard to avoid bad grades
(extrinsic, avoidance behaviour).
An employee motivated by promotion will show punctuality, responsibility,
and dedication.
A sportsperson motivated by passion for the game shows persistence and
enthusiasm even without external rewards.
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EMPLOYEE AS A
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“TOTAL PERSON”
This concept is part of human relations and motivation
theories.
It means that an employee is not just a worker with technical
skills, but a whole human being with feelings, attitudes,
values, personal needs, family responsibilities, and social
relationships.
Key Points:
Work life and personal life cannot be separated completely.
Motivation should consider both economic needs (salary,
security) and non-economic needs (respect,recognition,
growth).
Managers must treat employees as individuals with multiple
roles (worker, parent, friend)
EXAMPLE: if an employee is worried about family health
issues, his productivity may drop. A supportive workplace
20 policy.(like leave or health benefits) can restore motivation
EMPLOYEE AS A
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PRIMARY INCENTIVE
1. Meaning :In motivation theories, employees themselves
are considered the most important asset of an organization.
This idea emphasizes that the individual (employee) is the
central point of motivationn-their needs, desires, and goals
are the primary incentives that drive performance.
2 Why Employee is the Primary Incentive?
Employees bring skills, creativity, and loyalty.
Without motivated employees, no system, machine, or policy
can work effectively.
They expect recognition, respect, growth opportunities, and
fair treatment.
3. Examples
A company provides training and promotion opportunities -
Employee feels valued - Motivation increases.
A manager praises good work - Employee
sees recognition as an incentive - Works
21 harder.
09 CONCLUSION
Motivation drives employee behavior and
performance, influenced by both internal
needs and external rewards. Theories of
motivation help explain what inspires
individuals at different levels. Understanding
the employee as a total person means
considering both personal and professional
factors. While financial incentives are
important, non-monetary rewards also play a
key role in motivation and job satisfaction.
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THANK YOU
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