PRESENTED BY :PRAVEEN JAIN & SAURABH WADHWA

ROLL NO. 835 & 847

MOTIVEMOTIVE ““A MOTIVE IS AN INNER STATE A MOTIVE IS AN INNER STATE

THAT ENERGISES, ACTIVATES OR THAT ENERGISES, ACTIVATES OR MOVES AND THAT DIRECTS MOVES AND THAT DIRECTS BEHAVIOUR TOWARDS GOALS”BEHAVIOUR TOWARDS GOALS”

BY BERNARD BERELSON & GARRY A. STEINERBY BERNARD BERELSON & GARRY A. STEINER

MOTIVATIONMOTIVATION “ “MOTIVATION IS THE COMPLEX FORCES MOTIVATION IS THE COMPLEX FORCES

STARTING & KEEPING A PERSON AT STARTING & KEEPING A PERSON AT WORK IN AN ORGANISATION. WORK IN AN ORGANISATION. MOTIVATION IS SOMETHING THAT MOTIVATION IS SOMETHING THAT MOVES THE PERSON TO ACTION & MOVES THE PERSON TO ACTION & CONTINUES HIM IN THE COURSE OF CONTINUES HIM IN THE COURSE OF ACTION ALREADY INITIATED”. ACTION ALREADY INITIATED”.

BY ROBERT DUBINBY ROBERT DUBIN

NATURE OF MOTIVATIONNATURE OF MOTIVATION

BASED ON MOTIVESBASED ON MOTIVES GOAL-DIRECTED BEHAVIOURGOAL-DIRECTED BEHAVIOUR RELATED TO SATISFACTIONRELATED TO SATISFACTION PERSON MOTIVATED IN TOTALITYPERSON MOTIVATED IN TOTALITY COMPLEX PROCESSCOMPLEX PROCESS

MOTIVATION AND BEHAVIOUR

NEED TENSIONGOAL-FULFILMENT/

NEED SATISFACTION

FAVOURABLE ENVIRONMENT

GOAL-DIRECTEDBEHAVIOUR

CONSEQUENCES OF NON-FULFILMENT OF NEED

FRUSTRATION

NON-SATISFACTION OF NEED

AGGRESSION

FLIGHT(EXTERNAL WITHDRAWAL)

APATHY(INTERNAL WITHDRAWAL)

EXTERNALISEDINTERNALISED

TOWARDS SOURCE TOWARDS OTHERS

PERSON INANIMATE OBJECT•FLIGHT•APATHY•AGGRESSION

ROLE OF MOTIVATIONROLE OF MOTIVATION HIGH PERFORMANCE LEVELHIGH PERFORMANCE LEVEL LOW EMPLOYEE TURNOVER &LOW EMPLOYEE TURNOVER &

ABSENTEEISMABSENTEEISM ACCEPTANCE OF ACCEPTANCE OF

ORGANISATIONALORGANISATIONAL CHANGESCHANGES

THEORIES OF MOTIVATIONTHEORIES OF MOTIVATION MASLOW’S NEED HIERARCHY• THIS THEORY IS GIVEN BY A.H.MASLOW IN 1943, A FAMOUS SOCIAL SCIENTIST.

• IN THIS THEROY THE BEHAVIOUR OF AN INDIVIDUAL AT A PARTICULAR MOMENT IS USUALLY DETERMINED BY HIS STRONG NEEDS.

• ACCORDING TO THIS THEORY THERE SEEMS TO BE A HIERARCHY INTO WHICH HUMAN NEEDS ARE ARRANGED.

PHYSIOLOGICALSAFETY

SOCIALESTEEM

SELF-ACTUALISATION

• PHYSIOLOGICAL NEEDS :- IT INCLUDES THOSE NEEDS WHICH A MAN NEEDS TO SATISFY FIRST OF ALL IN ORDER TO REMAIN ALIVE.

• SAFTEY NEEDS :- IT MEANS PHYSICAL, ECONOMIC AND PSYCOLOGICAL.

• SOCIAL NEEDS :- AS A MAN IS SOCIAL BEING, HE HAS A TO LIVE IN SOCIETY WITH HONOUR.

• ESTEEM NEEDS :- THEY ARE ALSO CALLED EGO NEEDS OF A MAN. IT IS CONCERNED WITH SELF-RESPECT, PRESTIGE, POWER, CONTROL ETC.

• SELF ACTUALISATION NEEDS :- THIS IS RELATED WITH THE DEVELOPMENT OF INNER CAPABILITIES. IT MEANS THAT A MAN SHOULD BECOME WHAT HE IS CAPABLE OF.

CRITICISMCRITICISM THE CHAIN OF NEED HIERARCHY THEORY OF MASLOW IS NOT THE CHAIN OF NEED HIERARCHY THEORY OF MASLOW IS NOT

PERMANENT. THIS UNDERGOES CHANGES ACCORDING TO THE PERMANENT. THIS UNDERGOES CHANGES ACCORDING TO THE SITUATIONS.SITUATIONS.

IT IS NOT NECESSARY THAT THE NEEDS OF ONE CATEGORY MAY IT IS NOT NECESSARY THAT THE NEEDS OF ONE CATEGORY MAY BE STRONGER AT A TIME AND THE OTHER NEEDS REMAIN BE STRONGER AT A TIME AND THE OTHER NEEDS REMAIN UNEMPORTANT.UNEMPORTANT.

A PERSON TRIES FOR HIS HIGHER LEVEL NEED WHEN HIS LOWER A PERSON TRIES FOR HIS HIGHER LEVEL NEED WHEN HIS LOWER LEVEL NEED IS REASONABLE SATISFIED. NOW QUESTION ARISES LEVEL NEED IS REASONABLE SATISFIED. NOW QUESTION ARISES THAT WHAT IS THE REASONABLE LEVEL. LEVEL OF SATISFACTION THAT WHAT IS THE REASONABLE LEVEL. LEVEL OF SATISFACTION FOR PARTICULAR NEED MAY DIFFER FROM PERSON TO PERSON. FOR PARTICULAR NEED MAY DIFFER FROM PERSON TO PERSON.

HERZBERG’S MOTIVATION-HERZBERG’S MOTIVATION-HYGIENE THEROYHYGIENE THEROY

THIS THEROY WAS GIVEN BY PROF. FREDERICK THIS THEROY WAS GIVEN BY PROF. FREDERICK HERZBERG.HERZBERG.

THIS STUDY CONSISTS AN INTENSIVE AN ANALYSIS THIS STUDY CONSISTS AN INTENSIVE AN ANALYSIS OF THE EXPERIENCE & FEELINGS OF 200 ENGINEERS OF THE EXPERIENCE & FEELINGS OF 200 ENGINEERS & ACCOUNTANTS IN 9 DIFFERENT COMPANIES IN & ACCOUNTANTS IN 9 DIFFERENT COMPANIES IN PITTSBURG AREA,U.S.A.PITTSBURG AREA,U.S.A.

ON ANALYSING THE INFORMATION FROM THE ON ANALYSING THE INFORMATION FROM THE INTERVIEW, HERZBERG CONCLUDED THAT THERE INTERVIEW, HERZBERG CONCLUDED THAT THERE WERE 2 CATEGORIES OF JOB CONDITION WHICH WERE 2 CATEGORIES OF JOB CONDITION WHICH EFFECTS INDIVIDUAL BEHAVIOUR.EFFECTS INDIVIDUAL BEHAVIOUR.

HYGIENE OR MAINTENANCE FACTORS :- ACCORDING TO HERZBERG, THERE ARE TEN HYGIENE FACTORS. THESE ARE COMPANY POLICY & ADMINISTRATION, TECHNICAL SUPERVISION, MUTUAL RELATIONSHIP WITH SUPERIORS, MUTUAL RELATIONS WITH TEAM MEMBERS MUTUAL RELATIONS WITH SUBORDINATES, SALARY, JOB SECURITY, PERSONAL LIFE, WORKING CONDITIONS & STATUS.

MOTIVATIONAL FACTORS :-

ACCORDING TO HERZBERG, THERE ARE SIX FACTORS THAT MOTIVATES THE EMPLOYEES. THESE ARE ACHIEVEMENT, RECOGNITION, ADVANCEMENT, WORK ITSELF, OPPORTUNITIES FOR GROWTH AND RESPONSIBILITY.

CRITICISMCRITICISM JOB SATISFACTION AND DISSATISFACTION ARE TWO JOB SATISFACTION AND DISSATISFACTION ARE TWO

OPPOSITE POINTS. INDIVIDUALS ON THE JOBS ARE OPPOSITE POINTS. INDIVIDUALS ON THE JOBS ARE AFFECTED BY ANY CHANGE EITHER IN THE JOB AFFECTED BY ANY CHANGE EITHER IN THE JOB ENVIRONMENT OR IN THE JOB CONTENT.ENVIRONMENT OR IN THE JOB CONTENT.

HERZBERG’S MODEL IS ‘METHOD BOUND’.HERZBERG’S MODEL IS ‘METHOD BOUND’.

THIS THEORY DOES NOT GIVE MUCH IMPORTANCE THIS THEORY DOES NOT GIVE MUCH IMPORTANCE TO PAY, STATUS OR INTERPERSONAL TO PAY, STATUS OR INTERPERSONAL RELATIONSHIPS WHICH ARE HELD GENERALLY AS RELATIONSHIPS WHICH ARE HELD GENERALLY AS IMPORTANT CONTENT OF SATISFACTION. IMPORTANT CONTENT OF SATISFACTION.

COMPARISION OF HERZBERG AND COMPARISION OF HERZBERG AND MASLOW MODELSMASLOW MODELS

BOTH MODELS FOCUS THEIR ATTENTION ON THE BOTH MODELS FOCUS THEIR ATTENTION ON THE SAME RELATIONSHIP THAT IS WHAT MOTIVATES AN SAME RELATIONSHIP THAT IS WHAT MOTIVATES AN INDIVIDUAL BEHAVIOUR.INDIVIDUAL BEHAVIOUR.

MASLOW HAS GIVEN THAT ANY UNSATISFIED NEED MASLOW HAS GIVEN THAT ANY UNSATISFIED NEED BECOMES A MOTIVATING FACTOR FOR INDIVIDUAL BECOMES A MOTIVATING FACTOR FOR INDIVIDUAL WHERE AS HERZBERG HAS SUGGESTED ONLY WHERE AS HERZBERG HAS SUGGESTED ONLY HIGHER LEVEL NEEDS REMAIN MOTIVATING HIGHER LEVEL NEEDS REMAIN MOTIVATING FACTOR FOR INDIVIDUAL.FACTOR FOR INDIVIDUAL.

PHYSIOLOGICALSAFETY

SOCIALESTEEM

SELF ACTUALISATION

MOTIVATORS

MAINTENANCE

McCLELLAND’S NEED THEORYMcCLELLAND’S NEED THEORY

McClelland has identified three types of basic McClelland has identified three types of basic motivating needs. He classified these as :motivating needs. He classified these as :

Need for powerNeed for power Need for affiliationNeed for affiliation Need for achievement Need for achievement

Power MotivePower MotiveThe ability to induce or influence behaviour is The ability to induce or influence behaviour is

power. Power motive has been formally power. Power motive has been formally recognised and studied for a relatively long recognised and studied for a relatively long time. People with a high power need have a time. People with a high power need have a great concern for exercising influence and great concern for exercising influence and control. Such individuals generally seek control. Such individuals generally seek positions of leadership; they involve in positions of leadership; they involve in conversation; they are forceful, outspoken, conversation; they are forceful, outspoken, hard headed, and demanding.hard headed, and demanding.

Affiliation MotiveAffiliation Motive Since people are social animals, most Since people are social animals, most

individuals like to interact and be with others in individuals like to interact and be with others in situations where they feel belong and are situations where they feel belong and are accepted. Sometimes, affiliation is equated accepted. Sometimes, affiliation is equated with social motives. People with high need for with social motives. People with high need for affiliation usually derive pleasure from being affiliation usually derive pleasure from being loved and tend to avoid the pain of being loved and tend to avoid the pain of being rejected. They are concerned with maintaining rejected. They are concerned with maintaining pleasant social relationship, enjoying a sense of pleasant social relationship, enjoying a sense of intimacy and understanding, and enjoy intimacy and understanding, and enjoy consoling and helping others in trouble.consoling and helping others in trouble.

Achievement MotiveAchievement Motive The need for achievement is a distinct human The need for achievement is a distinct human

motive that can be distinguished from other motive that can be distinguished from other needs. It can also be isolated and assessed in needs. It can also be isolated and assessed in any group. McClelland has identified four any group. McClelland has identified four basic characteristics of high achievers. basic characteristics of high achievers.

1.1. Moderate RisksModerate Risks2.2. Immediate FeedbackImmediate Feedback3.3. AccomplishmentAccomplishment4.4. Preoccupation with the tasks. Preoccupation with the tasks.

ALDERFER’S ERG ALDERFER’S ERG THEORYTHEORY

Alderfer believes that there is a value in categorising Alderfer believes that there is a value in categorising needs and that there is a basic distinction between needs and that there is a basic distinction between

lower-order needs and higher-order needs.lower-order needs and higher-order needs.

The first three letters of these needs are used to call it The first three letters of these needs are used to call it ERG theory.ERG theory.

• Existence Needs.Existence Needs.• Relatedness Needs.Relatedness Needs.• Growth Needs.Growth Needs.

Existence Needs Existence Needs :-:- Existence needs include all needs Existence needs include all needs related to physiological & safety aspects of an related to physiological & safety aspects of an individual.individual.

Relatedness NeedsRelatedness Needs:- :- Relatedness needs include all Relatedness needs include all those needs that involve relationship with other those needs that involve relationship with other people whom the individual cares.people whom the individual cares.

Growth NeedsGrowth Needs:- :- Growth needs involve the individual Growth needs involve the individual making creative efforts to achieve full potential in the making creative efforts to achieve full potential in the existing environment.existing environment.

VROOM’S EXPECTANCY VROOM’S EXPECTANCY THEORYTHEORY

Vroom’s expectancy theory has its roots in the Vroom’s expectancy theory has its roots in the cognitive concepts in the behaviour & utility concepts cognitive concepts in the behaviour & utility concepts of classical economic theory. Acc to vroom, people of classical economic theory. Acc to vroom, people will be motivated to do things to achieve some goals will be motivated to do things to achieve some goals to the extent that they expect that certain actions on to the extent that they expect that certain actions on their part will help them to achieve the goal. Vroom’s their part will help them to achieve the goal. Vroom’s is built around the concepts of value, expectancy, and is built around the concepts of value, expectancy, and force; its basic assumption is that the choice made by force; its basic assumption is that the choice made by a person among alternative courses of action is a person among alternative courses of action is lawfully related to psychological events occurring lawfully related to psychological events occurring with the behaviour. with the behaviour.

Valence Valence :- :- It means the strength of an individual’s It means the strength of an individual’s preference to a particular outcome.preference to a particular outcome.

InstrumentalityInstrumentality :- :- Another major input into the Another major input into the valence is the instrumentality of the first-level valence is the instrumentality of the first-level outcome in obtaining a derived second-level outcome in obtaining a derived second-level outcome.outcome.

ExpectancyExpectancy :- :- It is the probability that a particular It is the probability that a particular action will lead to a particular first-level outcome. action will lead to a particular first-level outcome. The strength of motivation to perform a certain act The strength of motivation to perform a certain act will depend on the sum of the products of the values will depend on the sum of the products of the values for the outcomes times the expectancies.for the outcomes times the expectancies.

PORTER-LAWLER MODEL OF MOTIVATIONPORTER-LAWLER MODEL OF MOTIVATION Built in large part on expectancy model, Porter Built in large part on expectancy model, Porter

and Lawler have derived a substantially more and Lawler have derived a substantially more complete model of motivation and have complete model of motivation and have applied it in their study primarily of managers. applied it in their study primarily of managers. They propose a multivariate model to explain They propose a multivariate model to explain the complex relationship that exists between the complex relationship that exists between job attitudes and job performance. Their model job attitudes and job performance. Their model encounters some of the simplistic traditional encounters some of the simplistic traditional assumptions made about the positive assumptions made about the positive relationship between satisfaction and relationship between satisfaction and performance. performance.

EffortEffort :- :- Effort refers to the amount of energy exerted by Effort refers to the amount of energy exerted by an employee on a given task. These two factors- an employee on a given task. These two factors- value of reward and perception of effort-reward value of reward and perception of effort-reward probability– determine the amount of effort that probability– determine the amount of effort that the employee will put in.the employee will put in.

PerformancePerformance :- :- Efforts leads to performance but both of these Efforts leads to performance but both of these may not be equal, rather, performance is may not be equal, rather, performance is determined by the amount of effort and the determined by the amount of effort and the ability and role perception of the individual. ability and role perception of the individual.

RewardsRewards :- Performance is seen as leading to :- Performance is seen as leading to intrinsic rewards (such as a sense of intrinsic rewards (such as a sense of accomplishment and actualisation) and extrinsic accomplishment and actualisation) and extrinsic rewards ( such as working conditions and status). rewards ( such as working conditions and status). In addition, the perceived equitable rewards vitally In addition, the perceived equitable rewards vitally affect the performance-satisfaction relationship. affect the performance-satisfaction relationship.

SatisfactionSatisfaction :- satisfaction is derived from the :- satisfaction is derived from the extent to which actual rewards fall short, meet or extent to which actual rewards fall short, meet or exceed the individual’s perceived level of exceed the individual’s perceived level of equitable rewards. If actual rewards meet or equitable rewards. If actual rewards meet or exceed perceived equitable rewards. exceed perceived equitable rewards.

McGREGOR’S THEORY X McGREGOR’S THEORY X AND THEORY YAND THEORY Y

Acc. To McGregor, the management’s action Acc. To McGregor, the management’s action of motivating human beings in the of motivating human beings in the organisation, involves certain assumptions, organisation, involves certain assumptions, generalisations, and hypotheses relating to generalisations, and hypotheses relating to human behaviour and human nature. The basic human behaviour and human nature. The basic assumptions about human behaviour may differ assumptions about human behaviour may differ considerably because of the complexity of considerably because of the complexity of factors influencing this behaviour. McGregor factors influencing this behaviour. McGregor has characterised these assumptions in two has characterised these assumptions in two opposite points- Theory X & Theory Y. opposite points- Theory X & Theory Y.

Theory XTheory X This is the traditional theory of human behaviour. In this theory, This is the traditional theory of human behaviour. In this theory,

McGregor has certain assumptions about human behaviour.McGregor has certain assumptions about human behaviour.1.1. Management is responsible for organising the elements of Management is responsible for organising the elements of

productive enterprises--money, materials, equipment, people—in productive enterprises--money, materials, equipment, people—in the interest of economic ends.the interest of economic ends.

2.2. With respect to people, this is a process of directing their efforts, With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, modifying their motivating them, controlling their actions, modifying their behaviour to fit the needs of the organisation.behaviour to fit the needs of the organisation.

3.3. Without this active intervention by management, people would be Without this active intervention by management, people would be passive—even resistant—to organisational needs. They must be passive—even resistant—to organisational needs. They must be persuaded, rewarded, punished, controlled, and their activities must persuaded, rewarded, punished, controlled, and their activities must be directed.be directed.

4. 4. The average man is by nature indolent—he works as little as The average man is by nature indolent—he works as little as possible.possible.

5. He lacks ambition, dislikes responsibility, prefer to be led.5. He lacks ambition, dislikes responsibility, prefer to be led.6. He is inherently self-centered, indifferent to organisational needs.6. He is inherently self-centered, indifferent to organisational needs.7. He is, by nature, resistant to change.7. He is, by nature, resistant to change.8. He is gullible, not very bright, the ready dupe of charlatan and 8. He is gullible, not very bright, the ready dupe of charlatan and

the demagogue.the demagogue.On these assumptions, managers subscribing these views about On these assumptions, managers subscribing these views about human nature attempt to structure, control, and closely human nature attempt to structure, control, and closely supervise their employees. McGregor believes that these supervise their employees. McGregor believes that these assumption about human nature have not changed drastically assumption about human nature have not changed drastically though there is a considerable change in behaviour pattern. though there is a considerable change in behaviour pattern.

Theory YTheory Y The assumptions of theory Y are described by McGregor in The assumptions of theory Y are described by McGregor in

the following words:the following words:1.1. The expenditure of physical and mental effort in the work is The expenditure of physical and mental effort in the work is

natural as play or rest. The average human being does not natural as play or rest. The average human being does not inherently dislike work. Depending upon controllable inherently dislike work. Depending upon controllable conditions, work may be a source of satisfaction or a source conditions, work may be a source of satisfaction or a source of punishment.of punishment.

2.2. External control and the threat of punishment are not the only External control and the threat of punishment are not the only means for bringing about effort towards organisational means for bringing about effort towards organisational objectives. Man will exercise self-direction and self-control objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed.in the service of objectives to which he is committed.

3.3. Commitment to objectives is a function of the reward Commitment to objectives is a function of the reward associated with their achievement. associated with their achievement.

4. 4. The average human being learns under proper conditions not The average human being learns under proper conditions not only to accept , but to seek responsibility.only to accept , but to seek responsibility.

5. The capacity to exercise a relatively high degree of 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of imagination, ingenuity, and creativity in the solution of organisational problems is widely, not narrowly, distributed organisational problems is widely, not narrowly, distributed in the population.in the population.

6. Under the conditions of modern industrial life, the 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human beings are intellectual potentialities of the average human beings are only partially utilised. only partially utilised.

The assumptions of Theory Y The assumptions of Theory Y suggest a new approach in management. The attempt is to suggest a new approach in management. The attempt is to get maximum output with minimum amount of control and get maximum output with minimum amount of control and direction. direction.

THEORY ZTHEORY Z Theory Z describes the major Theory Z describes the major

postulates of japanese management postulates of japanese management practices and how these practices can practices and how these practices can be adopted to the environment of be adopted to the environment of united states and other countries.united states and other countries.

FEATURES OF THEORY ZFEATURES OF THEORY Z TrustTrust

Strong bond between organisation & employeesStrong bond between organisation & employees

Employee involvementEmployee involvement

No formal structureNo formal structure

Coordination of human beingsCoordination of human beings