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BEHAVIORAL
SCIENCES
TEACHER
Miss. ShaziaGulzar
ABDUL SAMAD

BBA 02093-190
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Contents
Motivation ....................................................................................................................................... 3
Classical Theories of Motivation .................................................................................................... 4
Taylor .......................................................................................................................................... 4
Maslows Hierarchy of Needs .................................................................................................... 5
Herzberg Theory of Motivation .................................................................................................. 7
Other Theories of Motivation ......................................................................................................... 8
Goal Setting Theory of Motivation ............................................................................................. 8
Expectancy Theory of Motivation ............................................................................................ 10
Incentive Theory of Motivation ................................................................................................ 11
Drive Theory of Motivation ...................................................................................................... 12
Arousal Theory of Motivation .................................................................................................. 12
Humanistic Theory of Motivation ............................................................................................ 12
Best Theory of Motivation ............................................................................................................ 12
Interview - I................................................................................................................................... 14
Interview - II ................................................................................................................................. 15
Conclusion / Recommendations ................................................................................................... 16
References ..................................................................................................................................... 18


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Motivation
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 peoples behavior can
be -
1. Desire for money
2. Success
3. Recognition
4. Job-satisfaction
5. Team work, etc
One of the most important functions of management is to create willingness amongst the
employees to perform in the best of their abilities. Therefore the role of a leader is to arouse interest
in performance of employees in their jobs. The process of motivation consists of three stages:-
1. A felt need or drive
2. A stimulus in which needs have to be aroused
3. When needs are satisfied, the satisfaction or accomplishment of goals.
Therefore, we can say that motivation is a psychological phenomenon which means needs and
wants of the individuals have to be tackled by framing an incentive plan.
Motivation is the catalyst that spurns employees' eagerness to work without pressure. To
motivate is to provide employees with a motive to do some tasks. It is to cause or provoke
somebody to act either positively or negatively. To say that nobody can motivate employees at
work is like saying there are no influential leaders, that there are no effective managers, that
there are no motivational speakers, that the psychologists in sports management teams are
useless and that motivation is not achievable. Motivation has been used by effective managers to
prompt ordinary people to achieve uncommon results in all fields of endeavors.
The American Heritage Dictionary of the English Language (2006) defined employee "as a
person who works for another in return for financial or other compensation". Employees do not
only work because they want to collect only pay but for other numerous factors. People work
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because they have goals to achieve which surpass financial gains from their employment. There
are various factors that bother on employment. These factors include: employer, employee,
working environment, working terms and conditions and type of products and services provided
by employer.
Classical Theories of Motivation
There are a number of different views as to what motivates workers. The most commonly held
views or theories are discussed below and have been developed over the last 100 years or so.
Unfortunately these theories do not all reach the same conclusions!
Taylor
Frederick Winslow Taylor (1856 1917) put forward the idea that workers are motivated mainly
by pay. His Theory of Scientific Management argued the following:
Workers do not naturally enjoy work and so need close supervision and control
Therefore managers should break down production into a series of small tasks
Workers should then be given appropriate training and tools so they can work as
efficiently as possible on one set task.
Workers are then paid according to the number of items they produce in a set period of
time- piece-rate pay.
As a result workers are encouraged to work hard and maximize their productivity.
Taylors methods were widely adopted as businesses saw the benefits of increased productivity
levels and lower unit costs. The most notably advocate was Henry Ford who used them to design
the first ever production line, making Ford cars. This was the start of the era of mass production.
Taylors approach has close links with the concept of an autocratic management style (managers
take all the decisions and simply give orders to those below them) and Macgregors Theory X
approach to workers (workers are viewed as lazy and wish to avoid responsibility).
However workers soon came to dislike Taylors approach as they were only given boring,
repetitive tasks to carry out and were being treated little better than human machines. Firms
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could also afford to lay off workers as productivity levels increased. This led to an increase in
strikes and other forms of industrial action by dissatisfied workers.
Maslows Hierarchy of Needs
Abraham Maslow (1908 1970) along with Frederick Herzberg (1923-) introduced the Neo-
Human Relations School in the 1950s, which focused on the psychological needs of employees.
Maslow put forward a theory that there are five levels of human needs which employees need to
have fulfilled at work.
Maslow advanced the following propositions about human behavior:
Man is a wanting being.
A satisfied need is not a motivator of behavior, only unsatisfied needs motivate.
Mans needs are arranged in a series of levels - a hierarchy of importance. As soon as
needs on a lower level are met those on the next, higher level will demand satisfaction.
Maslow believed the underlying needs for all human motivation to be on five general
levels from lowest to highest, shown below. Within those levels, there could be many
specific needs, from lowest to highest.
Physiological - the need for food, drink, shelter and relief from pain.
Safety and security once the physical needs of the moment are
satisfied, man concerns himself with protection from physical dangers with
economic security, preference for the familiar and the desire for an
orderly, predictable world.
Social - become important motivators of his behavior.
Esteem or egoistic - a need both for self-esteem and the esteem of others,
which involves self-confidence, achievement, competence, knowledge,
autonomy, reputation, status and respect.
Self-fulfillment or self-actualization is the highest level in the hierarchy;
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these are the individuals needs for realizing his or her own potential, for
continued self-development and creativity in its broadest sense.
Remember the assumptions of Maslows hierarchy:
individuals have multiple needs
needs are ordered into levels, creating a hierarchy
a need, once satisfied, is no longer a need
To be of use, Maslows basic theory needs qualification to include the individual
as a determining factor in motivation and behavior. These include:
Levels in the hierarchy are not rigidly fixed; boundaries between them are
indistinct and overlap.
There are individual exceptions to the general ranking of the hierarchy. Some
people never progress beyond the first or second level (for example, many
inhabitants of the third world), others are so obsessed with the higher needs
that lower ones may go largely unnoticed.
Variables apart from individual needs may motivate eg, social standards and
a sense of duty.
An act is seldom motivated by a single need; any act is more likely to be
caused by several needs.
The same need will not give rise to the same response in all individuals.
Substitute goals may take the place of a need that is blocked.


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Herzberg Theory of Motivation
Frederick Herzberg (1923-) had close links with Maslow and believed in a two-factor theory of
motivation. He argued that there were certain factors that a business could introduce that would
directly motivate employees to work harder (Motivators). However there were also factors that
would de-motivate an employee if not present but would not in themselves actually motivate
employees to work harder (Hygiene factors)
Motivators are more concerned with the actual job itself. For instance how interesting the work is
and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene
factors are factors which surround the job rather than the job itself. For example a worker will
only turn up to work if a business has provided a reasonable level of pay and safe working
conditions but these factors will not make him work harder at his job once he is there.
Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who
viewed pay, and piece-rate in particular
Herzberg believed that businesses should motivate employees by adopting a democratic
approach to management and by improving the nature and content of the actual job through
certain methods. Some of the methods managers could use to achieve this are:
Job enlargement workers being given a greater variety of tasks to perform (not necessarily
more challenging) which should make the work more interesting.
Job enrichment - involves workers being given a wider range of more complex, interesting and
challenging tasks surrounding a complete unit of work. This should give a greater sense of
achievement.
Empowerment means delegating more power to employees to make their own decisions over
areas of their working life.

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Other Theories of Motivation
Researchers have developed a number of different theories to explain motivation. Each
individual theory tends to be rather limited in scope. However, by looking at the key ideas
behind each theory, you can gain a better understanding of motivation as a whole.
Goal Setting Theory of Motivation
In 1960s, Edwin Locke put forward the Goal-setting theory of motivation. This theory states
that goal setting is essentially linked to task performance. It states that specific and challenging
goals along with appropriate feedback contribute to higher and better task performance. In
simple words, goals indicate and give direction to an employee about what needs to be done and
how much efforts are required to be put in. The important features of goal-setting theory are as
follows:
The willingness to work towards attainment of goal is main source of job motivation.
Clear, particular and difficult goals are greater motivating factors than easy, general and
vague goals.
Specific and clear goals lead to greater output and better performance. Unambiguous,
measurable and clear goals accompanied by a deadline for completion avoids
misunderstanding.
Goals should be realistic and challenging. This gives an individual a feeling of pride
and triumph when he attains them, and sets him up for attainment of next goal. The more
challenging the goal, the greater is the reward generally and the more is the passion for
achieving it.
Better and appropriate feedback of results directs the employee behavior and contributes
to higher performance than absence of feedback. Feedback is a means of gaining
reputation, making clarifications and regulating goal difficulties. It helps employees to
work with more involvement and leads to greater job satisfaction.
Employees participation in goal is not always desirable.
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Participation of setting goal, however, makes goal more acceptable and leads to more
involvement.
Goal setting theory has certain eventualities such as:
Self-efficiency- Self-efficiency is the individuals self-confidence and faith that he has
potential of performing the task. Higher the level of self-efficiency, greater will be the
efforts put in by the individual when they face challenging tasks. While, lower the level
of self-efficiency, less will be the efforts put in by the individual or he might even quit
while meeting challenges.
Goal commitment- Goal setting theory assumes that the individual is committed to the
goal and will not leave the goal. The goal commitment is dependent on the following
factors:
a) Goals are made open, known and broadcasted.
b) Goals should be set-self by individual rather than designated.
c) Individuals set goals should be consistent with the organizational goals and vision.
Advantages of Goal Setting Theory
Goal setting theory is a technique used to raise incentives for employees to complete
work quickly and effectively.
Goal setting leads to better performance by increasing motivation and efforts, but also
through increasing and improving the feedback quality.
Limitations of Goal Setting Theory
At times, the organizational goals are in conflict with the managerial goals. Goal conflict
has a detrimental effect on the performance if it motivates incompatible action drift.
Very difficult and complex goals stimulate riskier behavior.
If the employee lacks skills and competencies to perform actions essential for goal, then
the goal-setting can fail and lead to undermining of performance.
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There is no evidence to prove that goal-setting improves job satisfaction.

Expectancy Theory of Motivation
The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964.
Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The
theory states that the intensity of a tendency to perform in a particular manner is dependent on
the intensity of an expectation that the performance will be followed by a definite outcome and
on the appeal of the outcome to the individual.
The Expectancy theory states that employees motivation is an outcome of how much an
individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to
expected performance (Expectancy) and the belief that the performance will lead to reward
(Instrumentality). In short, Valence is the significance associated by an individual about the
expected outcome. It is an expected and not the actual satisfaction that an employee expects to
receive after achieving the goals. Expectancy is the faith that better efforts will result in better
performance. Expectancy is influenced by factors such as possession of appropriate skills for
performing the job, availability of right resources, availability of crucial information and getting
the required support for completing the job.
Advantages of the Expectancy Theory
It is based on self-interest individual who want to achieve maximum satisfaction and who
wants to minimize dissatisfaction.
This theory stresses upon the expectations and perception; what is real and actual is
immaterial.
It emphasizes on rewards or pay-offs.
It focuses on psychological extravagance where final objective of individual is to attain
maximum pleasure and least pain.

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Limitations of the Expectancy Theory
The expectancy theory seems to be idealistic because quite a few individuals perceive
high degree correlation between performance and rewards.
The application of this theory is limited as reward is not directly correlated with
performance in many organizations. It is related to other parameters also such as position,
effort, responsibility, education, etc.
Implications of the Expectancy Theory
The managers can correlate the preferred outcomes to the aimed performance levels.
The managers must ensure that the employees can achieve the aimed performance levels.
The deserving employees must be rewarded for their exceptional performance.
The reward system must be fair and just in an organization.
Organizations must design interesting, dynamic and challenging jobs.
The employees motivation level should be continually assessed through various
techniques such as questionnaire, personal interviews, etc.

Incentive Theory of Motivation
The incentive theory suggests that people are motivated to do things because of external rewards.
For example, you might be motivated to go to work each day for the monetary reward of being
paid. Behavioral learning concepts such as association and reinforcement play an important role
in this theory of motivation.

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Drive Theory of Motivation
According to the drive theory of motivation, people are motivated to take certain actions in order
to reduce the internal tension that is caused by unmet needs. For example, you might be
motivated to drink a glass of water in order to reduce the internal state of thirst. This theory is
useful in explaining behaviors that have a strong biological component, such as hunger or thirst.
The problem with the drive theory of motivation is that these behaviors are not always motivated
purely by physiological needs. For example, people often eat even when they are not really
hungry.
Arousal Theory of Motivation
The arousal theory of motivation suggests that people take certain actions to either decrease or
increase levels of arousal. When arousal levels get too low, for example, a person might watch
and exciting movie or go for a jog. When arousal levels get too high, on the other hand, a person
would probably look for ways to relax such as meditating or reading a book. According to this
theory, we are motivated to maintain an optimal level of arousal, although this level can vary
based on the individual or the situation.
Humanistic Theory of Motivation
Humanistic theories of motivation are based on the idea that people also have strong cognitive
reasons to perform various actions. This is famously illustrated in Abraham Maslow's hierarchy
of needs, which presents different motivations at different levels. First, people are motivated to
fulfill basic biological needs for food and shelter, as well as those of safety, love and esteem.
Once the lower level needs have been met, the primary motivator becomes the need for self-
actualization or the desire to fulfill one's individual potential.
Best Theory of Motivation
According to me the best theory of motivation is Maslow's hierarchy of needs. This theory
covers all aspects of life which may include from the basic needs which are physical
requirements including the need for food, water, sleep, and warmth and moving towards complex
needs which are the need for love, friendship, and intimacy that become important. Further up
the hierarchy the need for personal esteem and feelings of accomplishment take priority. This
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theory of Maslow's is a common way of thinking about people needs. Maslow's theory is
important for two reasons:
1. Firstly it points out that people's needs are not just met by hard cash. People have many
needs which have to be met, and while people may be very well paid, they can still be
unsatisfied if these needs aren't met.
2. Secondly, it gives managers a whole range of tools that they can use to build team
satisfaction, even if they don't have much money to give out. It usually doesn't cost much
to provide a safe working environment. It's often inexpensive to have team socials where
team members can get to know one-another outside the work environment. And it costs
nothing to compliment people on a job well done.
As such, Maslow's Hierarchy gives hard-pressed managers "permission" to be "good bosses",
knowing that as such, they're doing their best to build highly effective, highly productive teams.









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Interview - I

Sygenta
Ch. Munir Ahmad
Zonal Sales Manager

What motivation theories you use in your organization ?
Goal Setting Theories.
We assign goals to our employees. They have to achieve the given target in the required time
frame and the end of the year, they are given different benefits other than their salary like
bonuses, incentives, vocational tours and the at the end after a specific time keeping in view their
performance they are illegible for promotion.
This is what motivates our employees and keep them going for more and more in their jobs and
look for a better career for themselves as well for their families.


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Interview - II

Habib Metro Politan Bank
Naveed Ahmed Mayo
Cheif Manager

What motivation theories you use in your organization ?
Expectancy Theory.
It is based on self-interest individual who want to achieve maximum satisfaction and who
wants to minimize dissatisfaction. This theory stresses upon the expectations and perception;
what is real and actual is immaterial. It emphasizes on rewards or pay-offs. It focuses on
psychological extravagance where final objective of individual is to attain maximum pleasure
and least pain.




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Conclusion / Recommendations
A manager can adequately motivate his or her employees. He or she should, through methods
like psychometric test and physical observation of the employees, inquire about an employee's
needs to know the type of motivators that can spurn the employees to get the best from him or
her. Motivation to some people means a 'fat salary', to others, motivation means working in a
neat and hygienic environment, while to some employees motivation is having sense of
belonging and having opportunity to train and develop a career.
Salaries and wages are not the only motivators that can improve productivity. In a multi-national
company in Nigeria, the human resources department found out that by introducing a 'cold water
tap' and a 'color television' in the junior staff waiting room, production increased by more than
fifteen percent within a year. The workers derived a sense of belonging in the organization and
worked harder. The two motivators could not have affected every employee as their motivators
are different in the company. Some employees would have preferred to monetized the benefits.
But the results cut across all employees as their total production increased.
Award and recognition and not salary, overtime and wages have helped organizations to
motivate some employees. Managers should practice leadership by being close to all employees
to know what will motivate them. An employee with large family size and huge bills to settle
every month will probably prefer money as motivation than an employee with small family size.
In some cases, the promise of accommodation, paid holidays, company car and company health
facilities have been used to inspire employees. Managers should identify individual employee's
common motivators and prioritize the motivators, by needs of the employees, before they can
successfully motivate their employees at work.
Employees that are familiar with the objectives of their organization are more motivated than
employees who have promise of higher pay. Organizations should have corporate culture", build
teams and not encourage any scheme that recognizes individual team members as the champion
of a team. Review of workers should be done before they start work at all where the minimum
performance required of them will be exposed in a clear and written form. Performance
measurement of employees should not be shrouded in mystery.
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If a bonus has to be paid to motivate an employee to exceed performance, it has to be for
performing a measurable and obvious task. Organizations should recognize that there are
external factors beyond the control of employees like politics of the area they operate, economic
issues like interest rate, inflation, deflation, currency exchange rate etc, social issues like
immigration, language barrier, culture etc, technology change, laws and legal issues,
demography, climatology, societal risks etc and health and safety issues, which can affect the
performance of employees.
In a case where bonuses are paid for officers who receive salary and wages to perform a given
job, the bonuses should be motivational, an instigator of innovation and good work and not as a
tradition. Employee receiving the bonus should be able to show that the exceptional performance
was as a result of his action and nothing else. Workers should not be seen as 'greedy' by
employers when drafting contract agreement. They should not be treated as miserable and as if it
is only money they work for. Workers should be made to feel proud about a business as a
"going-concern" and not to milk it dry. The exposition of the obvious - that a company which
was in debt will go extinct if something was not done has motivated a company's workers to
perform brilliantly without additional remuneration, turned around the fortune of the company
and thereby saved their company and their jobs.

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References

http://www.managementstudyguide.com/what_is_motivation.htm
http://www.scitopics.com/How_Managers_can_Motivate_their_Employees.html
www.google.com