INTRODUCTION

Motivation is the result of the interaction of

the individual and the situation.

Individuals differ in their basic motivational
drive.
i.e. Texbook Vs. Novel

The level of motivation varies both between

individuals and within individuals at different

times.
Motivation: The process that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.
[1]

TYPES OF
MOTIVATION
1.
2.
3.
4.
5.

Positive and negative motivation

Rational and emotional motivation
Primary and secondary motivation
Intrinsic and extrinsic motivation
Financial and non financial motivation.

Positive motivation
This type of motivation develops positive and cheerful

climate in organisation.
It helps in recognising employees capability and fulfilling his
capability.
When organisation provide reward and recognition as
means to achieve them employee feel motivated.

Negative motivation
The needed goal can be achieved by developing fear in

people.
It has many drawback as fear creates annoyance, aggresive
mindset, person looses his interest in job.
It creates competence and output suffers.

Rational motivation
Rational individual is one who analyse the benefit

and drawback of all available option before selecting

best possible one.
In this , people select their product by keeping in
mind various factor like size , weight , price in
relation to marketing.

Emotional motivation
Emotional motives are those goal which are achieved

by considering individual emotion only.

It deals with personal criteria like fear, pride , status,
love.

Primary motivation
It is also called biological motivation as it has a proper

physiological existence.
It is essential for existence of human being.
Increase or decrease in stimulation ,reduced hunger and
stimulated senses such as touch , taste , smell are basis
of primary motivation.

Secondary motivation
It is also called as psychological motivation as it is learnt

with passage of time. It helps in personality

development.
Secondary motive develop during the lifecycle of
individual.
It is divided into social motive and psychological motive.

Intrinsic motivation
This is internally generated and does not require any

outside factor like financial rewards or grade

Hence behaviour that are not result of any external reward
but the product of activity itself are called intrinsic factor.

Extrinsic motivation
The motivation result from outside factor called as

extrinsic factor . Rewards and recognition are major factor

of extrinsic motivation.
These factor provide more contentment than task .These
factor motivate the individual towards desired outcome.
Leader or manager are capable for instilling such type of
motivation through their behaviour. This kind of motivation
also called negative reinforcement.

Financial and non financial

motivation
Incentive is stimulus that directs action into

desired action. Incentive is criteria for this type of

motivation.
Modern organisational setting has numerous kind
of incentive to motivate people for better
performance.
Financial motivation is monetary in nature.
Non financial motivation is non monetary in nature

Theories of Motivation

Theories of Motivation
Maslows Need Hierarchy Theory

Content
Theory

Maslow s theory of
Motivation
Hierarchy of Needs

Maslows 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.
Maslows theory maintains that a

person does not feel a higher need

until the needs of the current level
have been satisfied.

Maslow's Hierarchy
Self Actualization
pyramid

ng Maslow's Needs Hierarchy - Business Manag

Physiological Motivation: Provide ample

breaks for lunch , paysalaries that allow workers

tobuy 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.

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.

Limitations and criticism

Maslows hierarchy makes sense but little

evidence supports its strict hierarchy.

Research has challenged the order
imposed by Maslows 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.

Herzberg's
Motivation-Hygiene
Theory
Two Factor Theory

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.

Motivation-hygiene theory

Satisfiers :motivators

Motivating
factors

Hygiene
factors

pplying Two factor Theory in

usiness management
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

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

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.

Theories of Motivation
Adams' equity theory

Process
Theory

PROCESS THEORIS OF MOTIVATION

Process theories attempt to identify the relationship among the dynamic
variables which make up motivation.
A.
Vroom expectancy models :

On the basis of the experience , people learn what things they value more
highly than the others and what probability done exit to attain the same
through & action.

Understanding Individual Preferences :

The Management should therefore know what people prefer , how strongly they
prefer it and improve the probability of securing that outcome. What an individual
prefer is largely within individuals controls though it is possible to alter the
preferences through information & experience & to create positive values for
certain outcome.

Employee s Valences :
Management can always increase expectancy by strengthening connection between
a behaviour & outcome. This could be done through improve communication or by
showing to an employee that others have realised similar values & if he behaves in
a particular way he will also have similar outcome.

 Creation of High Expectancies :

Better communication about ones positive values,

increases his outcome to great extant.
Manager can increase the expectancy that the work really
will lead to the desired outcome by strengthening the
connection between the work & outcome.
Improving the behaviour :
a. Low Performance Instrumentality Relationship
b. Low Reward Valanece
c. Low Effort Performance Expectancy

Porter Lawler Model :

This theory has been developed by Porter & Lawler.
Their model goes beyond motivational force & considers
performance as a whole. Porter & Lawler see
motivation , satisfaction & performance as sepret
variables & attempt to explain the complex relationship
among them
Value Of Reward :
People desire various rewards which they hope to
achieve from the work. The value placed on a reward
depends on the stregnth of its desirable.
Perceived Effort - Reward Probability : Similar to
expectancy refers to a personsexpectation that certain
rewards are depend opon a given amount of efforts.

Effort :
it refers to the amount of energy exerted by a person on
the job.
Performance :
Efforts leads to performance. But both may not
equal . In fact , performance is determined by the
amount of effort & ability & role perception.
Satisfaction :
The extent to which rewards fall short, meet or
exceed the individuals perceived level of equitable
rewards determination the degree of satisfaction.

EARLY THEORIES
OF MOTIVATION
1950s:
Hierarchy of needs theory
Theories X and Y
The two-factor theory.
They represent a foundation from which

contemporary theories have grown.

Practicing managers still regularly use this
theories and their terminology in explaining
employee motivation.
Contemporary way of thinking

GOAL-SETTING THEORY
Goals tell an employee what needs to be done

and how much effort will need to be

expended.
In order to increase performance:
Set specific goals.
Difficult goals, when accepted, result in higher

performance than does easy goals.

Provide feedback.

An individual is committed to the goal when

he believes he can achieve the goal, and

wants to achieve it.

EQUITY THEORY
Employees make comparison of their job inputs

and outcomes relative to those of others:

When employees perceive inequity, the can:

Change their inputs.

Change their outcomes.
Distort perceptions of self.
Distort perception of others.
Choose a different referent
Leave the field

EQUITY THEORY
Given payment by time:
Overrewarded employees will produce more
than will equitably paid employees.
Underrewarded employees will produce less or
poorer quality of output.
Given payment by quantity of production:
Overrewarded employees will produce fewer,
but higher-quality, units than will equitably paid
employees.
Underrewarded employees will produce a large
number of low-quality units in comparison with
equitably paid employees.

EQUITY THEORY:
Conclusions
Motivation is influenced significantly by others

rewards as well as by ones own rewards.

Inequities created by overpayment do not seem to
have a very significant impact on behaviour.
Most research has focused on pay, but employees
seem to look for equity in the distribution of other
rewards.
Historically, equity theory focused on distributive
justice. But increasingly equity is thought of from
the standpoint of organizational justice.
Managers should consider openly sharing
information on how allocation decisions are made,
following consistent and unbiased procedures.

EXPECTANCY THEORY
The strength of a tendency to act in a certain way

depends on the strength of an expectation that

the act will be followed by a given outcome and
on the attractiveness of that the outcome to the
individual.
I n d iv u d u a l
E ffo rt

I n d iv id u a l
P e rfo rm a n c e

O r g a n iz a t io n a l
R e w a rd s

The theory focuses on three relationships:

1. Effort-performance.
2. Performance-reward.
3. Rewards-personal goals.

P e rso n a l
G o a ls

EXPECTANCY THEORY
Giving maximum effort not always means

being recognized.
Good performance appraisal not always leads
to organizational rewards.
Rewards are not always found attractive by
employees:
Managers limited in the rewards they can

distribute.
Managers incorrectly assume that all
employees want the same.

EXPECTANCY THEORY:
Conclusions
The key is the understanding of an

individuals goal and the linkage between the

three relationships.

There is no universal principle for explaining

everyones motivations.

REFERENCES

Robbins and Judge, Organizational Behavior, 12th Edition,

Pearson Prentice Hall, 2007.
D. Jones, Firms spend Billions to Fire Up Workers With Little
Luck, USA Today, May 10, 2001
[1] T.R. Mitchell, Matching Motivational Strategies with
Organizational Contexts, Research in Organizational Behavior, vol.
19, pp 60-62
P.C. Early, P. Wojnaroski, and W. Prest, Task Planning and Energy
Expended: Explorations of How Goals Influence Performance,
Journal of Applied Psychology, Feb 1987.
J. Greenberg and S. Ornstein, High Status Job Title as
Compensation for Underpayment: A Test of Equity Theory, Journal
of Applied Psychology, May 1983.