THEORIES OF MOTIVATIONS

Dr.Urvashi Garud
Asst.Prof.,MITS
• Psychologist Abraham Maslow first developed his
famous theory of individual development and
motivation in the 1940’s. He suggested that human
beings have a hierarchy of needs. That is, that all
humans act in a way which will address basic needs,
before moving on to satisfy other, so-called higher level
needs.
• For example, first one must meet the basic,
physiological need for food, water and warmth. After
that the focus would be on the need to be safe, then
the need to belong to social groups, and so on up the
hierarchy.
 Maslow Motivation Theory:
the Hierarchy of Needs
• The Maslow motivation theory is typically
represented by 5 steps:
• Physiological needs – such as hunger, thirst and
sleep
• Safety needs – such as security, protection from
danger and freedom from pain.
• Social needs – sometimes also referred to as love
needs such as friendship, giving and receiving
love, engaging in social activities and group
membership.
• Esteem needs – these include both self-
respect and the esteem of others. For
example, the desire for self-confidence and
achievement, and recognition and
appreciation.
• Self-actualization – This is about the desire to
develop and realize your full potential. To
become everything you can be.
• To understand Maslow’s thinking it’s worth
noting some of his main assertions. Broadly,
as one set of needs is met, the next level of
needs become more of a motivator to an
individual. A satisfied need is not a motivator.
• Only unsatisfied needs motivate an individual.
We have an innate desire to work our way up
the hierarchy, pursuing satisfaction in higher
order needs.
Need Home Job

self-actualization education, religion, hobbies, personal growth training, advancement, growth, creativity

esteem approval of family, friends, community recognition, high status, responsibilities

teams, depts, coworkers, clients, supervisors,

belongingness family, friends, clubs
subordinates

safety freedom from war, poison, violence work safety, job security, health insurance

physiological food water sex Heat, air, base salary

• Maslow believed that human beings have a
strong desire to reach their full potential. In
his own words:
• “a man’s desire for self-fulfilment, namely
the tendency for him to become actually in
what he is potentially: to become everything
that one is capable of being….”
The McGregor Theory X and Theory Y
• In 1960, Douglas McGregor developed a leadership theory
(McGregor Theory X and Theory Y) about organization and
management in which he represented two opposing
perceptions about people. He referred to these two perceptions
as Theory X and Theory Y. Douglas McGregor then arrived at
the conclusion that the style of leadership depends on the
manager’s perception of people.
• Theory X: In Theory X, Douglas McGregor summarizes the
traditional view of management in a number of characteristic
assumptions in which autocratic leadership style, close
supervision and the hierarchical principle are the key elements.
Theory X starts from the assumption that people are naturally
lazy, want to avoid work as much as possible, do not wish to take
responsibility, have no ambition and prefer to be supervised. The
authoritarian leadership style is therefore the most appropriate
leadership style in

Theory X. According to this theory, pure work motivation

consists of financial incentives. People want to avoid work and
they must be continually coerced and controlled. Therefore, the
system of rewards and punishments works best for them.
Furthermore, their tasks and how these should executed must be
laid down in detail. According to this theory, people definitely do
not wish to bear any responsibility for their work.
• Theory Y
Unlike in Theory X, Douglas McGregor starts from the
assumption in Theory Y that people have different needs. Theory
Y assumes that people are inherently happy to work , they want
to exert themselves and they are motivated to pursue objectives.
There is no need for the system that involves rewards and
punishments. People are prepared to take responsibility for
everything they do. People want to use their creativity and they
like to take a creative problem solving approach.
 Herzberg’s Motivation Two Factor
Theory/Herzberg’s Motivation-Hygiene
Theory
Herzberg’s Motivation Theory model goes by a number of
different names, including Two Factor Theory, Herzberg’s
Motivation-Hygiene Theory, and Duel Structure Theory. We will
use these terms interchangeably in this article.
These factors are:
Motivators: Which can encourage employees to work
harder.
Hygiene factors: These won’t encourage employees to work
harder but they will cause them to become unmotivated if
they are not present.
Motivating factors include:
• Achievement: A job must give an employee a sense of
achievement. This will provide a proud feeling of
having done something difficult but worthwhile.
• Recognition: A job must provide an employee with
praise and recognition of their successes. This
recognition should come from both their superiors and
their peers.
• The work itself: The job itself must be interesting,
varied, and provide enough of a challenge to keep
employees motivated.
• Responsibility: Employees should “own” their work.
They should hold themselves responsible for this
completion and not feel as though they are being
micromanaged.
• Advancement: Promotion opportunities should exist for
the employee.
• Growth: The job should give employees the opportunity
to learn new skills. This can happen either on the job or
through more formal training.
Hygiene factors include:
• Company policies: These should be fair and clear to every
employee. They must also be equivalent to those of competitors.
• Supervision: Supervision must be fair and appropriate. The
employee should be given as much autonomy as is reasonable.
• Relationships: There should be no tolerance for bullying or cliques.
A healthy, amiable, and appropriate relationship should exist
between peers, superiors, and subordinates.
• Work conditions: Equipment and the working environment
should be safe, fit for purpose, and hygienic.
• Salary: The pay structure should be fair and reasonable. It
should also be competitive with other organizations in the
same industry.
• Status: The organization should maintain the status of all
employees within the organization. Performing meaningful
work can provide a sense of status.
• Security: It is important that employees feel that their job is
secure and they are not under the constant threat of being laid-
off.