Theories of Motivation

Maslows need hierarchy theory of motivation

Abraham Maslow has developed such theory of motivation. He suggested that every individual has a complex set of exceptionally strong needs and behaviour of an individual at particular moment is usually determined by his strongest need. Maslow stated that people have five basic levels of needs which they tend to satisfy in a hierarchical fashion.

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Self actualization needs

Self esteem needs

Social needs Safety needs

Physiological Needs

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Physiological needs:
Basic needs i.e. shelter, clothing and other necessities of life. Try to acquire these basic needs.

Safety needs:
concerned with physical and financial security.

Provision of old age, insurance against risk, medical insurance and other protective measures to safeguard the satisfaction of physiological needs in future which may be unpredictable.

Social needs:
Man being social animal is always interested to live in a society. Company of friends, relatives and other groups such as work groups.

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Esteem needs:
Concerned with self respect, self confidence, recognition, prestige, power and control. Ego satisfaction and sense of self worth.

Self actualization needs:

what a person considers to be the mission in his life.

It is need to become everything that one is capable of becoming.

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This theory has been appreciated: Helps in understanding how to motivate the employees. Simple and easy to understand. Criticism : Lack of hierarchical structure of needs. Lack of direct cause and effect relationship between need and behavior. Sometimes, the person may not be aware about his own needs. How can the managers come to know about these needs?

Herzbergs Motivation Hygiene theory

Fredrick Herzberg has developed Motivation Hygiene Theory. This theory is also known as two factor theory. Herzberg concluded that there are certain factors that tend to be consistently related to job satisfaction and there are some factors which are consistently related to job dissatisfaction. Two factors are considered under such theory: a) Hygiene/ Maintenance factors b) Motivational factors

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1.

Hygiene factors:
These factors do not motivate people, but simply prevent dissatisfaction. Such factors do not produce positive results but prevent negative results. There are ten hygiene factors .

1. 2. 3. 4. 5.

Company policy & Administration Technical Supervision Inter personal relations with supervisors Inter personal relations with peers Inter personal relation with subordinates Salary Job security Personal life Working condition Status

6. 7. 8. 9. 10.

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2. Motivational factors:
These factors have positive effect on job satisfaction and result in increased output. These factors have positive influence on morale, satisfaction, efficiency and productivity. 1. 2. 3. 4. 5. 6. Achievement Advancement Possibility of growth Recognition Work itself Responsibility

Todays motivational factors are tomorrows hygiene factors.

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Conclusion : Managers have been very much concerned with hygiene factors. As a result, they have not been able to obtain the desired behaviour from the employees. In order to increase motivation, it is necessary to take into consideration motivational factors. Criticism : Not conclusive (white collar workers may like responsibility and challenging jobs but general workers are motivated by pay and other benefits) Methodology is defective It ignored job satisfaction of the workers.

MCGREGORS Theory X and Theory Y

Douglas McGregor introduced these two theories i.e. Theory X and Theory Y. These theories are based on distinct views of human beings.

Theory X:
Assumptions: Dislike work Employees are lazy so they must be controlled, threatened with punishment to achieve goal. Avoid responsibility Most workers Place security above all other factors

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Theory Y:
Assumptions: Does not dislike work. Self direction and self control Like responsibilities Commitment to objectives Innovative and creative decisions. Conclusion : Theory X is more applicable to unskilled workers Theory Y is more applicable to educated, skilled and professional employees Management should use a combination of both the theories to motivate different employees

Porter and Lawler Theory of Motivation

Porter and Lawler model is a multi variate model which explains the relationship that exists between job attitudes and job performance. Assumptions: a) it is multi variate model. (individual behaviour is determined by combination of factors.) b) individuals are assumed to be rational human beings. c) different needs, desires and goals. d) on the basis of expectation, individuals decide between alternate behaviour and decided behaviour will lead to the desired outcome.

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Value of reward Ability
Perceived equitable rewards

Intrinsic rewards

Efforts

Performance accomplishment

Extrinsic rewards

Perceived effort reward probability

Role perception

Satisfaction

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1. Value of reward: Rewards that are likely to be received from doing the job will be attractive to
people. If the reward is attractive then individual will put some efforts.

2.

Perceived effort reward probability:

Before people put any effort, they will also try to assess the probability of a certain level of effort leading to desired level of performance. Desired level of performance lead to certain kinds of rewards.

Based on the reward and effort reward probability, people can decide to put in certain level of work effort.

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3. Effort:
It refers to the amount of energy which a person exerts on a job.

4. Performance :
Efforts leads to performance. Performance will depend upon the amount of effort, abilities, traits and role perception.

5. Rewards:
Performance leads to certain outcomes in the shapes of two types of rewards like extrinsic and intrinsic rewards. Extrinsic rewards are the external rewards given by others in an organization. Intrinsic rewards are internal feelings of job, self esteem and sense of competence.

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6. Satisfaction :
An individual will compare his actual reward with perceived reward. If actual reward meet or exceed perceived rewards then individual will satisfied otherwise not.

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Significance of Porter and Lawler model: Guide the mangers that match the abilities and traits of individuals to the requirements of the job. Managers should carefully explain to the subordinates their roles or what they must do to be rewarded. Managers should explain the actual performance expected from the subordinates. In order to motivate, appropriate reward must be given to the subordinates. Make sure that rewards dispensed are valued by the employees.

MCCLELLARDS theory of Motivation

According to McClelland, there are three major motives or needs in work place which motivate the people. 1. Need for Achievement:
Some people want to excel to achieve standards and strive to succeed. Tasks should be given to such people in order to enable them to utilize their potential effectively. Opportunities would help them to strive for higher achievement.

2. Need for Power:

Need of power is concerned with influencing others. Such people are satisfied by being in position of influence and control. To motivate such people, positions of power and authority should be given to them.

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3. Need for Affiliation:
Some people need friendly relationships. Such people are more interested in those jobs which provide opportunities for social interaction.

Limitations: Lack of direct cause and effect relationship between need and behavior. Sometimes, the person may not be aware about his own needs. How can the managers come to know about these needs? Physiological and safety needs are more important as compared to McClellands needs.