Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs like physical survival and safety before moving on to more advanced needs for love, esteem, and self-actualization. McGregor's Theory X sees workers as largely unmotivated while Theory Y sees workers as generally self-motivated. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like pay that prevent dissatisfaction. Job satisfaction depends on intrinsic motivation from the work itself as well as extrinsic factors like compensation, supervision, and coworkers. Satisfied workers tend to be more productive, less absent, and less likely to quit their jobs.

2.  TEHMEENA NAEEM
 SUMAN KHAN
 KASHAF REHMAN
 ANWAAR ALAM
 MEHRAN MASOOD
 ZEESHAN HAIDER

3.  Motivation
The process that accounts for an individual‟s intensity,
direction, and persistence of effort toward attaining a
goal.
Where,
 Intensity: how hard a person tries
 Direction: toward beneficial goal
 Persistence: how long a person tries

4.  EARLY THEORIES OF MOTIVATION
The early theories of motivation include:
 MASLOW’S HIERARCHY OF NEED
framed by A. Maslow, a U.S. humanistic psychologist in which he
explained that different human needs have different level of
satisfaction.
 The hierarchy moves down from lower order needs such as
physiological needs, safety and security, social needs to higher
order that is esteem needs and self actualization needs.
 Individuals cannot move to the next higher level until all needs at
the current (lower) level are satisfied.

5.  McGregor’s Theory X and Theory Y
Theory X
 Assumes that workers have little ambition, dislike work,
avoid responsibility, and require close supervision.
Theory Y
 Assumes that workers can exercise self-direction, desire
responsibility, and like to work.

6.  HERZBERG’S TWO FACTOR THEORY
The theory revolves around the two basic factors
associated with job satisfaction and job dissatisfaction.
 Hygiene factor-(Work behavior)
 Motivation factor-(Job Satisfaction

7.  JOB SATISFACTION
Job satisfaction is in regard to one's feelings or state-of-
mind regarding the nature of their work. Overall job
satisfaction is actually a combination of
intrinsic and extrinsic job satisfaction:
 Intrinsic job satisfaction is when workers consider
only the kind of work they do, the tasks that make up the
job.
 Extrinsic job satisfaction is when workers consider the
conditions of work, such as their pay, coworkers, and
supervisor.

8.  It is the need or drvie within an individual that
dives him or her toward goal oriented action.The
extent of drive depends on the prescibed level of
satisfaction that can be achieved by the goal.

9.  Intrinsic Motivation
Intrinsic motivation means that the individual's motivational stimuli are
coming from within. The individual has the desire to perform a specific
task, because its results are in accordance with his belief system or
fulfills a desire and therefore importance is attached to it.
Below are some examples:
 Acceptance: We all need to feel that we, as well as our decisions, are
accepted by our co-workers.
 Curiosity: We all have the desire to be in the know.
 Honor: We all need to respect the rules and to be ethical.
 Independence: We all need to feel we are unique.
 Order: We all need to be organized.
 Power: We all have the desire to be able to have influence.
 Social contact: We all need to have some social interactions.
 Social Status: We all have the desire to feel important.

10.  Extrinsic Motivation
Extrinsic motivation means that the individual's motivational
stimuli are coming from outside. In other words, our desires to
perform a task are controlled by an outside source. Note that
even though the stimuli are coming from outside, the result of
performing the task will still be rewarding for the individual
performing the task.
 Extrinsic motivation is external in nature. The most well-known
and the most debated motivation is money. Below are some other
examples:
 Employee of the month award
 Benefit package
 Bonuses
 Organized activities

11.  MASLOW’S HIERARCHY OF NEED
 McGregor’s Theory X and Theory Y
 HERZBERG’S TWO FACTOR THEORY

12. Abraham Maslow developed the Hierarchy of Needs model in
1940-50s USA, and the Hierarchy of Needs theory remains valid
today for understanding human motivation, management
training, and personal development. Indeed, Maslow's ideas
surrounding the Hierarchy of Needs concerning the responsibility
of employers to provide a workplace environment that
encourages and enables employees to fulfill their own unique
potential (self-actualization) are today more relevant than ever.
Abraham Maslow's book Motivation and Personality, published in
1954 (second edition 1970) introduced the Hierarchy of Needs,
and Maslow extended his ideas in other work, notably his later
book Toward A Psychology Of Being, a significant and relevant
commentary, which has been revised in recent times by Richard
Lowry, who is in his own right a leading academic in the field of
motivational psychology.

14.  Mostly, literal requirements for human survival
 If not met, the human body cannot function
 Metabolic needs – air, water, food, rest
 Clothing, shelter – needed by even animals
 Could be classified as basic animal needs

15.  Once physical needs are met, safety needs take
over
 Personal including emotional
 Health and well-being
 Financial, job security
 Safety of property against natural disasters,
calamities, wars, etc
 Law & order

16.  Need to love and be loved
 Need to feel a sense of belonging and
acceptance
 Small groups – clubs, office teams,
school/college houses
 Large groups – political parties, Sports teams,
facebook

17.  Need to be respected by others and in turn
respect them
 Sense of contribution, to feel self-valued, in
profession or hobby
 Lower - respect of others, the need for status,
recognition, fame, prestige, and attention
 Higher - self-respect, the need for strength,
competence, mastery, self-confidence,
independence and freedom

18.  What a man can be, he must be
 Intrinsic growth of what is already in a person
 Growth-motivated rather than deficiency-
motivated
 Cannot normally be reached until other lower
order needs are met
 Acceptance of facts, spontaneous, focused on
problems outside self, without prejudice

19.  Douglas Mcgregor, a professor of industrial
Administration at MIT (USA) theorized that every
person has certain basic assumptions about other
people‟s attitude towards work and organisation
the assumption is labeled as Theory X and
Theory Y.

20. It is the traditional assumptions about the nature
of people and states that-
 Average human being have an inherent dislike
of work and will avoid it if they can.
 Because of this human characteristic of
disliking work, most people must be coerced,
controlled, directed and threatened with
punishment to get them to put forth adequate
effort toward the achievement of
organisational objectives.
 Average human beings prefer to be directed,
wish to avoid responsibility, have relatively
little ambition, and want security above all.

21. The assumption under this are
 The expenditure of physical effort and mental
effort in work is as natural as play or rest.
 External control and threat of punishment are not
the only means for producing effort toward
organisational objectives. People will exercise self
direction and self control in the service of
objectives to which they are committed.
 The degree of commitment to objectives is in
proportion to the size of the rewards associated
with their achievement.
 Average human beings learn, under proper
conditions, not only to accept responsibility but also
to seek it.

22. Herzberg‟s theory was based on a two-factor
hypothesis that is factors leading to job
satisfaction And factors leading to no job
dissatisfaction.
They were classified in two categories:
 Motivational factors
 Hygiene or maintenance factors

23.  Recognition
 Advancement
 Responsibility
 Possibility of growth
 Achievement
 Work itself
 Motivational factors are directly related to the
job itself. Present of such factor create a highly
motivating situation, but their absence does not
cause job dissatisfaction. These factors are
„content oriented‟.

24.  Company policy and administration
 Technical supervision
 Interpersonal relations with
subordinates
 Salary
 Job security
 Personal life
 Working conditions
 Status
 Maintenance factors are „context oriented‟ their presence does
not significantly motivate the person. The presence of such
factors prevents dissatisfaction and maintains a certain level of
motivation but any reduction in the availabilities of these
factors is likely to affect motivation and bring down the level of
performance. According to Herzberg, Hygiene factors can
dissatisfy by their absence but they cannot satisfy by their
presence.

25. Motivational Factors Hygiene factors
When present lead to When present, help in
satisfaction and preventing dissatisfaction
motivation. but do not increase
satisfaction or motivation.
When absent prevents When absent increase
both satisfaction and dissatisfaction with the
motivation. job.

26.  A Pleasurable or positive emotional state resulting from
the appraisal of one‟s job or job experience
 Job satisfaction is in regard to one's feelings or state-of-
mind regarding the nature of their work.

27.  Job satisfaction is an emotional response of job
situation
 Job satisfaction is often determined by how well
outcomes meet expectations
 Job satisfaction represent several related
attitudes

28. There are five causes of job satisfaction.
i) THE WORK ITSELF:
 The individual with interesting tast, opportunities for learning &
chance to accept responsibility
ii) PAY:
 The amount of financial remeneration that is received by the
employees
iii) PROMOTION OPPORTUNITIES:
 The chance for advancement in the organization
iv) SUPERVISION:
 The abilities of supervisor to provide technical assistance and
behavioral support
v) CO-WORKER:
 The degree to which worker are technically proficient and
socially supportive

29.  Satisfaction and productivity
“Happy workers are productive workers” is a myth, the
concept “productive workers are likely to be happy
workers” may hold good.
 Satisfaction and absenteeism
There is a negative relationship between satisfaction and
absenteeism. Absenteeism increases with decrease in job
satisfaction
 Satisfaction and turnover
Satisfaction is also negatively related to turnover , factors
like alternative job opportunities, length of tenure, labour
market condition will also efefct the turnover.