1. SUBMITTED BY:
SIMRAN KAUR
ROHIT ARORA
ITI SHARMA

2. Definition of motivation:
* The driving force within individuals by which they
attempt to achieve some goal in order to fulfill some
needs or expectation.
* The degree to which an individual wants to choose
in certain behavior.

3. Motivation is…
 Complex
 Psychological
 Physical
 Unique to each and every person
 Context sensitive
 Not fully understood

4. Qualities of Motivation:
Energizes behavior
Directs behavior
Enable persistence towards a goal
Exists in varying details

5. Motivation as a process:
ENERGY DIRECTION PERSISTENCE
It is a process by which a person’s efforts are
energized, directed and sustained towards attaining
the goal.
*Energy- A measure of intensity or drive.
*Direction- Towards organizational goal.
*Persistence- Exerting effort to achieve goal

6. Six C’s of Motivation..
Challenges Choices
Control collaboration
Consequences Constructing meaning

7. Basic model of motivation
Needs or Result in Drive force To Achieve
expectations (Behavior or
Action)
Desired Goals
Feedback
fulfillments Which Provides

8. Early Theories of Motivation:
 Content Theories:
Emphasis on what motivates
individuals.
 Maslow’s need Hierarchy
 Macgregor's Theories X & Y
 Herzberg’s two factors theory

9.  Process Theories of Motivation:
Emphasis on actual process of motivation.
 Three needs Theory ( McClelland)
 Goal-setting Theory
 Reinforcement Theory
 Designing Motivating theory
 Equity Theory
 Expectancy Theory

10. Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lower-higher-order
needs.
*Individual must satisfy lower-level needs before they can
satisfy higher order needs.
*Satisfied needs will no longer motivate.
*Motivating a person depends on knowing at what level
that a person is on the hierarchy.

11. Hierarchy of Needs
*Lover order ( External ) : Physiological and safety needs
*Higher order ( Internal ) : Social, Esteem, and Self-
actualization
Self-Actualization Needs
Esteem Needs
Social Needs
Safety Needs
Physiological needs

12. McGregor’s Theory X and Y
Theory X
Assume 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.
Assumption
Motivation is maximized by participative decision
making, interesting jobs, and good group relation.

13. Motivational Theories X & Y
SA Theory Y - a set of
assumptions of how to
Esteem manage individuals
motivated by higher
Social order needs
Theory X - a set of
Safety & Security assumptions of how to
manage individuals
Physiological motivated by lower order
needs

14. McClelland’s Need Theory: Need
for Achievement
Need for
Achievement
The desire to excel and
succeed

15. McClelland’s Need Theory: Need
for Power
Need for Power –
The need to influence the
behavior of others.

16. McClelland’s Need Theory: Need
for Affiliation
Need for Affiliation –
The desire for interpersonal
relationship

17. Herzberg’s Motivation-Hygiene
Theory
Job satisfaction and job dissatisfaction are created y different
factors.
Hygiene factors- Extrinsic ( Environmental ) factors that
create job dissatisfaction.
Motivation Factors- Intrinsic ( Psychological ) factors that
create job satisfaction.
Attempted to explain why job satisfaction does not result in
increased performance
The opposite of satisfaction is not dissatisfaction but rather
no satisfaction.

18. Motivation–Hygiene Theory of
Motivation
Motivation factors
• Company policy &
increase job satisfaction
administration
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid
job dissatisfaction • Salary?

19. Alderfer’s ERG Theory
SA
Growth
Esteem
Love (Social) Relatedness
Safety & Security
Existence
Physiological

20. Motivational Need Theories
Maslow Alderfer McClelland
Self-actualization Growth Need for
Higher Esteem Achievement
Order self Need for
Needs interpersonal Power
Belongingness
(social & love) Relatedness Need for
Affiliation
Lower Safety & Security
Order interpersonal
physical
Needs Existence
Physiological

21. Motivating by Structuring Jobs to Make Them
Interesting
Job Design - suggests that jobs can be structured to enhance people’s
interest in doing them
Job enlargement - expansion of the content of a job to include more
variety and more tasks at the same level
- does not increase responsibility nor skills needed to do job
- horizontal job loading
- may help to improve job performance, but its effects may not be
lasting
Job enrichment - gives employees a high degree of control over their
work, from planning and organization through implementation and
evaluation
- employees determine how to do their jobs
- vertical job loading
- although successful in many organizations, popularity is limited by
difficulty in implementation and lack of employee acceptance.