Motivation

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LEADERSHIPAND MOTIVATION
M o d u l e 4

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Motivation
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Process of stimulating people to action to accomplish desired way.
Provide someone with a motive.
Act of stimulating someone or oneself to get a desired course of
action.
Act of stimulation of work in order to get the desired objectives,
whereas ability refers to the skill and competence to do a given work.
An inner state that energies, activates, or moves and that directs
behavior towards goals.
Motivation is getting somebody to do something because he wants to
do it.

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Importance of Motivation
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 It helps the manager to ignite the will to work amongst the
workmen.
 Good motivation method helps in improving the abilities and
capabilities of the employees.
 It helps in finding out the hidden talents and calibre of the
employees.
 Motivated employees mean satisfied employees i.e. satisfied in
terms of job as well as their personal motives.

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Importance of Motivation
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 Motivation reduces the chances of industrial unrest, strikes and
similar labour problems.
 Motivation helps to change the negative or indifferent attitudes
of employee to positive attitudes so as to achieve organizational
goals.
 Motivation helps to reduce the employee turnover and thereby
saves the cost of new recruitment and training.
 Motivation helps in reducing the absenteeism in the
organization.

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MOTIVATION THEORIES
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MASLOW’S NEED HIERARCHY THEORY
Developed by Abraham Maslow (1943) in the 1940s and
1950s.
Ordered human needs in hierarchy
As we satisfy basic needs, we start looking to satisfy
higher order needs.
Once a lower level need is satisfied, it no longer serves as
a motivator.
Shown in the shape of a pyramid: basic needs at the
bottom and the most complex need (need for self-
actualization) at the top.

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MASLOW’S NEED HIERARCHY THEORY
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MCGREGOR’S THEORY XAND Y
 Developed by Douglas McGregor,
 One of Maslow’s students,
 Influenced the study of motivation
 Two contrasting sets of assumptions about
human nature—Theory X and Theory Y.

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Theory X
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The average human being inherently dislike work and will try to
avoid it whenever possible
As the employees are lazy, they must be controlled, forced,
threatened with punishment to achieve goals.
Average employees will try to avoid responsibility and seek
formal direction whenever possible because they have a relatively
little ambition
Most workers place security above all other factors associated
with work

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Theory Y
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The average human being does not inherently dislike work. He can view
workers natural or enjoyable as rest or play
Employees will exercise self-direction and self-control in the attainment of
the objectives to which they are committed
Given proper working condition average person can learn to accept and
even to seek responsibility
Commitment to objectives is a function of the rewards associated with their
achievement
All the people are capable of making innovative and creative decisions and
the decision making is not the sole province of the people in management
positions

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THEORY X and Y
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Theory X Theory Y
Inherent dislike for work Work is natural like rest or play
Unambitious and prefer to be directed by others Ambitious and capable of directing their own behaviour
Avoid Responsibility Accept and seek responsibility under proper conditions
Lack creativity and resist change Creativity widely spread
Focus on lower level needs to motivates workers
Both lower-level and higher-order needs are source of
motivation
External control and close supervision required to achieve
organisational objective
Self-direction and self-control
Centralisation of authority and autocratic leadership
Decentralisation and participation in decision making.
Democratic leadership
People lack self-motivation People are self-motivated

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HERZBERG’S MOTIVATION HYGIENE THEORY
 Developed by Frederick Herzberg in 1959,
 Two-factor theory or the motivator- hygiene
theory
 There are some job factors that result in
satisfaction while there are other job factors
that prevent dissatisfaction.
 According to Herzberg, the opposite of
“Satisfaction” is “No satisfaction” and the
opposite of “Dissatisfaction” is “No
Dissatisfaction”.

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Hygiene factors are those job factors which are essential for existence of
motivation at workplace.
These do not lead to positive satisfaction for long-term.
If these factors are absent / if these factors are non-existent at workplace, then
they lead to dissatisfaction.
Also called as dissatisfiers or maintenance factors as they are required to avoid
dissatisfaction.
The hygiene factors symbolized the physiological needs which the individuals
wanted and expected to be fulfilled.
 Pay
 Company Policies and administrative policies
 Marginal benefits
 Physical Working
 Status
 Interpersonal relations
 Job Security
HYGIENE FACTORS

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According to Herzberg, the hygiene factors cannot be regarded as
motivators.
The motivational factors yield positive satisfaction.
Motivate the employees for a superior performance.
These factors are called satisfiers.
These are factors involved in performing the job.
Employees find these factors essentially rewarding.
• Recognition
• Sense of achievement
• Growth and promotional opportunities
• Responsibility
MOTIVATIONAL FACTORS

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HERZBERG’S MOTIVATION HYGIENE THEORY
 Hygiene factors are needed to ensure that an
employee is not dissatisfied.
 Motivation factors are needed to ensure
employee's satisfaction and to motivate an
employee to higher performance.

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