1. MOTIVATION One of the most important factors affecting
human behaviour and performance

2. DEFINITION
“Motivation is a complex force starting and keeping a person at work in an organisation. It is something that moves the person to action, and continues him in the course of action already initiated.”
“Motivation refers to the way in which urges, drives, desires, aspirations or neds direct, control or explain the behaviour of human beings.”

3. Concepts of Motivation
Motive: An inner state, force that activates or moves
Motivating: One person inducing another to engage in an action ensuring that a channel to satisfy the motive becomes accessible to individual.
Motivation: A complex force depending on Motive and motivating.

4. Nature of Motivation Based on Motives Affected by motivating
Goal directed behaviour
Related to satisfaction
Person motivated in totality
Complex Process

5. Role of Motivation High performance level
Low employee turnover and absenteeism
Acceptance of Organisational Change

6. Theories of Motivation
Maslow’s Need Hierarchy Theory
Herzberg’s Two factor Theory
Mc Clelland’s Need Theory
Alderfer’s ERG Theory
Equity Theory
Vroom’s Expectancy Theory
Porter Model of Motivation
Mc Gregor’s X & Y Theory
Z Theory

7. Maslow’s Need Hierarchy Theory
Self Actulisation Need
‘Need to maximise one’s potential’
Self esteem Need
‘Need for Self respect, recognition feeling of personal worth
Social Needs
‘Need to belong to a group, society’
Safety Needs
‘Free from any physical danger’
Physiological Need
‘Basic need for food, shelter’

8. Two Factor Theory Hygiene Factors Motivational Factors
Company policy & Adm.
Supervision
Interpersonal Relationship
Salary
Job Security
Working Conditions
Motivational Factors
Achievement
Advancement
Recognition
Work Itself
Growth Opportunity&
Responsibility

9. Mc Clelland’s Need Theory
Three types of motivating needs:
Need for power: The need to manipulate others or superiority over others.
Need for Affiliation: The need for maintaining social relationship, intimacy with others.
Need for Achievement: The need to achieve something commendable.

10. ERG Theory Three major needs:
Existence needs: Needs including physiological and safety aspects.
Relatedness Needs: Needs related to relationship with others.
Growth needs: Needs related to efforts to achieve full potential in given environment.

11. Vroom’s Expectancy Theory
Motivation= Valence* Expectancy
Valence: An individual’s attraction to a particular outcome.
Expectancy: probability that a particular action will lead to the outcome.
Instrumentality: Importance of an outcome in achieving the main outcome.
Expectancy relates efforts to first level outcome.
Instrumentality relates first & second level outcomes to each other.

12. Porter Model of Motivation
Elements of the model
Effort: amount of energy exerted by an individual for a given task. Value of reward and perception of effort –reward probability will determine the effort.
Performance: efforts leads to performance. Performance is influenced by amount of effort, ability, role perceptions.
Rewards: performance leads to Rewards.
Satisfaction: derived from the extent to which actual rewards fall short, meet or excel the individual’s perceived level of equitable rewards.

13. Theory X & Y Assumptions of theory X
Mgt. is responsible for org. the elements of enterprise
Mgt. is about directing human efforts.
Without the active intervention of the mgt. – people would be passive.
The average man is by nature indolent, self-centered, resistant to change, dislikes responsibility.
So, managers attempt to structure, control and supervise their employees.

14. Assumptions of theory Y
The average man does not dislike work.
External control & punishment are not the only means for bringing about efforts towards org. objectives.
The average man learns to seek responsibility.
The intellectual potentialities of the average man are potentially utilized.
So. There should be cooperative effort of mgt. and employees. Attempt should be to get maximum output through minimum control and direction.

15. Ouchi’s Theory Z
The theory describes the major postulates of Japanese mgt. practices.
Features:
Trust
Strong Bond
Employee Involvement
No formal structure
coordination