Motivation &
Motivational
Theory
Role and Significance of Motivation
Motivation is an effective Motivation involves getting the
instrument in the hands of a members of the group to pull
manager for inspiring the weight effectively, to give their
workforce and creating a
loyalty to the group, to carry out
confidence in it. By motivating the
workforce, management creates
properly the tasks assigned and
'will to work' which is necessary to play an effective role in
for the achievement of contributing towards the
organisational goals. purpose of the organization.
Definition and Meaning of Motivation
‘Motivation’ is the process of
inspiring people in order to In other words, it means to
intensify their desire and induce, instigate, incite or prompt
willingness for executing their someone to a particular course of
duties effectively and for co- action for getting the results
operating to achieve the common expected from him.
objectives of an enterprise.
Definition and Meaning
of Motivation
• According to Dalton E. McFarland, "Motivation refers to the way
in which urges, drives, desires, aspirations, strivings or needs
direct, control or explain the behaviour of human beings,
Maslow's hierarchy of
needs
Herzberg's motivator-
THEORIES OF hygiene theory
MOTIVATION
McGregors’ X and Y
theory
Ouchis’ Z theory
MASLOW ‘S THEORY OF
MOTIVATION
We each have a hierarchy of
Maslow’s theory maintains
needs that ranges from
that a person does not feel
"lower" to "higher." As lower
a higher need until the
needs are fulfilled there is a
needs of the current level
tendency for other, higher
have been satisfied.
needs to emerge.”
• Physiological Motivation: These need include
such things as food clothing, shelter, air, water and
other necessaries of life. More examples; Provide
ample breaks for lunch , pay salaries that allow
workers to buy life's essentials.
• Safety Needs: After satisfying the physiological
needs, people want the assurance of maintaining a
given economic level. They want job security,
personal bodily security, security of source of
income, provision for old age, insurance against
risks, etc.
• Social Needs: Men is a social being. Therefore
they are interested in conversation, exchange of
feelings and grievances, companionship,
recognition, belongingness etc.
• Esteem Motivators: Recognize achievements,
assign important projects, and provide status to
make employees feel valued and appreciated.
These are also called egoistic needs. They are
concerned with prestige and status of the
individual.
• Self-Actualization: Offer challenging and
meaningful work assignments which enable
innovation, creativity, and progress according to
long-term goals.
LIMITATIONS AND CRITICISM
Maslow’s hierarchy makes sense
but little evidence supports its
strict hierarchy. Research has Little evidence suggests that
challenged the order imposed by people satisfy exclusively one
Maslow’s pyramid. As an example, motivating need at a time.
in some cultures, social needs are
regarded higher than any others.
HERZBERG'S MOTIVATION-
HYGIENE THEORY
Frederick Herzberg performed studies to
determine which factors in an employee's
work environment caused satisfaction or
dissatisfaction. He published his findings in
the 1959 book The Motivation to Work.
Hygiene factors
• Hygiene factors include such things as wages, Fringe
benefits, physical conditions and overall company policy
and administration.
• The presence of these factors at the satisfactory level
prevents job dissatisfaction , but they do not provide
motivation to the employees. So they are not considered as
motivational factors .
• Motivational factors on the other hand are essential for
increasing the productivity all the employees . They are also
known as satisfiers and include such factors as recognition,
feelings of accomplishment, opportunity of advancement
hand potential for personal growth, responsibility and
sense of job and individual importance , new experience
and challenging work etc.
APPLYING IN BUSINESS
MANAGEMENT
According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.
• Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility.
• If a job cannot be designed to use an employee's
full abilities, then the firm should consider
automating the task or replacing the employee with
one who has a lower level of skill. If a person cannot
be fully utilized, then there will be a motivation
problem
• Herzberg also said that today's motivators are
tomorrow’s hygiene because they stop influencing
the behavior of person when they get them.
• When a person gets one thing, then something else
will motivate him and the need which has been
fulfilled will have only negative significance in
determining his behavior.
• It should also be noted that one’s hygiene maybe
motivator of another. For instance, it is likely that
the workers in underdeveloped society will
designate some of the maintenance factors as
motivators because their primary need have not
been fulfilled and they continue to be motivated by
these factors.
LIMITATION AND CRITICISM
• Critics consider Herzberg's two factor theory to be simplistic - what
motivates me may be a dissatisfier for someone else.
• Its for individuals, not as a homogeneous group with one set of wants and
needs.
• Some factors may be within your control, some may not.
• Herzberg’s dew conclusion from a limited experiment covering engineers
and accountants. Engineers, accountant and other professionals may like
responsibility and challenging jobs . But the general body of workers are
motivated my pay and other benefits.
• Herzberg's in this study the interviews what I asked to report exceptionally
good or exceptionally bad movements . This methodology is defective
because there is a common bias among human beings to take more credits
for good things and put the blame on others for bad things.
• Herzberg's gave too much emphasis on job enrichment . But job enrichment
is not the only answer . Of the job satisfaction of the workers is also very
important horse book did not attach much importance to pay , status or
interpersonal relationships which are generally held as important contents
of satisfaction.
McGregor’s Theory X and Theory Y
•Douglas MacGregor was a known
psychologist. He propounded two
Contrasting theories of human behavior
which he called theory X and theory Y.
these theories contains 2 pairs of
assumptions of all human beings which
MacGregor thought were implied by the
actions of autocratic and permissive
managers.
Ouchis’ Z Theory
• William Ouchi developed Theory Z after
making a comparative study of Japanese and
American management practices. Theory Z is
an integrated model of motivation.
• Theory Z suggests that large complex
organisations are human systems and their
effectiveness depends on the quality of
humanism used. A type Z organisation has
three major features—trust, subtlety and
intimacy.
The distinguishing features of Theory
Z are as follows:
1. Strong Bond between Organisation and
Employees.
2. Employee Involvement
3. Mutual Trust
4. Integrated Organisation
5. Human Resources Development
6. Informal Controls
Theory Z suffers from the
following limitations:
• It merely provides job security and may fail to
develop loyalty among employees.
• Participation of employees in the decision-
making process is very difficult.
• Theory Z suggests organisation without any
structure.
• The theory may not be applicable in different
cultures.
