What is Motivation? Different types of Motivation Theories with description.

1. MOTIVATION THEORIES
By :- Dikshya Mahapatra
Roll No. – 15

3. Motivation Theories
 Maslow’s Need Hierarchy Theory
 Alderfer’s ERG Theory
 Herzberg’s Two Factor Theory
 McClelland’s Achievement Theory
 Mc. Gregor’s X & Y Theory

4. MASLOW’S NEED HIERARCHY THEORY –
> The theory was proposed by Abraham Maslow.
> He proposed it in his paper – A Theory of Human Motivation, in
1943.
> It states that people are motivated to achieve certain needs and that
some needs take precedence over other needs.
> A higher level need is never triggered unless the lower level needs
are fulfilled.
> Needs can be classified according to their importance from the lowest
to highest in a hierarchical structure.
> Once the lower level need is fulfilled, it doesn’t motivate us any
further.
> Human needs are never really satisfied.

5. OLD MODEL
SELF-
ACTUALISA-
TION
SELF-ESTEEM
EXTERNAL | INTERNAL
SOCIAL
SAFETY
BASIC

6. NEW MODEL
TRANS-
CENDENCE
SELF-
ACTUALISATION
ASTHETIC
COGNITIVE
SELF-ESTEEM
SOCIAL
SAFETY
PHYSIOLOGICAL

7. MODEL DESCRIBED –
PHYSIOLOGICAL NEED – Air, food, water,
shelter, sleep, clothes, etc.
SAFETY NEEDS – Protection from elements,
security, order, law, stability, etc.
SOCIAL NEEDS – Friendship, intimacy, trust,
acceptance, receiving and giving affection and
love. Affiliating, being part of a group.

8. SELF-ESTEEM NEEDS – Internal Esteem
includes dignity, achievement, mastery,
independence and External Esteem means
the desire of reputation or respect from
others (i.e. status, prestige, etc.).
COGNITIVE NEEDS – Knowledge and
understanding, curiosity, exploration, need
for meaning and predictability.
AESTHETIC NEEDS – Appreciation and
search for beauty, balance, form, etc.

9. SELF-ACTUALISATION NEEDS – Realizing
personal potential, self fulfilment, seeking
personal growth and peak experiences.
TRANSCENDENCE NEEDS – Helping others
in self actualisation.

10. MASLOW’S HIERARCHY OF HUMAN NEEDS IN AN ORGANISATION –
1) Transcendence Needs – (i) Helping employees to know their standards
(capability)
2) Self-Actualisation Needs – (i) Creative and challenging work
(ii) Participation in decision making
(iii) Too flexibility and autonomy
3) Aesthetic Needs – (i) Seeing the positive sides of the employees
(ii) Appreciate the efforts of the employees
4) Cognitive Needs – (i) Having full knowledge about everything related with
the organisation
(ii) Understanding the situations and other workers
5) Self-Esteem Needs – (i) Responsibility of an important job
(ii) Promotion to higher status job
(iii) Praise and recognition from boss

11. 6) Social Needs – (i) Friendly co-workers
(ii) Interaction with customers
(iii) Pleasant supervisors
7) Safety Needs – (i) Safe working conditions
(ii) Job security
(iii) Base compensation and benefits
8) Physiological Needs – (i) Rest and refreshment breaks
(ii) Physical comfort on the job
(iii) Reasonable work hours

13. ALDERFER’S ERG THEORY –
> Any/all needs can influence behaviour at one time.
> Frustration – regression principles. An already satisfied lower
level need becomes reactivated when a higher level need is
frustrated.
> Similar to and different from Maslow’s Need Hierarchy Theory.
> Satisfied and unsatisfied need operates in much the same way.
> Movement upward is the same.
> Movement downward is new.
> It acknowledges that the importance of the needs varies for each
person and as circumstances change. Some people might put a
higher value on growth than relationships at certain stages of
their lives.

14. THREE NEED LEVELS –
EXISETENCE NEEDS – Desires for
physiological and material well being.
In a work context this need is satisfied by
money earned in a job for the purchase of
food, shelter, clothing, etc.
RELATEDNESS NEEDS – Desires for
satisfying interpersonal relationships.
Interact with other people, receive public
recognition and feel secure around people.
The amount of time most people spend at
work this need is normally satisfied to some
extent by their relationships with colleagues
and managers.

15. GROWTH NEEDS – Desires for continued
psychological growth and development.
Fulfilment of desires to be creative,
productive and to complete meaningful
tasks.
In a work context, a person’s job, career or
profession can provide a significant
satisfaction of growth needs.

16. HERZBERG’S TWO FACTOR THEORY –
Job Herzberg’s two Job
Dissatisfaction factor theory Satisfaction
Influenced by Influenced by
Hygiene factor Motivator factor
> Working condition > Achievement
> Co-worker relation > Recognition
> Policies and rules > Responsibility
> Supervisor quality > Work itself
> Base wage > Advancement
> Personal goods
Improving the
Motivator factors
Increases job
Satisfaction
Improving the
Hygiene factor
Decreases job
Dissatisfaction

17. Dissatisfiers – Items predominantly found in descriptions of negative
events.
Could lead to high levels of employee dissatisfaction.
Improves the dissatisfaction and reduces satisfaction.
Not get higher satisfaction.
Satisfiers – Items predominantly found in descriptions of positive
events.
Could lead to high levels of employee satisfaction.
Their absence, or a person’s failure to experience then, would produce
dissatisfaction.

18. • Herzberg eventually called the satisfiers as motivators and
the dissatisfiers as hygiene factors.
(i) Dissatisfiers distracted from the motivators.
(ii) Once the work context is improved, the manager can try
to provide the motivators.
(iii) Use a process called job enrichment.
(iv) Add more responsibilities and autonomy to the job.
(v) Creates opportunities for employees to experience the
motivators.

19. McCLELLAND’S ACHIEVEMENT THEORY –
THREE MAIN LEVELS –
1) The Need for Achievement
2) The Need for Affiliation
3) The Need for Power
These are the motivators which are present in varying
degrees.

20. NEED FOR ACHIEVEMENT –
It is the desire to do better, solve problems or master complex
problems.
The individual who posses this need have following
characteristics –
1) They are challenging.
2) They like working alone or with other achievers.
3) They are self motivated.
4) They like feedback to asses their progress.
5) These individuals will perform better if money is linked
with their achievements.

21. NEED FOR AFFILIATION –
Desire for friendly and warm relationships with others.
The individual who posses this need have following
characteristics –
1) They are concerned in “being liked” and “being accepted”.
2) They form informal relationships.
3) They are very cooperative.
4) These people perform better in team.

22. NEED FOR POWER –
It is the desire to control others and influence their behaviour.
The individual who posses this need have following
characteristics –
1) They like to control others.
2) They are argumentative.
3) They have ability to influence people.
4) These people are suitable for leadership roles.

23. Application of this theory –
These are the pre-requisites –
> Manager should be capable of identifying the need of
individuals.
> Managers should motivate individuals according to
their needs.

24. HIGH NEED FOR ACHIEVEMENT –
1) They should be given challenging but realistic projects.
2) They should be given a constant feedback.
3) For them, money is not the main motivator, rather
feedback, appreciation and recognition is more important for
them.
4) They must be grouped with other achievers for best
performance.

25. HIGH NEED FOR AFFILIATION –
1) They will perform better in a team.
2) They should not be given challenging tasks, they prefer
manageable tasks.
3) They should be given feedback in private rather in front of
people.

26. HIGH NEED FOR POWER –
1) These people should be provided leadership roles whenever possible
because they like to rule.
2) They should be provide direct feedback as they like to know the real
situation.
3) They should be motivated by offering career development
opportunities.

27. CONCLUSION –
1) McClelland’s theory is very useful in helping managers
identify how they can motivate individuals to perform better.
2) According to him, all individuals posses all of these needs
however one of them is more dominant.

28. Comparison of Maslow’s, Alderfer’s, Herzberg’s and McClelland’s
Motivation Theories –
Maslow Alderfer Herzberg McClelland
High Self Achievement
Order Actualisation Growth Motivators
Needs Esteem Power
Lower Social Relatedness Hygiene Affiliation
Order Safety Existence factors
Needs Physiological
Growth
Existence
Motivators
Hygiene
factors

29. McGREGOR’S X & Y THEORY –
Theory X – The worker is lazy, dislikes
work And will do as little as possible.
Managers must closely supervise and
control through rewards and
achievements.
Theory Y – The workers are not lazy,
want to do a good job and the job
itself will determine if the worker
likes to work.
Managers should allow workers greater
latitude and create an organisation to
stimulate the workers.

30. THEORY X THEORY Y
1) These employees does not like 1) These employees can perceive
work and tries to escape their jobs as relaxing as normal.
whenever possible.
2) So they must be persuaded, 2) They exercise physical and
compelled or warned with mental effort in an inherent
punishment to achieve manner in their jobs.
organisational goal.
3) They need close supervision. 3) They can use self direction and
self controls. They are sincere
and dedicated to the
organisational goals.

31. THEORY X THEORY Y
4) These employees resist change. 4) If their job is satisfying and
rewarding, it results in their
loyalty and commitment to the
organisation.
5) They dislike responsibilities. 5) They can learn to admit and
recognise responsibility.
6) They need formal direction. 6) They just need motivation.