1. MOTIVATION

2. WHAT IS MOTIVATION?
• Motivation is the driving force that initiates and directs behavior.
• Motivation is a kid of internal energy which drives a person to do something in order
to achieve something.
• From an organizations perspective – Motivation is the willingness to exert high levels
of effort towards organizational goals, conditioned by the efforts ability to satisfy some
individual needs.
Performance = Ability x Motivation

3. 3 COMMON ASPECTS OF MOTIVATION
• Effort – It refers to the magnitude or intensity of employees work related behavior
• Persistence – concerns the sustained efforts employees manifested in their work
related activities
• Direction – Quality of an employees work that is the investment of sustained effort in a
direction that benefits the employer

4. MOTIVATION PROCESS
• Physiological /
Psychological
Deficiency
Need
• Individual
Behaves in a
certain manner
Drive / Motive
• Achieves a
particular goal.
Incentive

5. MOTIVATION AND NEED
SATISFACTION
Unsatisfied
Need
Tension
Drives
Search for
Behavior
Goal Directed
Behavior
Need
Satisfaction
Reduction in
tension
Reassessment
of needs
Individual

6. Need
They are created when there is a deprivation or deficiency. Here a psychological or
physiological imbalance is created.
Drives or motives
Drives are deficiencies with direction. They are action oriented and provide a thrust
towards achieving an incentive or goal.
Incentive or goal
Attaining the goal/incentive will restore the balance . After achieving the goal, needs and
drives will be reduced.

7. CHARACTERISTICS OF MOTIVATION
• Unending process – human wants keep changing and increasing
• A psychological concept –Motivation deals with the human mind
• Whole individual is motivated – as it is based on the psychology of the individual
• Incentives that drive motivation may be monetary or non monetary
• Motivation can be positive or negative. Positive motivation uses incentives like pay rise,
praise, trophies etc. Negative motivation means emphasizing on penalties i.e it is
based on the force of fear. Ex. Demotion, termination
• Motivation and job satisfaction is different. Motivation is a goal oriented behavior. Job
satisfaction is the outcome of job performance

8. TYPES OF MOTIVATION
Intrinsic Motivation
Pride
Fun
Extrinsic Motivation
Money
Trophies
Satisfaction
Intrinsic Motivation is the
motivation that comes from
inside
Prizes
Extrinsic motivation is the
motivation that comes from
outside.

9. 3 INTRINSIC MOTIVATORS THAT
MOTIVATE US
1. Autonomy – The desire to direct our own lives
- Give employees the freedom that they deserve
- Don’t micro manage
- Let them work on projects that interest them
2. Mastery – The urge to become better at some thing
- Enable employees to do work that matters
- Experiment frequently
- Test every assumption
3. Purpose – Feeling that you are a part of something bigger
- Let your employees give back to the community
- Remind employees why you are doing what you are doing
- Emphasize the mission of your company

10. Positive Motivation
Praise
Certificates
Trophies
Pay raise
Promotion
Rewards
Negative Motivation
Demotion
Pay cuts
Termination
Suspension
Reprimanding
This focuses on an individuals
esteem , recognition and
affiliation needs. They create
a positive state of mind
where in an individual is
energized towards the goal.
This focus on the induvial fear of
change, loss or humiliation/
embarrassment. It creates a
negative state of mind where in
an individual is stressed due to
the possible consequences.

11. TYPES OF MOTIVES
Primary
• They are also called physiological / biological / unlearned motives.
• Two criteria for a motive to be primary are that they can not be taught and that they
are directly related to our survival and physical well being.
• Ex. Hunger, thirst, sleep , avoidance of pain etc.
• Primary motives tend to reduce the tension or stimulation.

12. General Motives
• These motives cannot be taught but are not based on are basic physiological needs.
• These needs induce the person to increase the amount of stimulation.
• Ex. Curiosity, Manipulation, Affection etc.
Secondary Motives
• Such motives are taught / picked up by an individual
• Examples of such motives include motives for power, achievement, affiliation etc.
• Security and Status are also secondary motives.

13. SECONDARY MOTIVES
Need for achievement
• Doing better than
competitors
• Attaining a difficult
goal
• Solving a complex
problem
Need for power
• Controlling people
and activities
• Being in a position of
authority over others
• Defeating an
opponent
Need for affiliation
• Being liked by many
people
• Working with people
who are friendly and
cooperative
• Participating in
pleasant social
activities
Need for security
• Having a secure job
• Having protection
against illness and
disability
• Avoiding tasks or
decisions with a risk
of failure and blame
Need for status
• Working for the right
company in the right
job
• Having a degree
from the right
university
• Having the right
privileges

14. MASLOW'S
HIERARCHY OF
NEEDS

15. WHAT IS IT?
• Abraham Maslow was an American psychologist who studied motivation and proposed
the hierarchy of needs theory
• According to Maslow, we each have a hierarchy of needs that ranges from lower to
higher. As lower needs are fulfilled there is a tendency of other higher needs to
emerge.
• As per this theory, a person does not feel the higher needs until the needs of the
current level have been satisfied.
• He also assumed that human needs cannot be completely satisfied, because when one
need is satisfied, another arises
• A satisfied need does not motivate behavior. Ex. Food will act as a motivator only when
hungry. Once hunger is satisfied food will no longer motivate an individual.

16. HIERARCHY OF NEEDS
Self Actualization
Esteem Needs
Social Needs
Safety and Security Needs
Physiological Needs

17. • Physiological Needs
These are necessary to sustain life. They include food , water, clothing and shelter. These
needs have the highest potency for motivation. A person who lacks these will be motivated
by these.
• Safety Needs
When physiological needs are reasonably satisfied, safety needs begin to manifest
themselves. These include protection from physical dangers such as fires, accidents etc.
Economic security, security of income against contingencies such as sickness, injury etc. are
also safety needs
• Social Needs
When physiological and safety needs are reasonably satisfied, social needs become
motivators. Man is a social being and wants to receive and give acceptance, friendship and
affection. He feels the need of belonging, for being an accepted member of a formal or
informal group.
• Esteem Needs
When the first three needs are essentially satisfied, esteem needs become dominant. The
person must feel important and must also receive recognition from others, as that
supports the feeling of personal worth. Thus feelings of self-esteem, self-confidence,
and power are produced which are related to enhancing competence, knowledge and
achievement.
• Self Actualization needs
This is the need to realize ones potential i.e. to become everything one is capable of

18. HERZBERG'S TWO
FACTOR THEORY
OF MOTIVATION

19. • Frederick Herzberg through his studies realized that the factors required for job
satisfaction are quite different from those that cause job dissatisfaction.
• Absence of factors that cause job dissatisfaction does not necessarily mean job
satisfaction. It only means no job satisfaction.
• According to Herzberg, motivational factors are responsible for job satisfaction and
maintenance factors are responsible for job dissatisfaction.
• Maintenance factors keep the motivation at a theoretical level zero, but the absence of
these factors cause serious dissatisfaction. Maintaining motivation at zero level thus
prevents negative motivation.
Maintenance Factors Motivators
Company policy and administration Achievement
Interpersonal relations Work Itself
Supervision Recognition
Money Responsibility
Job Security Advancement
Status Possibility of growth
Working conditions

20. MCGREGOR'S X &
Y THEORY

21. Theory X
• It assumes that most people prefer to be directed, are not interested in assuming
responsibility and want safety above all.
• Accompanying this philosophy is the belief that work is inherently distasteful to most
people and people are motivated by money and the threat of punishment
• Managers who accept theory X assumptions attempt to structure, control and closely
supervise their subordinates
Theory Y
• This theory assumes that people are not by nature lazy and unreliable.
• Man can be self directed and creative at work, if properly motivated.
• Managers who accept his theory, attempt to help their employees mature by exposing
them to progressively less control, allowing them to assume more self-control.
• Employees are able to achieve the satisfaction of social esteem and self actualization needs
with this kind of environment.

22. Theory X Theory Y
Workers dislike to work by themselves Workers feel that work is as natural as play
Workers are not ready to accept responsibility Workers are ready to accept responsibility if
proper motivation is available to them
Workers prefer to be directed by others Workers are directed by themselves
Workers are unambitious Workers are ambitious
Workers by nature resist change and want
security
Workers are ready to cope up with changes
Workers lack creativity and fail to solve
organizational problems
Workers have a high degree of creativity and
succeed in solving organizational problems
Focus is on the lower level needs of workers i.e.
physiological and safety
Focus is both on the lower and higher level
of the worker i.e. social, esteem and self
actualization
Strict control is necessary to achieve
organizational objectives
Workers exercise self control and self direction to
achieve organizational objectives
Authority is not delegated Authority is delegated
Autocratic leadership is followed Democratic leadership is followed

23. VROOM’S
EXPECTANCY
THEORY

24. • There are 3 main concepts in this theory – valence, instrumentality and expectancy.
1. Valence is the individuals preference for a particular outcome. Valence is positive
when the individual prefers to attain the outcome. Valence is negative when the
individual is averse to attaining the outcome
2. Instrumentality – It is the belief that if you perform well that a valued outcome will
be received i.e. if I do a good job, there is something in it for me. This is affected by
such things as:
• Clear understanding of the relationship between performance and outcomes – e.g. the
rules of the reward 'game'
• Trust in the people who will take the decisions on who gets what outcome
• Transparency of the process that decides who gets what outcome
3. Expectancy – It is the probability that a particular action or effort will lead to a
particular first level outcome.
As per this theory
Motivational Force = Valence x Expectancy x Instrumentality

25. ALDERFER’S ERG
THEORY

26. Growth
Relatedness
Existence

27. Existence
It refers to our concern with basic material existence requirements – our physiological
nad safety needs.
Relatedness
Refers to the desire we have for maintaining interpersonal relationships and extrinsic
esteem needs
Growth
It refers to an intrinsic desire for personal development, the intrinsic component of
Maslow’s esteem needs and self actualization needs.
ERG theory demonstrates that more than one need may be operative at the same time

28. MCCLELLAND'S
LEARNED NEEDS
THEORY

29. • According to this theory people acquire or learn certain needs from their culture, family, personal and
occupational experiences, type of organization etc.
• There are 3 major acquired needs that are major motives at work –
1. Need for achievement – the rive to excel and succeed
2. Need for power – the need to influence the behavior of others.
3. Need of affiliation – the desire for interpersonal relations
Need for achievement
•They want to accomplish reasonably
challenging but attainable goals
through their own efforts
•They prefer working alone rather than
in teams
•They choose tasks with a moderate
degree of difficulty
Need for power
•People with high need for power want
to influence others, take control and
change people and/or situations
•Rely on persuasive communication and
make suggestions in meetings
•Personalized power- Such people use
their power to advance their personal
interest, display it as a status symbol
•Socialized power – they have an
interest in organizational goals, have a
desire to be useful to the organization
and the society, are more effective
administrators and exercise their power
for the benefit of others
Need for affiliation
•Need to feel a sense of belongingness
and involvement within a group
Need for power
•Desire to do quality work
•Wants to develop skills

30. MOTIVATING AND
ENGAGING
EMPLOYEES

31. • Technically you cannot make a person feel motivated or engaged. But you can certainly
set up the right conditions that maximize the probability that it will happen (even though
success is never certain)
1. Curiosity – Ensure that your workers have plenty of things to investigate and to think
about
2. Honor – Workers feel proud when their values are reflected in the way they work.
3. Acceptance – When colleague approve of what people do and who they are
4. Mastery – The work challenges people’s competence but it is within their abilities
5. Power – There is enough room for workers to influence what happens around them.
6. Freedom – People are independent of others with their work and responsibilities
7. Relatedness – People have good social contacts with the others in their work
8. Order – Workers have enough rules and policies for a stable environment
9. Goal – The peoples purpose in life is reflected in the work that they do
10. Status –People have a good position and are recognized by their colleagues

32. THANK YOU!!