Gunjjan Sharma

Roll No 15
CLASS 1 E
 motive, from the Latin verb moveō (“‘(I)
move’”), + -ation
 The Webster’s dictionary defines motivation
as “something” (as a need or desire)that
causes a person to act.
 While motivate is defined as “the object
influencing a choice or prompting an action”
 Motivation is a process that accounts for
individual’s intensity, direction, and
persistence of efforts towards attaining
goals.
PRIMARY GENERAL SECONDARY
Unlearned and Unlearned but not Learned
Physiological physiological

 Hunger  Curiosity  Power

 Thirst  Manipulation  Achievement

 Pain  Activity  Affiliation

 Maternal concern  Affection

 Maslow's Need Hierarchy Theory.

 Herzberg’s Two Factor Theory.

 McGregor’s X and Y Theory.

 Victor Vroom's Expectancy Theory.

 McClelland’s Need Theory .

 PHYSIOLOGICAL:- These include basic needs like food,
shelter, hunger and thirst.
 SAFETY NEEDS :- The safety needs include protection
from emotional and physical harm.
 SOCIAL NEEDS :- This includes the need of an individual
that’s fulfilled by society like acceptance, belongingness,
love, care and friendship.
 SELF ESTEEM :- Includes internal esteem factors such as
self respect, autonomy, and achievements; and external
esteem factors such as status recognition and attention.
 SELF ACTUALISATION :- The needs that an individual can
fulfill only by himself and his efforts. The want to do
something, realisation of one’s own potential and self
growth.
Two classes of factors that influence employee
motivation
Intrinsic And Extrinsic Factors
 Intrinsic factors are internal rewards that a
person feels, when performing a job.  
 Extrinsic factors are external rewards that
occur apart from work, providing no direct
satisfaction at the time the work is
performed.
 Hygiene factors: The presence of which
does not necessarily motivate but the
absence, demotivates.
• Company policy and administration
• Quality of Supervision
• Relations with Supervisors
 Motivational factor: Factor which motivate.
• Recognition
• Achievement
• Advancement
Maintenance Factors Motivational Factors
Dissatisfies Satisfies

Hygienic factors Motivators

Job Context Job Content

Extrinsic Factors Intrinsic Factors

Examples Examples

Company policy and administration Achievement

Quality of Supervision Recognition

Relations with Supervisors Advancement

Peer Relations Work Itself

Pay Possibility of Growth

Job Security Responsibility

 Douglas McGregor proposed two distinct
views of human beings based on what he
thought were the assumptions that managers
make to judge the employees working under
them.

 Theory X totally negative

 Theory Y totally positive

 Employees inherently dislike work and
whenever possible, will attempt to avoid it.
 Since employees dislike work, they must be
coerced, controlled or threatened with
punishment to achieve goals.
 Employees will avoid responsibilities and
seek formal direction whenever possible.
 Most workers place security above all other
factor associated with work and will display
little ambition.
 Employees can view work as being as natural
as rest or play.
 People will exercise self-direction and self-
control if they are committed to the
objectives.
 The average person can learn to accept,
even seek responsibility.
 The ability to make innovative decisions is
widely dispersed throughout the population
and is not necessarily the sole province of
those in management positions
 The expectancy theory of motivation is
suggested by Victor Vroom.

 Whereas Maslow and Herzberg look at the

relationship between internal needs and the
resulting effort expended to fulfil them, Vroom
separates effort (which arises from
motivation), performance, and outcomes.
 “In order for a person to be motivated effort,
performance and motivation must be linked”.
 He proposes three variables to account for
this, which he calls Valence, Expectancy and
Instrumentality.
 Expectancy is the belief that increased
effort will lead to increased performance i.e.
if I work harder then this will be better. This is
affected by such things as:
 Having the right resources available (e.g. raw
materials, time)
 Having the right skills to do the job
 Having the necessary support to get the job
done (e.g. supervisor support, or correct
information on the job)
 Instrumentality 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
 Valence is the importance that the
individual places upon the expected
outcome. For example, if I am mainly
motivated by money, I might not value offers
of additional time off.

 “The individuals change their level of effort

according to the value they place on the
outcomes they receive from the process and
on their perception of the strength of the
links between effort and outcome”
So, if I perceive that any one of these is true in
my life that :
 My increased effort will not increase my
performance.
 My increased performance will not increase
my rewards.
 I don’t value the rewards on offer.

……..then Vroom’s expectancy theory suggests that

l will not be motivated. This means that even if an
organisation achieves two out of three, that
employees would still not be motivated, all three
are required for positive motivation.
 David C. McClelland of Harvard University
has identified three types of basic motivating
needs. He classified these as :-
 Need for Power

 Need for Affiliation

 Need for achievement

 Power Motive: The ability to induce or
influence behavior is power.
 The leading advocate of the power motive
was Alfred Adler and he developed concepts
of inferiority complex and compensation.
 An individual’s life cycle are combined with
the innate drive for power. Such people
generally seek positions of leadership; they
involve in conversation; they are forceful,
outspoken, hardheaded, and demanding.
 Affiliation Motive: Since people are social
animals, most individuals like to interact and
be with others in situations where they feel
they belong and are accepted.

 McClelland suggests that people with high

need for affiliation usually derive pleasure
from being loved and tend to avoid the pain
of being rejected.
 Achievement Motive: People have in
intense desire to achieve. This is
distinguished from other needs. McClelland
has identified for past characteristics of high
achievers.

 Moderate risks.
 Immediate feedback.
 Accomplishment.
 Preoccupation with tasks.