Kankana Mukhopadhyay

Motivation is a drive that encourages Action or

Feeling.

Motivation is the MOTIVE FOR ACTION.

Motivation is a driving force that comes from a

desire to succeed.
Complacency: People become complacent when
they don’t have a desire to grow as they don’t know
what they need.
Example: Yuvraj Singh

A person stays motivated and focused if he makes

use of auto- suggestion mechanism.

Motivation is like fire – unless you keep adding fuel to

it, it dies.
• Can you motivate others?

• People motivate themselves.

• Inspiration is THOUGHT, whereas, Motivation is ACTION.

• When thinking changes it reflects in behavior.

• To motivate others we need to know their needs and wants.

• We can only inspire others if we know their needs and wants

so that they can motivate themselves.

 Stability

w th
o De
Gr cl
in
at
io
n

Time
 Effective Ineffective

Motivated Motivated Effective Motivated Ineffective

(Growth Period) (Induction Period)

Demotivated Demotivated Effective Demotivated Ineffective

(Stability Period) (Declination Period)
 Negative Criticism
 Public Humiliation
 Rewarding non-performers (which can be demotivating for the
performers)
 Lack of direction
 Lack of priority
 Low self-esteem
 Office Politics
 Responsibility without authority
 Recognition
 Respect
 Interesting work assignments
 Opportunities for setting goals
 Opportunities for growth
 Challenging situation
 Maslow's hierarchy of Needs Theory
According to Maslow (1943), only unsatisfied needs can influence behavior, satisfied needs cannot.

The person advances to the next level of need only when the lower level need is at least minimally satisfied.

The five needs are:

- Physiological
- Safety
- Social
- Esteem
- Self-actualization
Maslow’s Need Pyramid
Doulas McGreors Theory X and Theory Y

Theory X

• Managers assume that workers are inherently lazy and

they tend to avoid work.
• Work needs to be closely supervised through a
comprehensive system of controls and a well-defined
hierarchical structure.
• Workers place security above all other factors as a
result they show little ambition.
Theory Y

Managers assume that workers are ambitious, self-

motivated, anxious to accept greater responsibility and
exercise self-control, autonomy and empowerment.

Employees enjoy their mental and physical work duties.

Given a chance employees can be creative and their

forward thinking capability will also be enhanced.

Other than bogged down by rules, employees enjoy the

freedom to perform to the best of their abilities.
Herzberg (1959) proposed a two-dimensional
paradigm of factors affecting people’s attitudes
about work. These two factors are motivators
and hygiene factors and this theory is also
called Motivation-Hygiene Theory.
Motivators are Intrinsic (internal to work) Factors:

- Achievement
- Advancement/Promotions
- Recognition

Presence of theses factors ensures Job Satisfaction.

Hygiene Factors are Extrinsic (external to work)
Factors:

- Company Policy
- Supervision
- Interpersonal Relations
- Working Conditions
- Salary

The absence of Hygiene Factors can be the cause of

dissatisfaction, but their presence does not ensure
satisfaction.
When the Hygiene Factors are
adequate people will not be dissatisfied;
neither they will be satisfied. To motivate
people, we need to focus on Intrinsic
Factors as they are directly linked to
work.
Alderfer (1972) classified needs into three categories:

Existence Category
• Provides our basic material existence requirements.
• They include Maslow’s physiological and safety needs.

Relatedness Category
• The desire to maintain important interpersonal
relationships.
• Social and status desires require interaction with others.
• They align with Maslow’s social needs.
Growth Category

• An intrinsic desire for personal development.

• These include the intrinsic components from
Maslow’s esteem category and the
characteristics included under self-
actualization.
 More than one need may be operative at the same
time.
 When a higher order need level is frustrated, the
individual’s desire to increase a lower-level need
takes place.
 ERG theory does not assume that there exists a rigid
hierarchy. A person can be working on growth even
though existence or relatedness needs are
unsatisfied, or all three need categories could be
operating at the same time.
 Alderfer’s ERG Theory

Growth
Category

Relatedness
Category

Existence
Category
McClelland’s (1961) theory focuses on three needs:

Need for Achievement – to strive to succeed.

Need for Power – to make others behave in a way that

they would not have behaved, otherwise.

Need for Affiliation – desire for friendly and close

interpersonal relationships.
 People with high need for achievement have a compelling drive to succeed, i.e.,
they have the desire to do something better or more efficiently than it has been done
before.

 People with high need for power strive for influence over others and prefer to be
placed into competitive and status-oriented situation.

 People with high need for affiliation strive for friendship, prefer co-operative
situations rather than competitive ones, and desire relationships that involve high
degree of mutual understanding.
Achievement – ACHn

Affiliation – AFFn

Power - PWRn
Locke and Lathan (1990) proposed the following points:

• Challenging goals produce a higher level of output than do

the generalized goals.
• More difficult the goal is higher will be the level of
performance.
• People will do well when they get feedback about how well
they are progressing toward the goal.
• Goal acts as a motivator, as it causes people to compare
their current level of performance to the level that they are
required to perform.
Employees’ performance is a function of their ability,
motivation and opportunities.

Performance = f (Ability, Motivation, Opportunity)

If either of ability or motivation is inadequate,

performance will be negatively affected.

Furthermore, when an employee performs he/she needs

opportunity for performance to prove his/her worth.