motivation theories: Motivational theory.ppt

motivational theory

1. MOTIVATIONAL THEORIES

2. INTRODUCTION
“Motivation”isaLatinworld,meaning
“tomove”Human motivesare
internalizedgoalswithinindividuals.
Motivationencompassesallthose
pressuresandinfluencesthattrigger,
channelandsustainhumanbehavior.
Peoplearecomplexandtheyare
uniquelydifferent.

3. “The Act of stimulating some one or oneself to get
a desired course of action”.
(Michael.J. Juices 2005).
“Motivation is the work a manger performs to
inspire, encourage and impel people to take
required action”.
(Lewis Allen, 2005)
DEFINITION

4. According to Dubin:-
Motivationisthecomplexofforces
startingandkeepingapersonatworkin
anorganization.Toputitgenerally,
motivationstartsandmaintainsanactivity
alongaprescribedline.Motivationis
somethingthatmovesthepersontoaction.

5. •Motivation is an internal feeling
•Motivation is related to needs
•Motivation produces goal –directed
behavior
•Motivation can be either positive or negative
NATURE AND CHARACTERISTICS OF
MOTIVATION

6. •In the directing process. By motivating the
workers.
•Improving upon Workersskills and knowledge
•The willingness to work can be created only by
motivation
•Motivation contributes to good industrial relation
•Best remedy for resistance to changes
•Facilities the maximum utilization of all factors
•Promotes a sense of belonging among the
workers
IMPORTANCE AND BENEFITS OF
MOTIVATION

7. Positive or Incentive Motivation.
Based on record A positive motivation involves the
possibility of increased motive satisfaction.
Negative or fear Motivation
Based on force and fear causes persons to act in a
certain way because they fear the consequences.
TYPES OF MOTIVATION

8. •MC Gregory’s Theory X and theory X
•Maslow’s need –hierarchy theory of
motivation
•Herzberg’s theory of motivation
•Victor vroom’s expectancy theory
•Mc celland’s Need for Achievement theory
THEORIES OF MOTIVATION

9. Theory “x” is Negative–Assumption about human behavior
Theory which makes the following assumptions:-
•Management is responsible it is organizing the elements.
•With reference to people it is a process of directing their
efforts, motivating them, controlling their actions,
•People must be persuaded, rewarded, punished and properly
directed
•The average human being has an internet dislike of work and
will avoid it if he can
•He is by nature resistant to change
MC Gregory’s Theory X and theory X

10. Theory Y: -The assumption of theory Y, According to Mc
gregor are as follows:-
•Work is as natural as play or rest,
•Man can exercise self control and self direction
•Commitment to objectives is a result of the rewards.
•The average human being, under proper conditions
does not shirk responsibility
•Under modern industrial life the intellectual
potentially of people are only partially utilized.

11. AccordingtoAbrahamMaslow,aU.SPsychologist,manisa
wantinganimal.Hehasvarietyofwantsorneeds.Allmotivated
behaviorofmanisdirectedtowardsthesatisfactionofhis
needs.
•The features of his theory are as fallows:-
•People have a wide range of needs which motivate them to
strive for fulfillment.
•Human needs can be definitely categorized into five types:-
–Physical needs
–Safety or security needs
–Affiliation or social needs.
–Esteem needs and
–Self actualization needs
Maslow’s Need –Hierarchy theory of
motivation

12. Physiological
Security
Social Association
with others
Esteem self
Respect

13. Deficit and progression principles:-
In order to comprehend the full meaning of Maslow’s
theory it is necessary to understand the deficit and
progression principles.
•Deficit principle:-
According to Maslow’ once a need is fairly well
satisfied it is no longer a stronger motivator of behavior.
People are motivated to satisfy only those needs that are
perceived to be deficient.
•Progression principle:-
Maslow contends that the five categories of needs exist
in a hierarchy. A need at a given level is not activated until
the need directly it is fairly well gratified.

14. •Herzberg developed a theory of motivation on the
premise that human nature has two separate
elements
–The maintenance factors or hygiene factors
–The motivators
Herzberg’s Theory of motivation

15. •The maintenance factors or hygiene factors
Hygienefactorsrepresenttheneedtoavoidpain
intheenvironment.Theyarenotanintrinsicpart
ofajob,buttheyarerelatingtothecondition
underwhichajobisperformed.Theyare
associatedwithnegativefeelings.
•Hertzberg believed that hygiene factors, when
absent, increase dissatisfaction with the job,
when present, help in preventing dissatisfaction
but do not increase satisfaction or motivation.

16. The motivators
Motivators are associated with positive feelings
of employees about the job. They make people
satisfied with their job
Motivators are necessary to keep job satisfaction
and job performance high. when motivators are
absent, prevent both satisfaction and motivation.

17. Victor vroom’s expectancy theory
Expectancy theory was developed by victor H
vroom It is based on the notion that human
behavior depends on people’s expectations
concerning their ability to perform tasks and to
receive desired rewards
Three variables which vroom refers to as
•Valance
•Expectancy
•Instrumentality

18. Mc celland’s Need for Achievement
theory
•David. C. MC. Clelland, a Harvard
psychologist, has proposed that there are three
major relevant motives most needs in work place
situations according to times. The motives are:-
•The need for achievement ie. Strives to succeed
•The need for affiliation ie. Worm relationship
with others.
•The need for polar ie, controls other peoples

19. METHODS OF MOTIVATING PEOPLE
There are three types of motivation programmers
to improve a person’s behavior towards his job.
These are:-
•Pay incentive plans
•Job enrichment
•Management by objectives

20. Factors Determining Response to motivation
There are four important factors governing employee
response to the measures of motivation.
•The intensity-or urge of the Drive
•Past experience–can be rely upon the promises given by
the boss
•Amount of ward--the quantity and quality of the reward can
influence the amount of extra effort put forth by the
employee
•Time relationship of response to reward--long range
promises are less effective than immediate fulfillment

21. •SUMMARY
•CONCLUSIO
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