GROUP PRESENTATION

BY-
Ari n
P ra n a v
An u ru p
V i v ek
MOTIVATION
What is motivation?
The word Motivation derives from the Latin
word “Movere”. The Latin word “Movere”
means “To move”, “To drive” or “To drive
forward” etc. Motivation can be defined as
stimulating, inspiring and inducing the
employees to perform to their best capacity.
Motivation is a psychological term which
means it cannot be forced on employees. It
comes automatically from inside the
employees as it is the willingness to do the
work.
Motivation means stimulating people to
action to accomplish desired goals .
Features of motivation
Motivation is an internal feeling: It is a psychological
concept and it cannot be forced on the employees.
It is an internal feeling, generated within an
individual, which compels him to behave in a
particular manner.
Motivation produces goal-directed behaviour:
Employees’ behaviour is influenced by motivation in
such a way that they can achieve their goals.
Motivation helps to achieve both organisational as
well as individual goals.
Motivation can be either negative or positive:
Motivation can be either positive in form of rewards,
like additional pay, incentives, promotion,
recognition, etc., or negative in the form of force, like
punishment, threat of demotion, etc.
Motivation is a complex process: Humans are
heterogeneous in their expectations, perceptions
and reactions. A particular type of motivation may
not have the same effect on all individuals as it is
difficult to predict their behaviours. Therefore,
motivation is a complex task.
Continuous process: As human needs are
unlimited, completion of one need gives rise to
another, and it goes on. Therefore, motivation is a
continuous process, and it does not end with the
satisfaction of a particular need.
Importance of motivation
Motivation helps to improve performance level: Motivation
helps in satisfying needs of the employees and providing
them satisfaction. Performance of the employees is
improved with the help of motivation as it bridges the gap
between the capacity to work and willingness to work.
Motivation helps in changing negative attitude to positive
attitude:Positive attitude towards the organisation helps to
achieve organisational goals easily. Sometimes,
employees have a negative attitude towards the
organisation or work..
Motivation helps to reduce employee turnover: Lack of
motivation is the main cause behind employee turnover.
Employees do not think of leaving the job when they are
motivated by financial and non-financial incentives.
Reduction in employee turnover saves a lot of money as
direct expenses(recruitment and selection costs) and
indirect expenses(labour dissatisfaction) are reduced.
 Motivation helps to introduce changes smoothly: An organisation can survive and
grow only when it adapts itself to the dynamic environment. Changes are generally
resisted by the employees because of fear of adverse effects on their employment. This
resistance can be overcome by proper motivation. Motivation helps to convince
employees that proposed changes will bring additional rewards to them. As a result,
they readily accept these changes.

Acceptability to change :the changing social amd industrial situations will require
changes and improvements in the working of enterprises . There will be a need to
introduce new and better methods of work from time to time .

Better organisational image : those enterprise which offer better monetory and non
monetory facilities to their employees have a better image among them .
 THEORIES OF
MOTIVATION
MASLOWS NEED HIERARCHY
• PHYSIOLOGICAL NEEDS- They are the most essential
need for survivial that include food,clothing,shelter,
exercise,ect. Once these needs are satisfied than only
a man can move to the next needs
• Saftey needs- These need provide safety from physical
and emotional harm. These include job protection old
age pension ect
• Social need- These needs refer to affection, sense of
belongingness, cordial relations with colleagues,
acceptance and friendship.
• Esteem Needs: These include factors such as self –
respect, autonomy status, recognition and attention, job
titles, etc
• Self Actualization Needs: It refers to the drive to become
what one is capable of becoming. These needs include
growth, self – fulfillment and achievement of goals
Assumptions of Maslow's Need Hierarchy
Theory
(I)People's behaviour is based on their needs. Satisfaction of
such needs influences their behaviour.
(ii) People's needs are in hierarchical order, starting from basic
needs to higher level needs.
(iii) A satisfied need no longer can motivate a person;only next
higher level need can motivate him.
(iv) A person moves to the next higher level need only when the
lower need is satisfied.

Criticism of Maslow's Theory :

(1)The need hierarchy determined by Maslow does not remain
permanent. The priority of needs may change according to
situation or may vary from time to time.
(2) It is not necessary that the needs of only one category is
strong at a time and remaining is unimportant.
(3)There is no cause and effect relation between need and
behaviour. A particular need may cause behaviour in different
ways in different persons.
Criticism of Maslow's Theory :

(1)The need hierarchy determined by Maslow does not remain

permanent. The priority of needs may change according to
situation or may vary from time to time.
(2) It is not necessary that the needs of only one category is
strong at a time and remaining is unimportant.
(3)There is no cause and effect relation between need and
behaviour. A particular need may cause behaviour in different
ways in different persons.
HERZBERG MOTIVATION-
HYGIENE THEORY
This theory has been advocated by Prof. Herzberg of Case
Western Resource University, USA Herzberg concluded that
there were two sets of conditions. First type of conditions,
described as maintenance or Hygiene Factors do not
motivate employees by their presence but their absence
dissatisfies them. The other conditions called motivating
factors operate to build strong motivation and high job
satisfaction, but their absence hardly proves dissatisfying
(A) Maintenance of Hygiene Factors
Maintenance factors are those whose presence does not
motivate the employees to work with greater enthusiasm
but their absence does discourage them.These factors are
given as follows :(i) Company's policy and
administration(ii) Technical inspectioni Mutual personal
relation with inspector (iv) Mutual relation with other team
members(v) Salary(vi) Working conditions(vii) Personal
life(viti) Security of employment(ix) Status(x) Environment
These factors relate to conditions under which the job is
performed. They produce no growth in workers but restrict
loss of growth. These factors are necessary to maintain
reasonable level of satisfaction in employees
(B) Motivational Factors
These factors directly inspire the employees to work. These
factors are :
(i) Achievement(11) Recognition(iii) Advancement(iv)
Job itself(v) Opportunities for growth(Vi)
Responsibility
Most of the motivational factors relate to job contents. The
increase in these factors will be essential for increasing
motivation of employees. It can be said that motivation
factors contribute heavily to the satisfaction of employees
and have a positive effect on their performance.Herzberg
pointed out that managers have been much concerned
with hygiene factors only. They could not expect the full co
-operation of employees by increasing salaries, etc.They
did not realise the importance of motivating factors. The
employees are motivated by the content of the job. The
satisfaction which an employee will drive from the job will
go to increase his output Management should try to reduce
dissatisfaction arising out of hygiene factors and building
up the satisfaction from motivator
Criticism of Herzberg's Theory

This theory has been criticised on the following grounds

(i) Herzberg draws conclusions from a limited experiment

covering engineers and accountants who like responsibility
and challenging jobs. But the general body of workers are
motivated by pay and other benefits.
(ii)Herzberg provided too much emphasis on job
enrichment. But it is not the only answer. Off the job
satisfaction of workers is also very pertinent.
(iii) The categorisation of dissatisfiers, and satisfiers is not
practical.
McGregor's Theory X and Theory Y
Douglas Mcgregor introduced these 2 theories
in 1960s on the basis of distinct views of human
beings.Both these theories have their own
assumptions and are extremely opposite to each
other.
THEORY X(traditional behaviour of human
beings):
•Here,employees dislike work and avoid it
whenever possible.
•Employees are lazy and hence have to be
controlled and threatened to achieve goals.
•Employees are less ambitious and seek more
formal directions as they try to avoid
responsibility.
•Most workers place job security above other
factors and have to be pushed and persuaded to
perform in the organisation.
THEORY Y(contrast of theory X):
•Averge human being views work as natural and enjoyable
like rest or play.
•Employees tend to exercise self control and self direction to
attain organizational goals.
•Given proper working conditions,average worker seeks to
accept responsibilities as well.
•Here,employees are innovative and take part actively in
creative decision making.
 Conclusion Of Theory X
and Theory Y
This theory places great emphasis on satisfaction of high
level needs of employeesThe individual and organizational
goals do not conflict each other in this approach.
Mcgregor himself holds that assumptions of theory Y are
kore valid than theory X
 Vroom's Expectancy Theory
Victor Vroom made an important contribution to the
understanding of the concept of motivation and
decision processes that people use to determine how
much effort they will expend on their jobs.This
model has three variables in the form of an
equation.All the variables must have hig positive
value to imply motivated performance choices.If any
variable is zero,the probability of motivated
performance also tends to be zero.
MOTIVATION=VALENCE*EXPECTANCY*INSTRUMENTALITY
 Evaluation of The Expectancy
Model
Vroom
’
s theory has both positives as well as negatives:
•The expectancy model is highly useful in understanding organizational behaviour.It is
a cognitive theory which values human dignity.According to Vroom, managers should
make it possible for employees to see that effort can lead to need satisfying rewards.
•However,this theory is difficult to apply in practice.This theory assumes man to be a
rational human being who takes all the decisions consciously but sometimes this is
usually not true.
Thank You