Motivation Flashcards
Motive, Motivators and Motivating
Motive: Motive (also known as need) is the inner state of a person that he is lacking
something which moves him to engage in goal-directed behavior. For example, if you are
thirsty (inner state), you will drink water (goal directed behavior)
Motivators: A motivator is anything which satisfy your need. For example, for a thirsty
person, the motivator would be availability of water
Motivating: Motivating is the process of inducing others to engage in goal-directed
behavior by presenting motivators. In organizational context, managers use a variety of
motivators (incentives) as part of motivating the employees
Motivation Process
- Need: Arousal of need is starting step of motivation process. Need is inner state of a
person that he is lacking something. For example, if a person is thirsty then he needs
water - Tension: Tension is a feeling of being worried which makes it difficult for a person to
relax. - Goal-Directed behavior: In order to overcome this tension, the person engages in goaldirected behavior through which tension is overcome. For example, if a person is thirsty
then he may drink water - Need Satisfaction: Goal-directed behavior may lead to satisfaction (goal fulfillment). For
example, drinking of water by thirsty person would lead to need satisfaction.
Sometimes goal-directed behavior may not lead to need satisfaction - Feedback: Feedback involves the analysis whether need satisfaction is proper or not.
For example, if a very thirsty person is given only one glass of water then his need
satisfaction may not be proper
Consequences of Non-Satisfaction of Need:
If a need is not satisfied even after goal-directed behavior, the person will try to modify the
behavior. He may produce following behaviors
1. Flight: One way is to leave the field. For example, employee quits the job that
becomes frustrating
2. Apathy: He will become indifferent towards the situation. For example, if a person
does not leave the frustrating job then he may not be serious anymore about the job
3. Aggression: He may become aggressive due to frustration. An employee frustrated
with the job may become aggressive towards his superior, family etc.
4. Rationalization: Rationalization involves justifying the outcome of goal-directed
behavior. For example, a person frustrated with his job might find fault in himself or
his superior who has not given them their due.
Types of Motivation
Types of Motivation
1. Positive vs. Negative: Positive such as want to become a monitor. Negative such
as want to pass to avoid being thrashed by parents
2. Basic vs. Learned: Basic as instinctive such as thirst, anger, pain etc. Learned
ones are not instinctive such as recognition and achievement.
3. Extrinsic motivation and Intrinsic Motivation: Extrinsic motivation occurs when
we are motivated to perform a behavior for external reward, but intrinsic
motivation comes from inside for personal satisfaction
Motivational Theories
- Content Theories (Traditional Theories): Content Theories look at specific needs
that motivate people. They are also called Need based theories or Humanistic
approach to motivation - Process Theories (Contemporary Theories) : Process theories attempt to explain
how the process of motivation works in an individual.
Maslow’s Motivation Theory
- Maslow designated 5 level of needs
- Needs are to be fulfilled from bottom to top. Individuals must satisfy lower level
needs before they can satisfy higher order needs. This concept of lower level needs
being satisfied first before moving higher is called satisfaction progression. - A satisfied need does not motivate a person, only a next higher order needs motivates
him - Managers must ensure that basic needs of employees are satisfied first and only
then can be motivated to achieve higher. - Geert Hofstede criticized this theory because as per him in collectivist society social
belongingness holds more importance than personal achievement. - Other Criticisms are about position of sex being in psychological needs rather than in
social belongingness because of emotional connect that sex involves 4. Some people may be deprived of lower order needs but still try for self-actualization.
Mahatma Gandhi is an example of the same
Alderfer’s Hierarchy of Motivational Needs
- Clayton P. Alderfer’s ERG theory from 1969 condenses Maslow’s five human needs
into three categories: Existence, Relatedness and Growth. - ERG theory demonstrates that more than one need may be operative at the same
time though Maslow’s theory assumes in satisfaction progression that higher level
needs can fulfilled only after lower level needs are fulfilled - According to Maslow an individual would stay at a certain need level until that need
was satisfied. ERG theory counters by noting that when a higher- order need level is
frustrated the individual’s desire to increase a lower- level need takes place. Inability
to satisfy a need for social interaction, for instance, might increase the desire for
more money or better working conditions. So, frustration can lead to a regression to
a lower need. This concept is called frustrated-regression - On a work level, Alderfer’s model implies that managers must recognize their
employees’ multiple simultaneous needs. Focusing exclusively on one need at a time
will not motivate your people. - The frustration-regression principle impacts workplace motivation. For example, if
growth opportunities are not provided to employees, they may regress to
relatedness needs, and socialize more with co-workers. If you can recognize these conditions early, steps can be taken to satisfy the frustrated needs until the
employee is able to pursue growth again. - Even though you may provide financial incentives, if your person’s other needs
aren’t being met, according to Alderfer’s ERG theory your workers will not be
motivated.
McClelland’s Theory of Needs (Achievement theory of Motivation)
- As per him there are three types of people
✓ Need for Achievement: Wish to take responsibility, like complex problems and
tasks, need regular feedback, avoid substantial risk and minimal risk situations
✓ Need of Affiliation: relationship with people, teamwork, dislike uncertainty,
collaboration over competition
✓ Need for Influence: Drive to Control, highly Disciplined, good for manual and
less skilled group tasks - High achievers should be given challenging projects and regular feedback. People
with High need for Affiliation should be given cooperative environment; People with
High need for power should be given opportunity to manage others. - McClelland’s achievement motivation theory suggests that a strong n-affil
‘affiliation-motivation’ undermines a manager’s objectivity, because of their need to
be liked, and that this affects a manager’s decision-making capability. A strong npow ‘authority-motivation’ will produce a determined work ethic and commitment to the organisation, and while n-pow people are attracted to the leadership role,
they may not possess the required flexibility and people-centred skills.
Herzberg’s Two Factor Theory
Herzberg’s Two Factor Theory is also known as the Motivation Hygiene Theory.
1. He differentiates between Not dissatisfied and being satisfied. A person who is not
dissatisfied does not necessarily means that he is satisfied
2. It states there are two different facets of motivation, the first being ‘hygiene’ factors
or job context. The second factor is ‘satisfiers’ or job content, i.e. the intrinsic
qualities of the job. Satisfiers are also known as Motivators.
3. Satisfiers/motivators provides satisfaction or motivation. Hygiene factors just
decides employee being dissatisfied or not dissatisfied. Hygiene Factors cannot
Motivate/Satisfy though they can prevent dissatisfaction
4. Motivational factors include: Achievement, Recognition, Work itself, Responsibility,
Advancement, Growth and Promotion 5. Hygiene factors include: Company policy, Administrative policies, Supervision, Salary,
Interpersonal relations, Working conditions, Job Security
6. Job Enrichment as per Herzberg should be followed for providing Motivation
7. Intrinsic factors, such as work itself, responsibility and achievement seem to be
related to job satisfaction. On the other extrinsic factors such as supervision, pay,
company policies and working condition related to dissatisfaction
8. Factors leading to Job satisfaction are separate and distinct from those that lead to
job dissatisfaction. Therefore, managers who seek to eliminate factors that can
create job dissatisfaction may bring about peace but not necessarily motivation.
They will be placating their workforce rather than motivating them. As a result,
conditions surrounding the job such as quality of supervision, pay, company policies,
physical working conditions relations with others and job security were
characterized by Herzberg as hygiene factors, when they’re adequate, people will
not be dissatisfied; neither will they be satisfied. If we want to motivate people on
their jobs, Herzberg suggested emphasizing factors associated with the work itself
or to outcomes directly derived from it, such as promotional opportunities,
opportunities for personal growth, recognition, responsibility, and achievement.
These are the characteristics that people find intrinsically rewarding.
9. Herzberg often referred to hygiene factors as “KITA” factors, which is an acronym for
“kick in the ass”, the process of providing incentives or threat of punishment to make
someone do something. There are three types of KITA’s
✓ Negative Physical KITA: Threatening the employee to do work
✓ Negative Psychological KITA: Playing emotional games to get the work done
✓ Positive KITA: Giving just promotion or status without recognition
KITA’s will never motivate the employee in the long term
10. Criticism of Herzberg’s theory
I. Herzberg drew conclusions from a limited experiment covering engineers and
accountants. Engineers, accountants, and other professionals like them may like
responsibility and challenging jobs. But the general body of workers are motivated
by pay and other benefits (Hygiene factors)
II. Herzberg put too much importance on job enrichment but did not attach much
importance to pay, status and interpersonal relationships which are also important
for satisfaction
Relationship between above Maslow’s and Herzberg’s Theory
Relationship between above Maslow’s and Herzberg’s Theory
There is great similarity between Herzberg and Maslow models. The maintenance/hygiene and
Motivator factors of Herzberg theory can be mapped to lower and higher order needs of
Maslow as shown in figure below
Maslows physiological, security and social needs come under Herzberg maintenance factors
whereas self-fulfillment needs come under Herzberg’s motivators. It must be noted that part of
esteem need comes under maintenance factors and another under motivational factors. The
esteem needs are divided because esteem can be related to status or recognition. Status tend
to be a function of position one occupies, and status may be gained through family ties or social
pressures and so this may not reflect personal achievement or earned recognition. Recognition
on the other hand is gained through competence and achievement. So, status is classified with
physiological, safety and social needs as a hygiene factor while recognition is classified with
esteem or motivator
Difference between Maslow and Herzberg Model
Difference between Maslow and Herzberg Model
1. Maslow has sequential arrangement of needs but not a rigid sequential arrangement in
Herzberg model
2. As per Maslow, any need may be a motivator if it is relatively unsatisfied but as per
Herzberg only higher order needs serve as motivator
3. Maslow theory is based on intuition (no proper research) whereas Herzberg theory is based
on research done on engineers and accountants in Pittsburgh (USA)
Relationship between above Maslow’s, Herzberg’s, Alderfer’s and McClelland’s Theory
Relationship between above Maslow’s, Herzberg’s, Alderfer’s and McClelland’s Theory
Although the Content theories are different from each other, but the overall essence
remains the same.
1. There are lower and higher-level needs
2. Higher level needs are intrinsic motivators whereas lower level needs are extrinsic
motivators most of the times but not always
3. Manager needs to motivate an individual as per his/her needs
McGregor’s Theory X and Theory Y
McGregor’s Theory X and Theory Y
1. Douglas McGregor developed the theory that there are two basic management
behavior types, Theory X managers and Theory Y managers, each of which has a very
different set of assumptions about others.
2. Theory X Assumptions:
✓ People have an inherent dislike of work and will try to avoid it at all costs
✓ People need to be coerced, controlled and threatened to work hard
✓ People aren’t ambitious and dislike responsibility, preferring to be directed
✓ Above all else, people want security
3. Theory X managers are authoritarian and controlling, using threat and punishment
to coerce people into working hard. They tend not to produce elevated levels of
performance from their teams. 4. Theory X generally proves to be most effective in terms of consistency of work like
producing biscuits of same size again and again. For example, in Assembly line
5. Theory Y Assumptions:
✓ People naturally put as much effort into their work as they do into play or rest
✓ People will exercise self-direction and self-control if they are committed to a goal
✓ People will be committed to an organization if they are satisfied in their job
✓ People relish and seek responsibility
✓ People are good at creative problem-solving
✓ People’s talents and skills are normally underused
6. Theory Y managers are democratic, consultative and empowering, helping people to
develop and encouraging them to take the initiative. These enlightened managers
tend to achieve the best results from their teams.
7. Theory Y is useful where skilled or creative work is being dine but does leave room
for error in terms of consistency and uniformity for repeated tasks such as assembly
line
8. Theory of X assumes Maslow’s lower level needs dominate in employees. Whereas
Theory of Y, assumes Maslow’s higher-level needs dominate in employees
9. Theory X’s authoritarian style of leadership is occasionally necessary, in crisis
situations but the positive and participative Theory Y style is generally accepted as
more effective for motivating people.
10. People with a strong internal focus of control (personality) believe outcomes in their
life develop primarily from their own actions and abilities; as a result they are taskoriented and spend little time building relationships among peers (Theory X). People
with strong external focus of control believe outside factors are the primary
influence on the outcomes in their life, therefore, they are relationship-oriented and
focus on building relationships among peers (Theory Y)
Theory Z by William Ouchi
Theory Z by William Ouchi
1. Theory Z focused on increasing employee loyalty to the company by providing a job
for life with a strong focus on the well-being of the employee and his family both on
and off the job. According to Ouchi, Theory Z management tends to promote:
✓ Stable employment
✓ High productivity
✓ High employee morale and satisfaction
2. Theory Z was focussed on Japanese style of Management and it became popular as it
seemed better than American Style of Management 3. The secret to Japanese success, according to Ouchi, is not technology, but a special
way of managing people.
4. Ouchi’s Theory Z makes certain assumptions about workers. Some of the
assumptions about workers under this theory include:
I. Strong bond between Company and the Employees:
II. Participation of Employees in decision making
III. Mutual Trust or High degree of confidence:
IV. Human Resource Development: Theory Z stresses the need for the workers to
become generalists, rather than specialists, and to increase their knowledge of
the company and its processes through job rotations and constant training
V. Integrated Structure: No formal structure is recommended in Theory Z. The
organization should be based on teamwork and employees must develop team
spirit
VI. Collective Responsibility: Emphasis is on group responsibility as it removes intragroup rivalry
VII. Down-up Decision-Making system called Ringi System:
VIII. Employment of Quality Circles: A quality circle is a participatory management
technique that enlists the help of employees who are your colleagues in solving
problems related to their own jobs.
IX. No Unions of workers is formed in this style
X. Equality in terms of common uniforms, canteens, parking etc. for all categories
of employees
In India Maruti Udyog which having collaboration with Suzuki motors of Japan has tried to
implement theory Z
Instinctive Theory of Motivation
- The Instinct Theory of Motivation views biological or genetic programming as the
cause of motivation. This theory says that the root of all motivations is the
motivation to survive. 2. As we act or behave with this kind of motivation, all our actions are therefore
considered as instincts. - Learning or Conditioning does not affect the motivation to behave in certain way
- A common example used to explain the Instinct Theory is that a human mother will
attempt to provide comfort to a baby who has been crying all night and will not
sleep until she sees that the baby is calm and asleep. According to Instinct theory,
human mothers behave in this way because they were biologically programmed to
do so; it is a mother’s instinct to provide comfort to her child. - The motivation in instinctive theory is intrinsic motivation as person is motivated by
internal needs such as hunger, thirst etc.
