TOPIC-Theories of Motivationaditi.du.ac.in/uploads/econtent/business_management,_Generic_VIth_Se… · TOPIC-Theories of Motivation Class- GENERIC (Sem-VIth) Mentor name- Ritu kankra

TOPIC-Theories of Motivation Class- GENERIC (Sem-VIth)Mentor name- Ritu kankra

Department-commerceClass Timing- 9:45-11:45

The idea that a manager’s attitude has an impact onemployee motivation was originally proposedby Douglas McGregor, a management professor at theMassachusetts Institute of Technology during the1950s and 1960s.

In his 1960 book, , McGregor proposed two theories bywhich managers The Human Side of Enterpriseperceive and address employee motivation. Hereferred to these opposing motivational methods asTheory X and Theory Y management.

Most people are not ambitious, have little desire forresponsibility, and prefer to be directed.Most people have little aptitude for creativity in solvingorganizational problems.Motivation occurs only at the physiological and securitylevels of Maslow’s hierarchy of needs.Most people are self-centered. As a result, they must beclosely controlled and often coerced to achieveorganizational objectives.Most people resist change.Most people are gullible and unintelligent.

Essentially, Theory X assumes that the primarysource of employee motivation is monetary,with security as a strong second. UnderTheory X, one can take a hard or softapproach to getting results.

Theory Y

Theory Y managers have an optimistic, positive opinionof their people, and they use a decentralized,participative management style. This encourages amore collaborative , trust-based relationship betweenmanagers and their team members.

Happy to work on their own initiative.

More involved in decision making.

Self-motivated to complete their tasks.

Enjoy taking ownership of their work.

Seek and accept responsibility, and need littledirection.

View work as fulfilling and challenging.

Solve problems creatively and imaginatively.

Maslow's hierarchy of needs is a motivational theory inpsychology comprising a five-tier model of humanneeds, often depicted as hierarchical levels within apyramid.

Needs lower down in the hierarchy must be satisfiedbefore individuals can attend to needs higher up. Fromthe bottom of the hierarchy upwards, the needs are:physiological, safety, love and belonging, esteem, andself-actualization.

The basic physiological needs are probably fairlyapparent—these include the things that are vital to oursurvival. Some examples of physiological needs include:◦ Food◦ Water◦ Breathing◦ Homeostasis

In addition to the basic requirements of nutrition, air andtemperature regulation, the physiological needs alsoinclude such things as shelter and clothing. Maslow alsoincluded sexual reproduction in this level of the hierarchyof needs since it is essential to the survival and propagationof the species.

As we move up to the second level of Maslow’shierarchy of needs, the requirements start to become abit more complex. At this level, the needs for securityand safety become primary. People want control andorder in their lives, so this need for safety and securitycontributes largely to behaviors at this level. Some ofthe basic security and safety needs include:◦ Financial security

◦ Heath and wellness

◦ Safety against accidents and injury

Finding a job, obtaining health insurance andhealth care, contributing money to a savingsaccount, and moving into a saferneighborhood are all examples of actionsmotivated by the security and safety needs.

Together, the safety and physiological levelsof the hierarchy make up what is oftenreferred to as the basic needs.

The social needs in Maslow’s hierarchy include such things aslove, acceptance, and belonging. At this level, the need foremotional relationships drives human behavior. Some of thethings that satisfy this need include:

Friendships

Romantic attachments

Family

Social groups

Community groups

Churches and religious organizations

In order to avoid problems such as loneliness, depression, andanxiety, it is important for people to feel loved and acceptedby other people. Personal relationships with friends, family,and lovers play an important role, as does involvement inother groups that might include religious groups, sportsteams, book clubs, and other group activities.

At the fourth level in Maslow’s hierarchy is the need forappreciation and respect. When the needs at the bottomthree levels have been satisfied, the esteem needs begin toplay a more prominent role in motivating behavior.

At this point, it becomes increasingly important to gain therespect and appreciation of others. People have a need toaccomplish things and then have their efforts recognized.

Esteem needs are ego needs or status needs. Peopledevelop a concern with getting recognition, status,importance, and respect from others.Most humans have a need to feel respected; this includes

the need to have self-esteem and self-respect.Esteem presents the typical human desire to be acceptedand valued by others. People often engage in a professionor hobby to gain recognition. These activities give theperson a sense of contribution or value.Low self-esteem or an inferiority complex may result fromimbalances during this level in the hierarchy. People withlow self-esteem often need respect from others; they mayfeel the need to seek fame or glory. However, fame orglory will not help the person to build their self-esteemuntil they accept who they are internally. Psychologicalimbalances such as depression can distract the personfrom obtaining a higher level of self-esteem.

At the very peak of Maslow’s hierarchy are the self-actualizationneeds. "What a man can be, he must be," Maslow explained,referring to the need people have to achieve their full potential ashuman beings.

According to Maslow’s definition of self-actualization:◦ "It may be loosely described as the full use and exploitation of

talents, capabilities, potentialities, etc. Such people seem to befulfilling themselves and to be doing the best that they arecapable of doing... They are people who have developed or aredeveloping to the full stature of which they capable."

Self-actualizing people are self-aware, concerned with personalgrowth, less concerned with the opinions of others, and interestedin fulfilling their potential.

The two factors identified by Herzberg are motivators and hygiene factors.

Motivating Factors

◦ The presence of motivators causes employees to workharder. They are found within the actual job itself.

Hygiene Factors

◦ The absence of hygiene factors will cause employees towork less hard. Hygiene factors are not present in the actualjob itself but surround the job.

Achievement: A job must give an employee a sense ofachievement. This will provide a proud feeling ofhaving done something difficult but worthwhile.

Recognition: A job must provide an employee withpraise and recognition of their successes. Thisrecognition should come from both their superiors andtheir peers.

The work itself: The job itself must be interesting,varied, and provide enough of a challenge to keepemployees motivated.

Responsibility: Employees should “own” their work.They should hold themselves responsible for thiscompletion and not feel as though they are beingmicromanaged.

Advancement: Promotion opportunities should existfor the employee.

Growth: The job should give employees theopportunity to learn new skills. This can happen eitheron the job or through more formal training.

Company policies: These should be fair and clearto every employee. They must also be equivalentto those of competitors.

Supervision: Supervision must be fair andappropriate. The employee should be given asmuch autonomy as is reasonable.

Relationships: There should be no tolerance forbullying or cliques. A healthy, amiable, andappropriate relationship should exist betweenpeers, superiors, and subordinates.

Work conditions: Equipment and the workingenvironment should be safe, fit for purpose, andhygienic.

Salary: The pay structure should be fair andreasonable. It should also be competitive with otherorganizations in the same industry.

Status: The organization should maintain the status ofall employees within the organization. Performingmeaningful work can provide a sense of status.

Security: It is important that employees feel that theirjob is secure and they are not under the constantthreat of being laid-off.

Some common criticisms of Herzberg’s Motivation Theoryinclude:◦ The theory only applies to white collar workers.◦ It doesn’t take an individuals situation or perception into

consideration. We have attempted to address this above by applyingthe theory at an individual level.

◦ The theory focuses on improving employee satisfaction. Thatdoesn’t necessarily translate into increased productivity.

◦ There is no objective way to measure employee satisfaction withinthe theory.

◦ Two Factor Theory is subject to bias. For example, when anemployee is satisfied they will give themselves credit for thatsatisfaction. Conversely, when they are dissatisfied they will blameexternal factors.

Thank you