 Continuous Process  Each Person Has Different Motivational Factors  Important Function Of Management  Stimulates People To Do Work  Only Solution To The Problem  Relates With All Levels Of Organisation  Continuous Process  Each Person Has Different Motivational Factors  Important Function Of Management  Stimulates People To Do Work  Only Solution To The Problem  Relates With All Levels Of Organisation

Importance Importance  High level of performance  Low employees turnover and absenteeism  Sweet relations between owner and employees  Good image of an organisation  Helpful in achieving goals  High level of performance  Low employees turnover and absenteeism  Sweet relations between owner and employees  Good image of an organisation  Helpful in achieving goals

1. Maslow’s need hierarchy theory

Maintenance Or Hygiene Motivators Or Satisfiers

 Those factors whose presence does not motivate employees to work with greater enthusiasm but whose absence does discourage them.  Those factors whose presence does not motivate employees to work with greater enthusiasm but whose absence does discourage them. ii. Motivators or satisfiers

 Categorization of satisfiers and dissatisfies is not practical.  This theory has made the relationship between motivation and satisfaction very simple when it is not so.  Categorization of satisfiers and dissatisfies is not practical.  This theory has made the relationship between motivation and satisfaction very simple when it is not so.

Traditional theory ‘X’Modern theory ‘Y’ Man by nature is shirker Man wants to work provided the conditions are favorable Mostly people are not ambitious and are afraid to take responsibility People are enthusiastic,responsible and full of effort People want to be directedEmployee have the quality of self direction Motivation is limited to only physical and security needs Physical and security needs are for short time Strict control,threat and punishment are used to get work Person himself performs his work laboriously

4. Ouchi’s ‘Z’ Theory

2. Establishment of informal organisational structure: Organisational structure means the establishment of relations among all the employees working in the organisation. These relations can be of 2 types : Under ‘Z’ theory, ouchi has given importance to informal relations. Example : basketball team. 2. Establishment of informal organisational structure: Organisational structure means the establishment of relations among all the employees working in the organisation. These relations can be of 2 types : Under ‘Z’ theory, ouchi has given importance to informal relations. Example : basketball team. FORMAL In formal relation it is made clear as to who is the subordinate and who is the boss. INFORMAL Natural grouping of people.

3. Establishment of trust: According to it, there should be confidence among the employees,supervisors,managers and government. Confidence is an important feature of a successful organisation. It increases coordination among employees. 4. Establishment of strong relations between organisation and employee: It gives stability to the organisation.  The following methods have been suggested to develop strong relations: to give employment for the whole life to allow promotion at a slow speed 3. Establishment of trust: According to it, there should be confidence among the employees,supervisors,managers and government. Confidence is an important feature of a successful organisation. It increases coordination among employees. 4. Establishment of strong relations between organisation and employee: It gives stability to the organisation.  The following methods have been suggested to develop strong relations: to give employment for the whole life to allow promotion at a slow speed

1. Lack of required efficiency for participation: Due to low level of efficiency of employees, they do not be able to give suggestions to managers. 2. Lack of group feeling: The difference of caste, religion, language, food and dress are most distinguishing. These differences do not allow group feeling to develop. 1. Lack of required efficiency for participation: Due to low level of efficiency of employees, they do not be able to give suggestions to managers. 2. Lack of group feeling: The difference of caste, religion, language, food and dress are most distinguishing. These differences do not allow group feeling to develop.

3. Informal organisations cannot work independently: No informal organisation can work in isolation. More particularly in big companies so long as the formal relations do not develop, no work can be completed successfully. 3. Informal organisations cannot work independently: No informal organisation can work in isolation. More particularly in big companies so long as the formal relations do not develop, no work can be completed successfully.

 Alderfer has contributed to the understanding of motivation by dividing various needs into three categories: Existing needs(E) Relatedness needs(R) Growth needs(G)  This theory is an extension of Maslow’s need hierarchy and Herzberg’s two factor theory of motivation  Alderfer has contributed to the understanding of motivation by dividing various needs into three categories: Existing needs(E) Relatedness needs(R) Growth needs(G)  This theory is an extension of Maslow’s need hierarchy and Herzberg’s two factor theory of motivation

MASLOW’S THEORYTHE ERG THEORY A need once met lost its power to motivate an individual. When higher needs are frustrated, lower needs will return even though they were already satisfied. People move steadily up the hierarchy of needs. People move up and down the hierarchy of needs from time to time.

 This theory is based on the belief that motivation is determined by the nature of the reward people expect to get as a result of their job performance.  For ex: one individual places high value to promotion and perceives superior performance as instrumental in achieving that goal. This individual will be motivated towards superior performance in order to achieve the performance  This theory is based on the belief that motivation is determined by the nature of the reward people expect to get as a result of their job performance.  For ex: one individual places high value to promotion and perceives superior performance as instrumental in achieving that goal. This individual will be motivated towards superior performance in order to achieve the performance

13-28 Expectancy, Instrumentality, and Valence Figure 13.2

 This theory recognizes that people are concerned not only with the total rewards they receive for their efforts but also with the relationship of these rewards to what others receive.  For example: if an employee thinks that he is getting more rewards for his work in comparison with some other employee giving the same performance, he will come to develop a sense of dissatisfaction and he will get motivated to perform better by doing more work than is usual for him.  This theory recognizes that people are concerned not only with the total rewards they receive for their efforts but also with the relationship of these rewards to what others receive.  For example: if an employee thinks that he is getting more rewards for his work in comparison with some other employee giving the same performance, he will come to develop a sense of dissatisfaction and he will get motivated to perform better by doing more work than is usual for him.

1.Inputs : input is what an individual puts in doing a job. Example : an individual puts in his efforts, his experience, his training for doing a particular job. 2.Outcomes : it means the reward for one’s inputs. Example : an employee gets reward in the form of remuneration,promotion,praise,etc.

3. Comparison : an individual compares his inputs and outcomes with the inputs and outcomes of others as well as with his own previous experience. Comparison can be made in following ways: other-inside : An employee can compare himself with other employees in the organization doing the same work. other-outside : He can compare himself with the people doing the same work outside the organization. self-inside : he can compare with his old experiences in his own organization. example: he can compare his experience in the same organization if he has worked in some other department or branch or position.

13-33 Equity Theory Table 13.3 Condition Person ReferentExample EquityEquity Outcomes = Outcomes Inputs Inputs Outcomes = Outcomes Inputs Inputs Worker gets rewards according to his inputs his inputs and these rewards happen to be equal to the rewards of the other people Worker gets rewards according to his inputs his inputs and these rewards happen to be equal to the rewards of the other people Underpayment Equity Underpayment Equity Outcomes < Outcomes Inputs Outcomes < Outcomes Inputs Worker gets less reward as compared to other employees Worker gets less reward as compared to other employees OverpaymentEquityOverpaymentEquity Outcomes > Outcomes Inputs Inputs Outcomes > Outcomes Inputs Inputs Worker gets more rewards in in comparison to others Worker gets more rewards in in comparison to others

McClelland’s Model  Three types of needs : 1.Need for achievement : The desire to do something better or more efficiently, to solve problems, or to master complex tasks.  features of people with high need for achievement: Like to take responsibility for solving problems. Tend to set moderately difficult goals

2. Need for affiliation : people dominated by such need are interested in jobs that provide opportunities for social interaction.  features of people with this need: Maintaining pleasant social relationship Enjoy friendly interaction with others Ready to help others 3. Need for power : The desire to control others, to influence their behavior, or to be responsible for others.  Features of people with this need: Seeking position of leadership Forceful and outspoken Enjoying teaching and public speaking