1. Motivational
theories

2. There are several theories on motivation
There are several theories on motivation .The significant among them are:-
1.Maslow theory.
2.Herzberg two factors theory.
3.X theory.
4.Y theory.
5.Carrot and stick theory.

3. MASLOWS THEORY OF HIERARCHY NEEDS:-
According to Maslow human needs form a HIRARCHY , Starting at the bottom with the physiological needs and ascending to the highest need of self- actualization . He says when one set of needs are satisfied they no longer work as motivators as a man seeks to satisfy the next higher level needs.
Need for self
actualization
HIERARCHY OF NEEDS
BASIC HUMAN NEEDS
Esteem needs
Social need
Security or safety needs
physiological needs

4. The needs of hiERARCHY:-
1.PHYSIOLOGICAL NEEDS:-
These are the basic necessities of human life food , water warmth , shelter , sleep and sexual satisfaction. Maslow says that until these needs are satisfies to the required level the man does not aim for the satisfaction of the next higher level need.
2.SECURITY/SAFETY NEEDS:-
These refer to the need to be free of physical danger or the feeling or loss of food, job or shelter when the physiological needs are satisfied man starts the thinking of the way by which he can continue to satisfy these physiological needs.
3.SOCIAL NEEDS:-
When the physiological and security needs are satisfied these social needs begin occupying the mind of a man. This is exactly when he looks for the association of other human beings and strives hard to be accepted by its group.
4.Esteem needs:-
These needs are power , prestige , status and self-confidence. Every man has a feeing of importance and he wants others to regard him highly. These needs make people aim high and make them achieve something great.
5.Self- Actualization needs:-
this is the highest need in the HIRARCHY. This refers to the desire to become what one is capable of becoming. Man tries to maximize his potential and accomplish something , when this need is activated in him.

5. CRITICAL ANALYSIS
The first question that arises is “do needs follow hierarchy?” studies and surveys conducted by expects reveal that need do follow hierarchy to some extent. But it should be remembered that it can’t be generalized in the sense that needs do not necessarily follow the same hierarchy among all people at all times.

6. HERZBERG’S TWO FACTOR THEORY
Maslow theory has been modified by herzbergs and he called it two-factor theory of motivation. According to him the first group of needs is such things as a company policy and administration. Supervision, working conditions , interpersonal relation , salary , status , job security and personal life. Herzberg called these factors as dissatisfaction and not motivation. By this he means that their presence or existence does not motivate in the sense of yielding satisfaction, but their absence would result in dissatisfaction . these are also referred to as ‘hygiene’ factors.

7. Hygiene factors Motivational factors Job content.
Company policy and administration.
Quality of supervision.
Relation with supervisor’s
Work conditions.
Status.
Achievement.
Recognition.
Advancement.
Work itself.
Responsibility.
Possibility of growth.

8. In the second group are the ‘satisfiers’ , in the sense, that they are motivators , which are related to ‘job content’. He included the factors of achievement , recognition , challenging in work advancement and growth in the job.

9. theory X assumes that the average person:
Theory x and theory y
Douglas proposed two theories by which to view employee motivation. He avoided descriptive labels and simply called the theories Theory X and Theory
Y. Both of these theories begin with the premise that management role is to assemble the factors of production , including people , for the economic benefit of the firm beyond this point, the two theories of management diverge.
THEORY X
theory X assumes that the average person:
Is self-centered and therefore does not care about organization goals.
Resists change.
Is gulible and not particularly intelligent.
Dislikes work and attempts to avoid it.
Has no ambition,wants no responsibilty, and would rather follow than lead.

10. Essentially, theory X assumes that people work only for money and security Under theory X. management approaches can range from a hard approach to a soft approach. The hard approach relise on coercion. Implicit threats, close supervision, and tight controls , essentially an environment of command and control . The soft approach is to be permissive and seek harmony with the that in return employees will c0-operatewhen asked to do so . However, neither these extremes is optimal . the hard approach result in hostility , purposely low-output , and hard-line union demands . The soft approach results in ever – increasing request for more rewards in exchange for ever-decreasing work output. The optimal management approach under theory X probably would be somewhere between these extremes. However, McGregor asserts that neither approach is appropriate because the assumptions of theory X or not correct. THE PROBLEM WITH THEORY X Drawing on maslow’s hierarchy, Mc Gregor argues that a satisfied need no longer motivates, under theory X the firm relies on money and benefits to satisfies employee’s lower needs, and once those needs are satisfied the source of motivation is lost. Theory X management styles in fact hinder the satisfy their higher level needs. Duglos makes the point that a command and control environemnt is not effective because it relies on lower needs as levels of motivation, but in modern society those needs already are satisfied.

11. THEORY Y MANAGEMENT IMPLICATIONS
The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied.. As such, it is these higher level needs through which employees can best be motivated.
Work can be as natural as play and rest
People will be self-directed to meet their work objectives if they are committed to them.
People will be committed to their objectives.
Under these conditions, people will seek responsibility.
Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employees own quest for fulfillment as the motivator. Duglose stressed that theory Y management does not imply a soft approach.
THEORY Y MANAGEMENT IMPLICATIONS
If theory Y holds, the firm can do many things to harness the motivational energy of its employees.
Decentralization and Delegation (if firm decentralize control and reduce the number of levels of mangement.)
Job enlargement ( Brodening the scope of an employee’s job adds variety and opportunities to sataisfy ego needs.
Participative management ( consulting employees in the decision making process taps their creative capacity and provides them with some cont4ol over their work environement.
Perfprmance Appraisals (Having the employee set objectives and participate in the process of evaluating how, well they were met.
If properly implemented, such an environment would result in a high level of motivation as employees work to satisfy their higher level personal needs through their jobs.