1. 1.Meaning And Definition, Importance 2. Types of motivation theory 3. Theories in motivation Theory 1: Maslow hierarchy Theory 2: vroom Theory 3: Porter and Lawler's theory Theory 4: Herzberg theory motivation 1

2. 2 introduction  MOTIVATION-MEANING  MOTIVATION AND HUMAN MANAGEMENT  IMPORTANCE OF MOTIVATION  MOTIVATIONAL THEORIES- CLASSIOFICATIOIN By Preethi-520

3. Motivation- meaning “Motivation is the result of processes, internal or external to the individual, that arouse enthusiasm and persistence to pursue certain course of action.” Motivation and human management Motivated people are those who have made a conscious decision to devote considerable effort to achieving something that they value. 3

4. What they value will differ greatly from one individual to another. There are a variety of ways to motivate people, including the fear of losing a job, financial incentives, self-fulfillment goals and goals for the organization or groups within the organization. continuation Motivation and human management 4

5. 5 Importance of Motivation MOTIVATION IS A VERY IMPORTANT FOR AN ORGANIZATION BECAUSE OF THE FOLLOWING BENEFITS IT PROVIDES: Puts human resources into action Improves level of efficiency of employees Leads to achievement of organizational goals Builds friendly relationship Leads to stability of work force MOTIVATION IS IMPORTANT TO AN INDIVIDUAL AS: Motivation will help him achieve his personal goals. If an individual is motivated, he will have job satisfaction. Motivation will help in self-development of individual. An individual would always gain by working with a dynamic team. MOTIVATION IS IMPORTANT TO A BUSINESS AS  The more motivated the employees are, the more empowered the team is.  The more is the team work and individual employee contribution, more profitable and successful is the business.  During period of amendments, there will be more adaptability and creativity.  Motivation will lead to an optimistic and challenging attitude at work place.

6. MOTIVATIONAL THEORIES Early theories Scientific managemen t Human relations model Contemporary theories Content theories Maslow’s need hierarchy theory Herzberg two factor theory Alderfer’s ERG theory Achievemen t motivation theory Process theories Goal setting theory V room’s expectacy theory Adam equity theory Porters’s performannce satisfaction models 6

7. MASLOW’S HIERARCY OF NEED 7 BY JITHA -525 Cotemporary Theory  content theories

8. ABRAHAM MALOW  April 1, 1980 – June 8, 1970  1 of 7 children  Jewish, parents uneducated  Married Bertha Goodman  Received BA(1930) MA(1931) and PHD(1934)  All from university of Wisconsin  Professor at Brooklyn College (1937-51) and Brandeis University (1951-61) considered to be the founder of Humanistic Psychology 8

9. MASLOW’S HIERARCY OF NEED 9

10. PHYSIOLOGICAL NEED : Those required to sustain life such as Air Water Food Sleep Shelter etc BASIC HUMAN NEED 10

11. Once Physiological Need are met, one’s attention turn to safety and security in order to be free from threat of physical and emotional harm such as : Living in a safe area Medical insurance Job security Financial reserve SAFETY NEED 11

12. SOCIAL NEED Once a person has met with the lower level physiological and safety needs, higher level need awaken. The first level of higher level need are social need Social need includes : Friendship Belonging to a group Giving and receiving love 12

13. ESTEEM NEED Esteem need can be classified as internal and external need  Internal Esteem Need : are those relate to self esteem such as self respect and achievement  External esteem need are social status and recognition some esteem needs are :  Status  Self respect 13

14. SELF- ACTUALIZATION Self actualization is the summit of Maslow’s hierarchy of need. It is the quest of reaching one’s full potential as a person Self Actualization people tend to have need such as : Wisdom Truth Need etc 14

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16. HERZBERG’S TWO FACTOR THEORY(1959) 16 BY SHEILA-519

17. FACTORS 17

18. 18 HYGIENE FACTOR AND MOTIVATIONAL FACTOR

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20. EXAMPLE: 20

21. 21 Criticisms of the theory The procedure that Herzberg adopted is limited by its methodology. When things are going well people claim credit for themselves. Contrarily, they blame failures on the extrinsic environment. It provide an explanation of job satisfaction, it is not a theory of motivation. No overall measure of satisfaction was utilized. There is no guarantee that satisfied workers would strive to increase productivity. The research methodology he used looked only at satisfaction, not at productivity.

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23. Vroom’s Expectancy Theory Cotemporary Theory  process theory BY SUJA-532

24. Developed in the year 1964 He is currently the professor of Organization and Management in Yale University School of management. This is one of the process theories. VICOR.H.VROOM

25. MAIN Concepts IN VROOM’S theory

26. EXPECTANCY OBJECTIVITY Increase he belief that employee's are capable of performing the job. And this gives the confidence for the employee to perform the task’s which are assigned to them. OBJECTIVITY Increase he belief that employee's are capable of performing the job. And this gives the confidence for the employee to perform the task’s which are assigned to them. Belief that a particular action will lead to a particular outcome. If the effort increases the expectancy also increases. Varies from minus1,0 and plus 1 Thus employee's will be a. Attracted towards rewards. b. Convinced that efforts will lead to rewards. c. They they have the ability to put in prescribed efforts.

27. OBJECTIVITY To increase the belief that a. good performances results in valued outcomes, b. Describes that rewards are based on performances. OBJECTIVITY To increase the belief that a. good performances results in valued outcomes, b. Describes that rewards are based on performances. INSTRUMENALITY The perception of individuals between first and second level of outcomes. Level of outcomes may be positive or negative. First level is referred as 1(plus) Second level is referred as 1 (minus) Thus instrumentality is denoted as 0.

28. VALENCE OBJECTIVITY Rewards are being individualized. To increase the expected value of outcomes resulting from desired performances. OBJECTIVITY Rewards are being individualized. To increase the expected value of outcomes resulting from desired performances. It is the strength of a person's preference for an reward or outcome. Desire for achieving a determined goal. Degree of achievement 1. Work satisfaction( ethics) 2. Promotion or bonus

29. Example

30. Lawler porter Performance - satisfaction model 30 By SWETHA-511

31. 31 1.Lyman W. Porter and Edward E. Lawler developed a more complete version of the expectancy theory. 2.The theory states actual performance in a job is primarily determined by the effort spent. 3. But it is also affected by the person’s ability to do the job and also by individual’s perception of what the required task is. 4.So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. 5.These rewards, along with the equity of individual leads to satisfaction. 6.Hence, satisfaction of the individual depends upon the fairness of the reward.

32. 32 Acc to porter Lawler model performance is dependent on three factors : An employee should have the desire to perform i.e. he must feel motivated Motivation alone cannot ensure successful performance of a task: he should have the necessary skills and abilities. The employee should also have the clear perception of his role in the organization and accurate knowledge of the job requirement.

33. 33 –> Extrinsic rewards—outcomes set and awarded by external parties(e.g., pay and promotions). –> Intrinsic rewards—outcomes that are internal to the individual(e.g., self-esteem and feelings of accomplishment). Types of rewards example

34. 34 Porter and lawler theoretical model

35. 35 The new motivational model(porter and lawler)

36. Evaluation and Implications Research studies have confirmed: – The association of both kinds of expectancies and valences with performance and outcomes. – That motivated behavior by people arises from their valuing expected rewards, believing effort will lead to performance, and that performance will lead to desired rewards. 36

37. 37 Guidelines for the Use of Expectancy Theory Expectancy Theory Practical use of the theory by managers: – Determine the primary outcome each employee wants. – Decide what levels and kinds of performance are needed to meet organizational goals. – Make sure the desired levels of performance are possible. – Link desired outcomes and desired performance. – Analyze the situation for conflicting expectations. – Make sure the rewards are large enough. – Make sure the overall system is equitable for everyone.

38. 38 conclusion

39. 39 M.S.SWETHA-511 PREETHI-520 JITHA-525 SUJA -532 SHEILA- 519