1. Motivation can be defined as estimating, inspiring and inducing the employees to perform to their best capacity. Motivation is a psychological term which means it cannot be forced on employees.

3. According To Berelson And Steiner
A motive is an inner state that energizes, activates, or moves and directs or channels behaviour goals.
According To W.G. Scott
Motivation means a process of stimulating people to actives to accomplish desired goals.

4. Types Of Motivation
Positive Motivation
Negative Motivation

6. Importance Of Motivation

7. High Performance

8. Low Employee Turnover and Absenteeism

9. Better Organizational Job

11. Importance Of Motivation

12. High Performance

13. Low Employee Turnover and Absenteeism

14. Better Organizational Job

15. Better Industrial Relation

16. Acceptability to Change

17. Maslow’s Need Hierarchy
Motivation is a psychological phenomenon and needs of employees play very important role in motivation. To understand the needs of human beings we must learn Maslow’s Need Hierarchy theory.

19. Frederick Herzberg – Motivational Theory

20. Herzberg, a clinical psychologist and pioneer of “job enrichment,” developed his motivation theory during his investigation of 200 accountants and engineers in the USA.

21. Herzberg showed that satisfaction and dissatisfaction at work almost always arose from different factors

22. According to Helzberg, Man has two sets of needs:
As a human being to grow psychologically
As an animal to avoid pain

23. Two Factor Motivational Theory
People are influenced by two factors:
Hygiene factors are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction.
Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees.

24. Parallels with Maslow’s Hierarchy of Needs Motivational Model
Hygiene Needs
People will strive to achieve “hygiene” needs because they are unhappy without them, but once satisfied, the effect soon wears off – satisfaction is temporary. (Chapman)
Parallels with Maslow’s Hierarchy of Needs Motivational Model

25. Represents a far deeper level of meaning
True Motivators
Achievement
Recognition for achievement
Work itself (interest in the task)
Responsibility
Growth and advancement
Represents a far deeper level of meaning
and fulfillment

26. MACGREGOR’S Theory X and Theory Y
Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management.

27. Theory X Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs.

28. Theory Y Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their jobs.

29. Carrot and stick approach theory

30. INTRODUCTION This approach comes from an old story that the best way to make a donkey move is to put a carrot out in front of him or jab him with a stick from behind . The carrot is the reward for moving,the stick is the punishment for not moving.

31. BASIS OF THEORY
Management uses rewards as well as punishment for enforcing a particular behaviour. The carrot, rewards, are recognised in various theories of motivation to motivate the employees and raise their performance. The stick, punishment, also pushes employees raise their performance

32. Conclusion:
Both carrot and stick should be used judiciously otherwise they will not help in achieving the desired results.

33. MOTIVATIONAL TECHNIQUES
POSITIVE AND NEGATIVE MOTIVATORS
FINANCIAL AND NON-FINANCIAL MOTIVATORS
INDIVIDUAL AND GROUP MOTIVATORS
EXTRINSIC AND INTRINSIC MOTIVATORS

34. POSITIVE MOTIVATORS
According to Flippo, “ positive motivation is a process of attempting to influence others to do their work through the possibility of gain or reward.”
Based on reward.
Incentives are offered for achieving desired goal.
Example: more pay, promotion, recognition of work.

35. NEGATIVE MOTIVATORS take something away from the employee.
Useful for short period of time.
Disastrous result in long run.
Example: frightening them, treating them cruelly, demotion, etc.

36. FINANCIAL MOTIVATORS Calculated in terms of money…
Offered to employees who have more physiological, social and security needs active in them….
According to Gellerman, “ money is actually used to retain people in the organisation and not primarily to motivate them.”

37. COMMON FINANCIAL MOTIVATORS

38. PAY AND ALLOWANCES Regular increments in salary….
Pay hikes and allowances directly linked with performance of the employee…

39. One time extra reward for sharing high performance…
Employees reach or exceed their target….
Given in form of foreign trips, during festivals times….

40. PERKS/PERQUISITES Special benefits
Related with the performance of employees
Such as medical facilities, free education for children, housing facility etc….

41. Offer share in profit to the employees….
Fixes a percentage of profit….
Encourages employees to work efficiently….

42. SUGGESTION SYSTEM Employees give their suggestions…
Reward is given if the organisation get benefits from suggestion…..
Keep the initiative level of employee high….

43. NON - FINANCIAL MOTIVATORS
Cannot be calculated in terms of money…
Offered to employees who have esteem and self actualisation needs active in them….

44. COMMON
NON-FINANCIAL
MOTIVATORS

45. EMPLOYEES RECOGNITION
Giving special regard or respect….
Subordinates must be recognised by superior…
Negative attitude or mistake should be discussed in private…
Examples: word of praise, a pat on back, letter of appreciation….

46. EMPLOYEES PARTICIPATION
Physical and mental involvement in decision making
Gives sense of affiliation and accomplishment…
Satisfies ego and self-esteem of persons….
Employees follow the decision more sincerely….

47. STATUS
Refers to social status, rank, authority, responsibility and prestige…
Satisfies egoistic needs
Create some status symbols

48. EMPLOYEE EMPOWERMENT More autonomy = Faster Growth + Higher Retention
Giving more freedom to subordinates.
Develops confidence in employees.
Use positive skills
More autonomy : more Resilience

49. JOB ENRICHMENT Job is more challenging for the workers.
Provide an opportunity for the workers.
Brings more job satisfaction and high morale.

50. JOB SECURITY Lifetime bonding between employees and organisation
Giving permanent or confirmation letter

51. INDIVIDUAL MOTIVATORS
Employee is individually motivated.
Employees comes to know about his efficiency.
Good effect on less efficient employees.
Individual motivation indicates respect.

52. GROUP MOTIVATORS Related to group rather than particular individuals.
Establish industrial peace.
No need to inspect the employees
Raises reputation of the enterprise.
Checks the feeling of mutual conflicts.

53. EXTRINSIC MOTIVATORS
Extrinsic motivation comes from outside of the individual.
Employees are motivated to perform a behaviour or engage in an activity in order to earn a reward or avoid a punishment.
Extrinsic motivation examples would be money, bonuses, nice cars, expensive houses, highgrades in school, gold stars for athletics, etc.

54. INTRINSIC MOTIVATORS
Comes from inside an individual rather than from any external or outside rewards.
An interest or enjoyment in the task itself.
Example: Playing chess because you enjoy effortful thinking.