Understanding Motivation Theories: Key Concepts and Implications

 
Presented by:
Aakansha Dahiya
Assistant Professor
Kanya Mahavidyalaya, Kharkhoda
 
‘Motivation’ is the process of inspiring people in
order to intensify their desire and willingness
for executing their duties effectively and for co-
operating to achieve the common objectives of
an enterprise.
In other words, it means to induce, instigate,
incite or prompt someone to a particular course
of action for getting the results expected from
him.
 
Maslow's hierarchy of needs
Herzberg's motivator-hygiene theory
McGregors’ X and Y theory
Ouchis’ Z theory
 
We each have a hierarchy of needs that ranges
from "lower" to "higher." As lower needs are
fulfilled there is a tendency for other, higher
needs to emerge.”
Maslow’s theory maintains that a person does
not feel a higher need until the needs of the
current level have been satisfied.
 
Physiological Motivation: 
Provide ample
breaks for lunch , pay salaries that allow
workers to buy life's essentials.
Safety Needs: 
Provide a working
environment which is safe, relative job
security, and freedom from threats.
Social Needs: 
Generate a feeling of
acceptance, belonging by reinforcing team
dynamics.
 
Esteem Motivators: 
Recognize
achievements, assign important projects,
and provide status to make employees feel
valued and appreciated.
 
Self-Actualization: 
Offer challenging and
meaningful work assignments which enable
innovation, creativity, and progress
according to long-term goals.
 
Maslow’s hierarchy makes sense but little
evidence supports its strict hierarchy. Research
has challenged the order imposed by Maslow’s
pyramid. As an example, in some cultures,
social needs are regarded higher than any
others.
Little evidence suggests that people satisfy
exclusively one motivating need at a time.
 
    Frederick Herzberg performed studies to
determine which factors in an employee's
work environment caused satisfaction or
dissatisfaction. He published his findings in
the 1959 book The Motivation to Work.
 
According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.
 Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility.
 If a job cannot be designed to use an employee's full
abilities, then the firm should consider automating
the task or replacing the employee with one who has
a lower level of skill. If a person cannot be fully
utilized, then there will be a motivation problem
 
Critics consider Herzberg's two factor theory to
be simplistic - what motivates me may be a
dissatisfier for someone else.
Its for individuals, not as a homogeneous group
with one set of wants and needs.
Some factors may be within your control, some
may not.
 
   William Ouchi developed Theory Z after making
a comparative study of Japanese and American
management practices. Theory Z is an
integrated model of motivation. Theory Z
suggests that large complex organisations are
human systems and their effectiveness
depends on the quality of humanism used. A
type Z organisation has three major features—
trust, subtlety and intimacy.
 
1. Mutual Trust
2. Strong Bond between Organisation and
Employees
3. Employee Involvement
4. Integrated Organisation
5. Coordination
 
It merely provides job security and may fail to
develop loyalty among employees.
Participation of employees in the decision-
making process is very difficult.
Theory Z suggests organisation without any
structure.
The theory may not be applicable in different
cultures.
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Motivation is crucial for inspiring individuals to achieve common goals within an organization. This presentation delves into the definition, meaning, and various theories of motivation such as Maslow's hierarchy of needs, Herzberg's motivator-hygiene theory, McGregor's X and Y theory, and Ouchi's Z theory. It explores how fulfilling different needs, such as physiological, safety, social, esteem, and self-actualization, can drive motivation and enhance productivity. The presentation also discusses the limitations and criticisms associated with motivational theories.


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  1. UNIT-2 TOPIC- MOTIVATION (B.COM. (2NDSEM.) Presented by: Presented by: Aakansha Dahiya Assistant Professor Kanya Mahavidyalaya, Kharkhoda

  2. DEFINITION AND MEANING OF DEFINITION AND MEANING OF MOTIVATION MOTIVATION Motivation is the process of inspiring people in order to intensify their desire and willingness for executing their duties effectively and for co- operating to achieve the common objectives of an enterprise. In other words, it means to induce, instigate, incite or prompt someone to a particular course of action for getting the results expected from him.

  3. THEORIES OF MOTIVATION THEORIES OF MOTIVATION Maslow's hierarchy of needs Herzberg's motivator-hygiene theory McGregors X and Y theory Ouchis Z theory

  4. MASLOW S THEORY OF MOTIVATION MASLOW S THEORY OF MOTIVATION We each have a hierarchy of needs that ranges from "lower" to "higher." As lower needs are fulfilled there is a tendency for other, higher needs to emerge. Maslow s theory maintains that a person does not feel a higher need until the needs of the current level have been satisfied.

  5. Physiological Physiological breaks for lunch , pay salaries that allow workers to buy life's essentials. Safety Safety Needs Needs: : Provide environment which is safe, relative job security, and freedom from threats. Social Social Needs Needs: : Generate acceptance, belonging by reinforcing team dynamics. Motivation Motivation: : Provide ample a working a feeling of

  6. Esteem Esteem achievements, assign important projects, and provide status to make employees feel valued and appreciated. Motivators Motivators: : Recognize Self Self- -Actualization Actualization: : meaningful work assignments which enable innovation, creativity, according to long-term goals. Offer challenging and and progress

  7. LIMITATIONS AND CRITICISM LIMITATIONS AND CRITICISM Maslow s hierarchy makes sense but little evidence supports its strict hierarchy. Research has challenged the order imposed by Maslow s pyramid. As an example, in some cultures, social needs are regarded higher than any others. Little evidence suggests that people satisfy exclusively one motivating need at a time.

  8. HERZBERG'S MOTIVATION HERZBERG'S MOTIVATION- -HYGIENE THEORY HYGIENE THEORY Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation to Work.

  9. APPLYING IN BUSINESS APPLYING IN BUSINESS MANAGEMENT MANAGEMENT According to Herzberg: The job should have sufficient challenge to utilize the full ability of the employee. Employees who demonstrate increasing levels of ability should be given responsibility. If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem increasing levels of

  10. LIMITATION AND CRITICISM LIMITATION AND CRITICISM Critics consider Herzberg's two factor theory to be simplistic - what motivates me may be a dissatisfier for someone else. Its for individuals, not as a homogeneous group with one set of wants and needs. Some factors may be within your control, some may not.

  11. OUCHIS OUCHIS Z THEORY Z THEORY William Ouchi developed Theory Z after making a comparative study of Japanese and American management practices. integrated model of motivation. Theory Z suggests that large complex organisations are human systems and depends on the quality of humanism used. A type Z organisation has three major features trust, subtlety and intimacy. Theory Z is an their effectiveness

  12. THE DISTINGUISHING FEATURES OF THEORY Z THE DISTINGUISHING FEATURES OF THEORY Z ARE AS FOLLOWS: ARE AS FOLLOWS: 1. Mutual Trust 2. Strong Bond between Organisation and Employees 3. Employee Involvement 4. Integrated Organisation 5. Coordination

  13. THEORY Z SUFFERS FROM THE FOLLOWING THEORY Z SUFFERS FROM THE FOLLOWING LIMITATIONS: LIMITATIONS: It merely provides job security and may fail to develop loyalty among employees. Participation of employees in the decision- making process is very difficult. Theory Z suggests organisation without any structure. The theory may not be applicable in different cultures.

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