MOTIVATING SITUATION

MOTIVE GOAL DIRECTED

ACTIVITY

BEHAVIOUR

GOAL GOALACTIVITY
 COPING BEHAVIOUR
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 TOWARD PERSON
OTHERS
EXTERNAL (DISPLACEMENT)
WITHDRAWAL
(FLIGHT) INANIMATE
EXTERNALISED
OBJECT

FRUSTRATION AGGRESSION
TOWARDS SOURCE

INTERNAL INTERNALISED
WITHDRAWAL
(APATHY)
 DOUGLAS MC GREGORY'S THEORY
THEORY X THEORY

• WORK IS INHERENTLY • WORK IS AS NATURAL AS PLAY. IF

DISTASTEFUL TO MOST PEOPLE. THE CONDITIONS ARE FAVOURABLE.
• SELF – CONTROL IS OFTEN
• MOST PEOPLE ARE NOT INDISPENSABLE IN ACHIEVING
AMBITIOUS, HAVE LITTLE DESIRE ORGANIZATIONAL GOALS.
FOR RESPONSIBILITY, & PREFER • THE CAPACITY FOR CREATIVITY IN
TO BE DIRECTED. SOLVING ORGANIZATIONAL
• MOST PEOPLE HAVE LITTLE PROBLEMS IS WIDELY DISTRIBUTED
CAPACITY FOR CREATIVITY IN IN THE POPULATION.
SOLVING ORGANIZATIONAL • MOTIVATION OCCURS AT THE
PROBLEMS. SOCIAL, ESTEEM AND SELF –
• MOTIVATION OCCURS ONLY AT ACTUALIZATION LEVELS, AS WELL
AS PHYSIOLOGICAL AND SECURITY
THE PHYSIOLOGICAL & SAFETY LEVELS.
LEVELS.
• PEOPLE CAN BE SELF – DIRECTED
• MOST PEOPLE MUST BE CLOSELY AND CREATIVE AT WORK IF
CONTROLLED & OFTEN COERCED PROPERLY MOTIVATED.
TO ACHIEVE ORGANIZATIONAL
OBJECTIVES.
 HIERARCHY OF INDL NEEDS

SELF ACTUALI-
SATION
ESTEEM (RELEASE OF
SELF IMAGE POTENTIAL/SELF
SOCIAL (a) SELF RES- FULFILMENT)
(EMOTIONALLY PECT/CONFI-
SUPPORTIVE DENCE
SECURITY RELATIONSHIPS(b) REPUTATION/
(ECONOMIC &
RECOGNITION
SOCIAL)
PHYSIOLOGICAL
(BASIC NEEDS
OF SURVIVA)
 COMMON TRAITS OF SELF ACTUALIZING PEOPLE

• THEY PERCEIVE REALITY MORE ACCURATELY AND FULLY.

• THEY SHOW A GREATER ACCEPTANCE OF THEMSELVES.
• THEY ARE SPONTANEOUS, SIMPLE AND UNAFFECTED.
• THEY SEEM TO BE CONCERNED WITH EXTERNAL PROBLEMS
RATHER THAN WITH THEMSELVES.
• THEY HAVE A CERTAIN QUALITY OF DETACHMENT AND A NEED
FOR PRIVACY.
• THEY TEND TO BE RELATIVELY INDEPENDENT OF PHYSICAL AND
SOCIAL ENVIRONMENTS AND CAN WITHSTAND ADVERSE
CONDITIONS. FRUSTRATIONS, AND DEPRIVATIONS BETTER
THAN MOST PEOPLE.
• THEY SHOW A CONTINUED FRESHNESS OF APPRECIATION.
 COMMON TRAITS OF SELF ACTUALIZING PEOPLE

• THEY MIGHT OCCASIONALLY HAVE A MYSTICAL,

TRANSCENDENTAL EXPERIENCE.
• THEY TEND TO IDENTIFY WITH ALL KINDS OF MANKIND RATHER
THAN A PARTICULAR NATIONAL, ETHNIC OR RELIGIOUS GROUP.
• THEY HAVE DEEP AND MUTUALLY SATISFACTORY,
INTERPERSONAL RELATION SHIP WITH A FEW PEOPLE.
• THEY ACCEPT DEMOCRATIC VALUES.
• THEY HAVE STRONG ETHICAL SENSE.
 MOTIVATION & HYGIENE FACTORS

HYGIENE FACTORS MOTIVATORS

ENVIRONMENT
• POLICIES & ADMINISTRATION
SUPERVISION.
• WORKING CONDITIONS INTER
PERSONAL RELATIONS.
• MONEY, STATUS, SECURITY.
THE JOB ITSELF
• ACHIEVEMENT RECOGNITION FOR
ACCOMPLISHMENT.
• CHALLENGING WORK INCREASED
RESPONSIBILITY GROWTH AND
DEVELOPMENT.
 MC CLELLAND’S THEORY
MOTIVES
1. INTERNALISED DISPOSITIONS TO STRIVE FOR GOALS
2. SOCIAL MOTIVES – LEARNT FROM EARLIER
EXPERIENCE
3. ASSOCIATED NETWORK OF EXPERIENCES – CAN BE
MANIPULATED
DOMINANT NEED BEHAVIOUR PATTERN
N-AFFILIATION N-POWER N-ACH
FRIENDLY OPINIONATED COMPETITIVE
CONTROL/ STRETCHES
SENSITIVE TO INFLUENCE FOR RESULTS
FEELINGS/RELATIONS OVER OTHERS NEEDS
SOCIALLY ACTIVE HARD-HEADED TANGIBLE
SKILFUL AUTOCRAT FEEDBACK
 N POWER
IT IS A DESIRE TO INFLUENCE AND CONTROL OTHERS TO GAIN A
POSITION OF STATUS AND AUTHORITY – FREE IN GIVING
SUGGESTIONS. HAS OPINION ABOUT ALMOST ALL MATTERS
POSITIVE POINTS
LEADS ALL THE WAY
FORCEFUL
WHEN USED FOR BENEFIT OF ORG – VERY USEFUL
- DEVELOPS SUBORDINATES
- BALANCED BEHAVIOUR
NEGATIVE POINTS

1. PROVOCATIVE / ARGUMENTATIVE
2. HARD HEADED / AUTOCRATIC.
3. DESIRE TO IMPRESS / INFLUENCE – MAKES THEM UNWANTED IN
COMPANY
4. USUALLY TALKATIVE BORES
 N-AFFILIATION
IT IS A DESIRE TO BE WITH OTHERS TO FORM WARM,
FRIENDLY,COMPANIONATE RELATION SHIP WITH
OTHERS.
POSITIVE POINTS
1. IS HELPFUL
2. SPENDS MOST OF HIS TIME PARTICIPATING IN
MEETINGS,
PARTIES,FRIENDLY GATHERINGS.
3. CARES A LOT ABOUT TEAM HARMONY.
4. HAS ADEQUATE AMOUNT OF INTERPERSONAL
COMPETENCE.
NEGATIVE POINTS
HAS LOW TASK ORIENTATION RAILS IN TARGET
ACHIEVEMENT
MAKES FAR TOO MANY EXCEPTIONS IN HANDLING OF
PERSONAL CASES.
IS NOT LIKELY TO PROVE A SUCCESSFUL COMMANDER
 N-ACHIEVEMENT
• IT IS A DESIRE TO COMPETE WITH OTHERS AND ACHIEVE
HIGHER AND HIGHER GOALS. IT IS ALSO THE NEED TO
EXCEL ONE’S OWN INTERNALIZED AND PREVIOUSLY
ACHIEVED STANDARDS.
POSITIVE POINTS.
1. TAKES CALCULATED RISKS.
2. TAKES PERSONAL RESPONSIBILITY.
3. WORKS WITH FORESIGHT AND CARE.
4. MAKES SHORT TERM PLANS.
5. WANTS CONCRETE FEEDBACK.
6. BELIEVES IN THE PRINCIPLE OF STRETCHING.
7. SUCCEEDS AS AN ENTREPRENEURER/LEADER.
NEGATIVE POINTS
1. IS A LONGER – IS NOT A TEAM MAN.
2. GIVES VAGUE FEEDBACK.
3. FAILS TO DEVELOP HIS SUBORDINATES.
‘NEED’ EXTENSION

1. HIGH REGARD FOR ELICITING COOP OF OTHERS IN ACH

OF COMMON GOAL.
2. HELPING, COLLABORATING, EMPATHISING.
3. WILLINGNESS TO SACRIFICE FOR COMMON GOOD AND
WELFARE OF THE GP.
4. IS THE BASIS OF PATRIOTISM.
‘NEED’ – DEPENDENCY

1. UNQUESTIONED OBEDIENCE – FEAR OF CONSEQUENCES.

2. DEEP CONCERN FOR MAINT OF HIERARCHY AND STATUS
DIFFERENTIAL.
3. EXPRESSION OF HELPLESSNESS OVER SITUATIONS AND
ATTRIBUTING CIRCUMSTANCES TO SUPERIOR AUTHY.
4. REWARD – DOLE FROM SUPERIORS PUNISHMENT –
PREROGATIVE OF SUPERIORS.
‘NEED’ RIGOUR

 DESIRE TO DISCIPLINE ONE SELF DISCIPLINE.

 INVOLVES ‘HIGH INHIBITION’ WORKING HARD. DENYING
COMFORT AND PLEASURE TO-DAY TO ENJOY IT MANY TIMES
MORE TOMORROW.
 AN IMPORTANT FACTOR IN THE LIVES OF YOUNG
INDIVIDUALS.
 NATIONS WHICH HAVE HIGH NEED RIGOUR DEVELOP FAST.
 IN THE SERVICES WE OFTEN USE TERMS LIKE INTENSIVE TRG
– RIGOROUS TRAINING. THAT EMPHASIZES THE ROLE OF
NEED RIGOUR IN OUR CONTEXT.
 V ROOM’S MOTIVATIONAL MODEL

EXPECTANCY EXPECTANCY VALUE

THAT PERFOR- THAT REWARD OF
MOTIVA-
MANCE IS POSSIBLE
X WILL RESULT
X REWARD = TION
-------------- ----------- -------
(E P) VALENCE
(p O)
MOTIVATION – SOCIAL ACTION MODEL (WYNN)

MOTIVATION AT WORK IS CONCERNED WITH THE

INDIVIDUALS EXPENDITURE OF ENERGY AND EFFORT, AND HIS
SENSE OF COMMITMENT.

PERSONAL
BACK GROUND
FACTORS BASIS OF
VIEW OF BEHAVIOUR
ATTACHMENT
WORK AT WORK
TO WORK
CURRENT
SITUATIONAL MOTIVATION MOTIVATION
FACTORS OF WORK AT WORK

1. MORAL ----------- HIGH.

2. CALCULATIVE ---------- VARIABLE.
3. ALIENATIVE ---------- LOW.
 ADAMS EQUITY THEORY
+ VE INEQUITY - VE INEQUITY EQUITY

YOUR OTHERS YOUR OUT OTHERS OUT YOUR OUT OTHERS

OUTCOME OUTCOMES COME COMES COME OUTCOMES

YOUR INPUT OTHERS YOUR OTHERS INPUTS YOUR INPUTOTHERS

INPUTS INPUT INPUTS

1. INDLS MAKE CONTRIBUTIONS = INPUTS.

2. INDLS EXPECT OUT COME = REWARDS (PAY RECOGNITION, PRESTIGE)
3. COMPARISONS ARE MADE AND MOTIVATION WILL DEPEND ON THE
‘EQUITY’. IN EQUITY WILL CREATE COGNITIVE DISSONANCE (IE-VE
INEQUITY)
4. IT IS BASED ON PERSONS’ PERCEPTION.
RELATIONSHIP BETWEEN EFFORT,
SATISFACTION OF REWARD

REWARDS

PERFORM-
ANCE
EFFORT
OR SATISFA-
INTENTION CTION