EMPLOYEE

PIMT MANDI
16-11-2009 GOBIND GARH PUNJAB
ASSINGMENT- ON

MOTIVATION IN AN
ORGANIZATION
SUBMITTED TO---MS. VANDANA SHARMA

SUBMITTED BY
SUHAIL AKHTER
MBA-I(B)
 MOTIVATION
Motivation is the activation or energization
of goal-oriented behaviour. Motivation may
be intrinsic or extrinsic. The term is
generally used for humans but,
theoretically, it can also be used to describe
the causes for animal behaviour as well.
This article refers to human motivation.
According to various theories, motivation
may be rooted in the basic need to minimize
physical pain and maximize pleasure, or it
may include specific needs such as eating
and resting, or a desired object, hobby, goal,
state of being, ideal, or it may be attributed
to less-apparent reasons such as altruism,
morality, or avoiding mortality.

MOTIVATIONAL CONCEPT
Intrinsic motivation comes from rewards
inherent to a task or activity itself - the
enjoyment of a puzzle or the love of playing.
This form of motivation has been studied by
social and educational psychologists since
the early 1970s. Research has found that it
is usually associated with high educational
achievement and enjoyment by students.
Intrinsic motivation has been explained by
Fritz Heider's attribution theory, Bandura's
work on self-efficacy, and Ryan and Deci's
cognitive evaluation theory. Students are
likely to be intrinsically motivated if they:
Extrinsic motivation comes from outside
of the performer. Money is the most obvious
example, but coercion and threat of
punishment are also common extrinsic
motivations.
In sports, the crowd may cheer on the
performer, which may motivate him or her
to do well. Trophies are also extrinsic
incentives. Competition is in general
extrinsic because it encourages the
performer to win and beat others, not to
enjoy the intrinsic rewards of the activity.
Social psychological research has indicated
that extrinsic rewards can lead to over
justification and a subsequent reduction in
intrinsic motivation. In one study
demonstrating this effect, children who
expected to be (and were) rewarded with a
ribbon and a gold star for drawing pictures
spent less time playing with the drawing
materials in subsequent observations than
children who were assigned to an
unexpected reward condition and to children
who received no extrinsic reward.

COCA-COLA

INTRODUCTION

Coca-Cola is the most popular and biggest-

selling soft drink in history, as well as the
best-known product in the world. Created in
Atlanta, Georgia, by Dr. John S. Pemberton,
Coca-Cola was first offered as a fountain
beverage by mixing Coca-Cola syrup with
carbonated water. Coca-Cola was introduced
in 1886, patented in 1887, registered as a
trademark in 1893 and by 1895 it was being
sold in every state and territory in the
United States. In 1899, The Coca-Cola
Company began franchised bottling
operations in the United States. Coca-Cola
might owe its origins to the United States,
but its popularity has made it truly
universal. Today, we can find coca-cola in
virtually every part of the world. The Coca-
Cola Company markets more than 2600
beverage products and operates in more
than 200 countries. This includes sparkling
and still beverages, such as water, juices
and juice drinks, teas, coffees sports drinks
and energy drinks. Four of the top five
sparkling beverage brands are: Coca-cola,
diet coke, Sprite and Fanta.
Available in the following flavors: Cola, Cola
Green Tea, Cola Lemon, Cola Lemon Lime,
Cola Lime, Cola Orange and Cola Raspberry.

AWARDS:

AWARDS:

GOlden Peacock National Quality Award

2003

Vijayawada, March 13, 2004: Hindustan

Coca-Cola Beverages Private Limited
(HCCBPL) announced that its Atmakuru unit
in Guntur District, Andhra Pradesh has been
awarded the prestigious "Golden Peacock
National Quality Award 2003" for excellent
quality standards, high productivity and
Community relationships.
Golden Peacock National Quality Award
2004
Coca-Cola India Division President, Mr.
Sanjiv Gupta(seen top, extreme right in the
photograph) receiving the Golden Peacock
National Quality Award 2004 along with the
Coca-Cola team at the 15th World congress
on Total Quality in Mumbai on January 14,
2005.

Government Acknowledges Coca-Cola’s

Concern for The Disabled

Chennai 16th August 2004: Hindustan Coca-

Cola Beverages Pvt. Ltd. has been honoured
as the ‘BEST PRIVATE COMPANY’ in the
State by the Government of Tamil Nadu for
its contribution to the communities in
providing employment opportunities to
physically challenged people.
Patna Unit wins CSR Award 2004-05!

Patna Unit has been awarded 'Corporate

Social Responsibility Award' for the year
2004 05 by the J.M. Institute of Speech and
Hearing, Patna. The award was given to the
Patna Unit for the continued support
provided towards upliftment of physically
challenged children.
World Environment Foundation Awards -
2005 Golden Peacock
Environment Management Award to
Kaladera unit
The World Environment Foundation (WEF)
awarded the prestigious Golden Peacock
Environment Management Award 2005
(GPEMA) to the Coca-Cola bottling plant at
Kaladera, near Jaipur, in recognition of its
world-class environment practices.

The Golden Peacock Environment

Management Award

The GPEMA is designed to encourage and

recognize effective implementation of
environmental management system and
this achievement has been made possible
by the plants adherence to Coca-Colas total
quality program called The Coca-Cola
Quality system (TCCQS). TCCQS is all
encompassing management system (Total
Quality) covering environment management
and other business aspects such as safety
and loss Prevention (SLP), product quality,
packaging quality, process capability
improvement and customer satisfaction.
Coca-Cola honoured with 'Best Management
Award' by the Government of Andhra
Pradesh

Hindustan Coca-Cola Beverages Pvt. Ltd.

has been honoured with the 'BEST
MANGEMENT AWARD' in the State by the
Government of Andhra Pradesh for its
people's management practices following a
review by the State Labour Department. Mr.
Y.S. Rajasekhara Reddy, Honourable Chief
Minister of Andhra Pradesh will present the
award to the company at a simple function
in Hyderabad on the occasion of Labour
Day, May 1, 2005.
Best Organisation Award to Coca-Cola India -
giving equal opportunity to differently-abled
people.

The State Government of Uttar Pradesh,

under the aegis of Directorate,Handicapped
Welfare conferred Hindustan Coca-Cola
Beverages Pvt. Ltd.,Varanasi with the Best
Organisation Award for allowing differently-
abled people to prosper & carve a niche for
themselves in the professional world.

All India Division COBO’s are now ISO 14001

certified

All 25 of the India Division’s Company-

owned bottling plants have gained the
international standard ISO 14001
Environment Management System
certificate.
The ISO 14001 certificate is the
internationally recognized standard of
Environmental Management.
COMPANY PROFILE:
COCA-COLA IN INDIA

Brings back fizz to India:

Coca-Cola, the corporation nourishing the

global community with the world’s largest
selling soft drink concentrates since 1886,
returned to India in 1993 after a 16 year
hiatus, giving a new thumb up to the Indian
soft drink market. In the same year, the
Company took over ownership of the
nation’s top soft-drink brand and bottling
network. It’s no wonder coca-cola brands
have assumed an iconic status in the minds
of the world’s consumers.

A healthy growth to Indian economy:

Ever since, Coca-Cola India has made
significant investments to build and
continually consolidate its business in the
country, including new production facilities,
waste water treatment plants, distribution
systems, and marketing channels.
Coca-Cola India is among the country’s top
international investors, having invested
more than US$ 1 billion in India in the first
decade, and further pledged another
US$100 million in 2003 for its operations.

A pure commitment to the Indian

economy:

The Company has shaken up the Indian

carbonated drinks market greatly, giving
consumers the pleasure of world-class
drinks to fill up their hydration, refreshment,
and nutrition needs. It has also been
instrumental in giving an exponential
growth to the country’s job listings.

Creating enormous job opportunities:

With virtually all the goods and services

required to produce and market Coca-Cola
being made in India, the business system of
the Company directly employs
approximately 6,000 people, and indirectly
creates employment for more than 125,000
people in related industries through its vast
procurement, supply, and distribution
system. The Indian operations comprises of
50 bottling operations, 25 owned by the
Company, with another 25 being owned by
franchisees. That apart, networks of 21
contract packers manufacture a range of
products for the Company.
HERITAGE:

This magic runs throughout our rich

heritage, which continues to fascinate and
delight people all over the world. Every
year, over a million people travel thousands
of miles to visit The World of Coca-Cola
Atlanta. They walk through rooms filled with
memorabilia to see and hear of how our
Company grew from a wonderful idea, into a
great global business.

CORPORATE GOVERNANCE

INDIA ADVISORY BOARD (IAB):

Coca-Cola India has set up India Advisory
Board to guide the company on various
issues including future strategies, corporate
citizenship, and corporate governance.
Naresh Chandra is the chairman of the
broad.

HEALTH AND WELLNESS ADVISORY COUNCIL

(HWAC):
Coca-Cola Company believes that Industry
has a role to play in helping the Indian
consumers lead healthier lives. Coca-Cola is
committed to develop and launch a portfolio
of health & wellness products that enable
the Indian consumer to lead healthier lives.
The Health & Wellness Advisory Council
(H&WAC) shares this belief and will guide
and assist Coca-Cola in India to: Identify &
highlight the evolving nutritional needs of
Indian Consumers Suggest viable health &
wellness solutions for beverage applications
as desired by the consumers Support
consumer education programs that promote
healthy & active life style.

CODE OF BUSINESS CONDUCT:

To reaffirm our commitment to ethical

behaviour as an organization and as
individuals, company issued a revised Code
of Business Conduct in 2002 to every
employee worldwide. This code continues to
serve as a guide to our actions, advancing
and protecting our core values of Honesty,
Integrity, Diversity, Quality, Respect,
Responsibility and Accountability.
It presents the information in clear, easy-to
understand terms, adding procedural
guidelines that establish steps for
investigating and addressing possible
violations of the code. It also extends its
scope to the conduct of company directors,
as well as employees and officers. These
changes and additions make The Coca-Cola
Company Code of Business Conduct a
powerful resource for protecting our
Company's reputation for integrity.

ENVIRONMENT POLICY:

Coca-Cola India is in the business of

beverages that refresh people. They will
carry out our operations in ways that
Protect, Preserve and Enhance the
Environment we work in. their activities are
guided by Coca-Cola eKO system, which
provides a framework to transform this
principle in actions.

Towards this objective, it shall

endeavor to:
 Establish, maintain and operate
facilities to comply with all applicable
Environmental Safety and Health laws,
Statutes and Consents.
 Formulating sound environmental
objectives and targets and integrate a
continuous process review in all
essential elements of corporate
management.

 Conservation of natural resources

 specifically in water, energy and Fuel
by continually improving its usage and
reducing wastage.

 Working as catalyst to enhance

collection of post consumer PET bottles
through awareness programs and
synergizing relevant agencies for
getting better pricing to the consumer.
 Seek Co-operation with Public, Private
and Governmental Organizations in
identifying solutions to relevant
environmental issues.
 Advertising initiatives are to be
critically evaluated while advertising in
Eco-sensitive areas. Do not put
advertisement on Historical
Monuments, Religious, Political
Buildings & Structures and other
specially protected and sensitive
 areas.

 Using cooling equipment with

environmentally friendly technologies.

 Managing fleet operations in a manner

to minimize environmental impacts by
ensuring good maintenance, improving
& tracking fuel efficiency and
effectively managing wastes.
 Ensuring Procurement policies that
consider the environmental impact of
packaging materials and all direct and
indirect process aids used within the
operation.

 Ensuring all operations implement eKO

Management System and
requirements under ISO 14001 before
December 2004.

This policy has been communicated to all

associates of Coca-Cola India to ensure
compliance and shall be made available to
public and interested parties on demand.

SUPPLIER GUIDING PRINCIPLES

Workplace practices:

They expect from their suppliers to follow

applicable laws, and similar standards and
principles in the countries in which they
operate.

An introduction to Workplace Practices:

The Coca-Cola Company, they support fair
employment practices in our relationships
with their employees consistent with a
commitment to human rights in our
workplace, and we seek to provide a safe
environment in which to work. They abide
by all applicable labour laws in countries we
do business including local laws addressing
working hours, compensation, employees’
rights to choose whether to be represented
by third parties and to bargain collectively,
working conditions and other such
workplace practices.
They seek to create a workplace where
individuals are treated with dignity, fairness
and respect. They recognize value, respect
and celebrate the cultural differences and
diversity of background and thought of our
employees.
Communication:
They expect suppliers to communicate
these "Guiding Principles for Suppliers to
The Coca-Cola Company" to their
employees. These principles should be
provided in the local language and posted in
an accessible place. They also expect
suppliers to develop and implement
appropriate business mechanisms to
monitor compliance with these Guiding
Principles

Work Environment:
They expect our suppliers to judge their
employees and contractors based upon their
ability to do their jobs and not upon their
physical and/or personal characteristics or
beliefs, affirming the principle of no unlawful
discrimination based on race, color, gender,
religion, national origin or sexual
orientation.

Health & Safety:

They expect our suppliers to provide a safe
workplace with policies and practices in
place to minimize the risk of accidents,
injury, and exposure to health risks.

Child & Forced Labour; Abuse Of Labour:

They neither expect our suppliers to employ
anyone under the legal working age nor to
condone physical or other unlawful abuse or
harassment, or the use of forced or other
compulsory labour in any of their
operations.

Wages & Benefits:

They expect our suppliers to compensate
their employees fairly and competitively
relative to their industry in full compliance
with applicable local and national wage and
hour laws, and to offer opportunities for
employees to develop their skills and
capabilities.

Collective Bargaining:
In the event their employees have lawfully
chosen to be represented by third parties,
we expect our suppliers to bargain in good
faith and not to retaliate against employees
for their lawful participation in labour
organization activities.

Environmental practices:

At a minimum, company expect their

suppliers to meet applicable environmental
laws, rules and regulations in their
operations in the countries in which they do
business
Communication:
We expect suppliers to communicate these
"Guiding Principles for Suppliers to The
Coca-Cola Company" to their employees.
These principles should be provided in the
local language and posted in an accessible
place. We also expect suppliers to develop
and implement appropriate business
mechanisms to monitor compliance with
these Guiding Principles.

Compliance With Laws:

At a minimum, suppliers to The Coca-Cola
Company and suppliers authorized by The
Coca-Cola Company will be required to meet
the following standards with respect to their
operations as a whole:
Laws and Regulations :

 Supplier will comply with all

applicable laws, rules, regulations
and requirements in the manufacture
and distribution of our products and
supplies and in providing services to
the company.
 Child Labour Supplier will not use
child labour as defined by local law.
 Forced Labour Supplier will not use
forced or compulsory labour.
 Abuse of Labour Supplier will not
physically abuse labour.
 Collective Bargaining Supplier will
respect employees' rights to choose
whether to be represented by third
 parties and to bargain collectively in
accordance with local law.

 Wages and Benefits Wages and

benefits will comply with local law.
 Working Hours & Overtime Working
hours and overtime will comply with
local law.
 Health and Safety Working conditions
will comply with local regulations.
 Environment Supplier will comply
with all applicable environmental
laws

1. HUMAN RIGHT POLICY AND WORK

PLKACE RIGHT POLICY:
Human right policy:
The reputation of The Coca-Cola Company is
built on trust and respect. Their employees
and those who do business with us around
the world know they are committed to
earning their trust with a set of values that
represent the highest standards of quality,
integrity, excellence, compliance with the
law and respect for the unique customs and
cultures in the communities where they
operate.
Their Company has always endeavoured to
conduct business responsibly and ethically.
They respect international human rights
principles aimed at promoting and
protecting human rights, including the
United Nations Declaration of Human Rights
and the International Labour Organization's
Declaration on Fundamental Principles and
Rights at Work, and we actively participate
in the United Nations Global Compact.
Workplace right policy:
The Coca-Cola Company's Workplace Rights
Policy is guided by international human
rights standards, including the Universal
Declaration of Human Rights, the
International Labour Organization's
Declaration on Fundamental Principles and
Rights at Work and the United Nations
Global Compact.

Policy includes the following

components:
• Freedom of Association and Collective
Bargaining:
The Company respects their employees’
right to join, form or not to join a labour
union without fear of reprisal, intimidation or
harassment. Where employees are
represented by a legally recognized union,
they are committed to establishing a
constructive dialogue with their freely
chosen representatives. The Company is
committed to bargaining in good faith with
such representatives.

• Forced Labor:
The Company prohibits the use of all forms
of forced labour, including prison labour,
indentured labour, bonded labour, military
labour or slave labour.

• Child Labor:
The Company adheres to minimum age
provisions of applicable laws and
regulations. The Company prohibits the
hiring of individuals that are under 18 years
of age for positions in which hazardous work
is required. The Company’s prohibition of
child labour is consistent with International
Labour Organization standards.

• Discrimination:
The Company values all employees and the
contributions they make and has a long-
standing commitment to equal opportunity
and intolerance of discrimination. Company
are dedicated to maintaining workplaces
that are free from discrimination or physical
or verbal harassment on the basis of race,
sex, colour, national or social origin, religion,
age, disability, sexual orientation, political
opinion or any other status protected by
applicable law.

• Work Hours and Wages:

The Company compensates employees
competitively relative to the industry and
local labour market. We operate in full
compliance with applicable wage, work
hours, overtime and benefits laws. We offer
employees opportunities to develop their
skills and capabilities and provide
advancement opportunities where possible.

• Safe and Healthy Workplace:

The Company provides a safe and healthy
workplace. The company is dedicated to
maintaining a productive workplace by
minimizing the risk of accidents, injury and
exposure to health risks.

• Workplace Security:
The Company is committed to maintaining a
workplace that is free from violence,
harassment, intimidation and other unsafe
or disruptive conditions due to internal and
external threats. Security safeguards for
employees are provided as needed and will
be maintained with respect for employee
privacy and dignity.
 • Community and Stakeholder
Engagement:
The Company recognizes its impact on the
communities in which it operates. The
company is committed to engaging with
stakeholders in those communities to
ensure that we are listening to, learning
from and taking into account their views as
they conduct their business. Where
appropriate, company are committed to
engaging in dialogue with stakeholders on
workplace rights issues related to our
business and within our sphere of influence.
Company believes that local issues are most
appropriately addressed at the local level.
The company is also committed to creating
economic opportunity and fostering goodwill
in the communities in which we operate
through locally relevant initiatives.
 • Guidance and Reporting for
Employees:
The Coca-Cola Company creates workplaces
in which open and honest communications
among all employees are valued and
respected. Coca-Cola is committed to
following all applicable labour and
employment laws wherever we operate.

QUALITY COMMITMENT POLICY:

Quality Assurances of A Billion:

The Coca-Cola Company exists to benefit
and refresh everyone it touches.
For Coca-Cola Company, Quality is more
than just something we taste or see or
measure. It shows in our every action. The
company persistently strives to exceed the
world's ever-changing expectations because
keeping our Quality promise in the
marketplace for their highest business
objective and their enduring obligation.

Meeting International Certifications of

Assurance:
The Coca-Cola quality system Assurance
layer meets the intent of international
standards ISO 9001:2000, ISO 14001 and
OHSAS 18001. SGS and Lloyds of London,
internationally recognized registrars,
benchmarked The Coca-Cola Quality System
against ISO 9001:2000(Quality) and ISO
14001 (Environmental).

Systems That Have Controlled Quality over a

Century:
The testing and inspection requirements,
which have been part of the Company’s day-
to-day operations for more than 100 years
are strictly adhered to. The operations
Division of Coca-Cola India is governing and
supporting each of its bottling units so as to
enable them produce world-class products.
The entire system of The Coca-Cola
Company is applicable throughout the
bottling operations and is supported with
the same technical and quality tools,
systems, procedures and standards. The
company guarantee that each operation
must achieve the exactly the same end
results.

TOOL AND TECHNIQUES OF

MOTIVATION:

Many theories have been founded to explain

Motivation; however they have had their
own critical acclamations. Let us simplify the
tools and techniques to understand the
motivational factor. Let us name them as
Positive and Negative Tools and techniques.

Positivetools
· Praise- one of the oldest methods used
even today to motivate individuals.
Effectively used in training and helping
individual in learning new concepts.
· Salary / wages/ increments- all these are
fringe benefits used to motivate the
employee, but this being only a temporary
phase.
· Recognition- this is a very positive tool,
wherein the higher ups motivate the
employees by recognizing their work
potential, the employee feels highly
motivated when his work gets recognized,
rather than just giving him a big pay packet.
· New roles- when an employee is given
higher roles, they themselves act as
motivators rather than working for years on
the same routine job.
· Social atmosphere and working conditions-
also play a crucial role in motivating the
employee in his work. When the employee is
surrounded by equally motivated lot, he/she
is bounded to be motivated and vise versa.
· Needs-All of us have needs which are
varied and ranked by us differently, hence it
is important for the boss to have a clear cut
measuring method to know the varied
interests of their workforce.
NegativeTools:

· Punishment-When an employee is
punished for doing the wrong style of
working, the punishment itself can make
wonders in motivating the employee to do a
good job.
· Reinforcement-Whatever the work style, or
project the employee undertakes, it is
important that the employee knows whether
it is wrong or right. or what the amendments
he has to do, the knowledge of result is a
must, otherwise, the concept of motivation
doesn’t arise.
· Critical evaluation- this helps the employee
to improve his Motivational theories
The incentive theory of motivation:
A reward, tangible or intangible, is
presented after the occurrence of an action
(i.e. behaviour) with the intent to cause the
behaviour to occur again. This is done by
associating positive meaning to the
behavior. Studies show that if the person
receives the reward immediately, the effect
would be greater, and decreases as duration
lengthens. Repetitive action-reward
combination can cause the action to
become habit. Motivation comes from two
sources: oneself, and other people. These
two sources are called intrinsic motivation
and extrinsic motivation, respectively.
Applying proper motivational techniques can
be much harder than it seems. Steven Kerr
notes that when creating a reward system,
it can be easy to reward A, while hoping for
B, and in the process, reap harmful effects
that can jeopardize your goals.
A reinforcer is different from reward, in that
reinforcement is intended to create a
measured increase in the rate of a desirable
behaviour following the addition of
something to the environment.
Drive-reduction theories:
There are a number of drive theories. The
Drive Reduction Theory grows out of the
concept that we have certain biological
drives, such as hunger. As time passes the
strength of the drive increases if it is not
satisfied (in this case by eating). Upon
satisfying a drive the drive's strength is
reduced. The theory is based on diverse
ideas from the theories of Freud to the ideas
of feedback control systems, such as a
thermostat.
Drive theory has some intuitive or folk
validity. For instance when preparing food,
the drive model appears to be compatible
with sensations of rising hunger as the food
is prepared, and, after the food has been
consumed, a decrease in subjective hunger.
There are several problems, however, that
leave the validity of drive reduction open for
debate. The first problem is that it does not
explain how secondary rein forcers reduce
drive. For example, money satisfies no
biological or psychological needs, but a pay
check appears to reduce drive through
second-order conditioning. Secondly, a
drive, such as hunger, is viewed as having a
"desire" to eat, making the drive a
homunculus being - a feature criticized as
simply moving the fundamental problem
behind this "small man" and his desires.
In addition, it is clear that drive reduction
theory cannot be a complete theory of
behavior, or a hungry human could not
prepare a meal without eating the food
before they finished cooking it. The ability of
drive theory to cope with all kinds of
behavior, from not satisfying a drive (by
adding on other traits such as restraint), or
adding additional drives for "tasty" food,
which combine with drives for "food" in
order to explain cooking render it hard to
test.
Cognitive dissonance theory:
Suggested by Leon Festinger, this occurs
when an individual experiences some
degree of discomfort resulting from an
incompatibility between two cognitions. For
example, a consumer may seek to reassure
himself regarding a purchase, feeling, in
retrospect, that another decision may have
been preferable.
Another example of cognitive dissonance is
when a belief and a behavior are in conflict.
A person may wish to be healthy, believes
smoking is bad for one's health, and yet
continues to smoke.
Need theories
Need hierarchy theory
Abraham Maslow's theory is one of the most
widely discussed theories of motivation.
The theory can be summarized as follows:
• Human beings have wants and desires
which influence their behavior. Only
unsatisfied needs influence behavior,
satisfied needs do not.
• Since needs are many, they are
arranged in order of importance, from
the basic to the complex.
 • The person advances to the next level of
needs only after the lower level need is
at least minimally satisfied.
• The further the progress up the
hierarchy, the more individuality,
humanness and psychological health a
person will show.
The needs, listed from basic (lowest-earliest)
to most complex (highest-latest) are as
follows:
• Physiology

• Safety

• Belongingness

• Self-esteem

• Self actualization

Herzberg’s two-factor theory:

Frederick Herzberg's two-factor theory, aka
intrinsic/extrinsic motivation, concludes that
certain factors in the workplace result in job
satisfaction, but if absent, lead to
dissatisfaction.
The factors that motivate people can
change over their lifetime, but "respect for
me as a person" is one of the top motivating
factors at any stage of life.
He distinguished between:
 • Motivators; (e.g. challenging work,
recognition, responsibility) which give
positive satisfaction, and
• Hygiene factors; (e.g. status, job
security, salary and fringe benefits) that
do not motivate if present, but, if absent,
result in demotivation.
The name Hygiene factors is used because,
like hygiene, the presence will not make you
healthier, but absence can cause health
deterioration.
The theory is sometimes called the
"Motivator-Hygiene Theory."
Herzberg's theory has found application in
such occupational fields as information
systems and in studies of user satisfaction).
Alderfer’s ERG theory
Clayton Alderfer, expanding on Maslow's
hierarchy of needs, created the ERG theory
(existence, relatedness and growth).
Physiological and safety, the lower order
needs, are placed in the existence category,
while love and self esteem needs are placed
in the relatedness category. The growth
category contains our self-actualization and
self-esteem needs.
Self-determination theory:
Self-determination theory, developed by
Edward Deci and Richard Ryan, focuses on
the importance of intrinsic motivation in
driving human behavior. Like Maslow's
hierarchical theory and others that built on
it, SDT posits a natural tendency toward
growth and development. Unlike these other
theories, however, SDT does not include any
sort of "autopilot" for achievement, but
instead requires active encouragement from
the environment. The primary factors that
encourage motivation and development are
autonomy, competence feedback, and
relatedness.