B.

Com HNS IV Sem Human Resource at Work

UNIT 3
CONTENT:
Basic Motivation Concepts: Maslow‘s Theory of Human Needs, Herzberg‘s Two Factor
Hygiene Theory, Mc Gregor‘s Theory X & Y, Willian Ouchi‘s Theory Z, Employee-
Centered Supervision Theory, Motivational Process, Types & Tools

MOTIVATION
Motivation in simple terms can be understand as the set of forces which causes people to
behave in certain desired way. Motivation is an ―urge‖ that drives us towards the road
leading to our goal. Every organization needs competent people for accomplishing its goals
and objectives. But only competence or skill of the people alone is not enough for fulfilling
this purpose. There has to be a willingness or desire or internal drive in the people to achieve
the objectives and motivation means process of creating zeal, confidence and to stimulate
people to work in the desire direction which leads to the achievements of organization as
well as individuals goals and objectives.
DEFINITION OF MOTIVATION
The term motivation has been derived from Latin word ―MOVERE‖ which means to move.
Thus the word motivation stands for movement. ―Motivation is the process that account for
an individual is intensity, direction and persistence of efforts towards attaining a goal.‖
[ROBBINS]
―Motivation is the willingness to exert high level of effort towards organizational goal,
conditional by the effort and ability to satisfy some individual needs.‖
NATURE OF MOTIVATION
1. Motivation is an inner feeling which energizes a person to work more.
2. The emotions or desires of a person prompt him for doing a particular work.
3. There are unsatisfied needs of a person which disturb his equilibrium.
4. A person moves to fulfil his unsatisfied needs by conditioning his energies.

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5. There are dormant energies in a person which are activated by channelizing them into
actions.
TYPES OF MOTIVATION
Intrinsic Motivation
Intrinsic motivation means that the individual's motivational stimuli are coming from within.
The individual has the desire to perform a specific task, because its results are in accordance
with his belief system or fulfills a desire and therefore importance is attached to it.
Our deep-rooted desires have the highest motivational power. Below are some examples:
 Acceptance: We all need to feel that we, as well as our decisions, are accepted by our
co-workers.
 Curiosity: We all have the desire to be in the know.
 Honor: We all need to respect the rules and to be ethical.
 Independence: We all need to feel we are unique.
 Order: We all need to be organized.
 Power: We all have the desire to be able to have influence.
 Social contact: We all need to have some social interactions.
 Social Status: We all have the desire to feel important.
Extrinsic Motivation
Extrinsic motivation means that the individual's motivational stimuli are coming from
outside. In other words, our desires to perform a task are controlled by an outside source.
Note that even though the stimuli are coming from outside, the result of performing the task
will still be rewarding for the individual performing the task.
Extrinsic motivation is external in nature. The most well-known and the most debated
motivation is money. Below are some other examples:
 Employee of the month award
 Benefit package
 Bonuses
 Organized activities

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TECHNIQUES OF MOTIVATION
1. Financial incentives: First techniques of motivation are financial incentives as money is
indicator of success. Therefore it fulfills psychological safety and status need as people
satisfy their needs by money. Wages, salary motivates employees to perform better.
2. Job enlargement: Under this technique, task assigned to do job are increased by adding
similar task. So the scope of job enlargement is high for the motivation of subordinates. It is
also known as horizontally leading of job.
3. Job enrichment: Under this technique jobs are made challenging and meaningful by
increasing responsibility and growth opportunities. In such technique of motivation, planning
and control responsibility are added to the job usually with less supervision and more self
evaluation. It is also called vertical leading.
4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation
doesn‘t mean hanging of their job but only the employees are rotated. By this it helps to
develop the competency in several job which helps in development of employees.
5. Participation: Participation refers to involvement of employee in planning and decision
making .it helps the employees feel that they are an asset of the organization which helps in
developing ideas to solve the problems.
6. Delegation of authority: Delegation of authority is concerned with the granting of
authority to the subordinates who helps in developing a feeling of dedication to work in an
organization because it provides the employees high morale to perform any task.
7. Quality of work life: It is the relationship between employees‘ and the total working
environment of organization. It integrates employee needs and well being with improves
productivity, higher job satisfaction and great employee involvement. It ensures higher level
of satisfaction.
8. Management by objectives: It is used as a motivation and technique for self control of
performance. By this technique superior and subordinates set goals and each individual
subordinates responsibilities clearly defined which help to explore the sill and use in the
organization effectively.

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9. Behavior modification: The last technique of motivation is behavior modification. It

develops positive motivation to the workers to do the work in desired behavior in order to
modify behavior.
IMPORTANCE OF MOTIVATION
1. Increase employees‘ productivity.
2. Greater satisfaction
3. Enhances job involvement
4. Reduce stress
5. Good human Relations
6. Reduces turnover and absenteeism
7. Reduces employee‘s grievances.
8. Efficient utilization of physical and human resources.
THEORIES OF MOTIVATION
MASLOW’S NEED HIERARCHY THEORY
This theory has been developed by Prof. A.H. Maslow. According to which human beings
have wants and desires which influence their behaviour. Only unsatisfied needs influence
behaviour, satisfied needs cannot. The needs are arranged in order of importance from basic
to the complex. Person advances, to the next level of needs only after the lower level need is
satisfied. Basic five needs which are describes in this theory are:
1. Physiological needs: these are the basic needs related to the survival and maintenance of
human life. These are food, clothing, air, water, shelter and other biological needs which are
Primary in nature.
2. Safety needs: These needs include safety and protection from physical and emotional
harm. It includes job security, personal bodily security, security of source of income,
provision of old age, insurance against risk etc.
3. Social needs: It includes affection belongingness, acceptance and friendship. It focuses on
conversation, sociability, exchange of feelings and grievances, recognition, belongingness
etc.

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4. Esteem needs: These needs are also known egoistic needs. Needs includes self
confidences independence, achievement, knowledge and success, attention, self respect,
status etc.
5. Self-Actualization needs: The drive to become what one is capable of becoming or want
to achieve in their life. It is consider as primary mission of one‘s life.

Maslow separated the five needs into a higher and lower order. Physiological and safety
needs are described as lower order needs. Social esteem and self –actualization are classified
as higher order needs. Higher order needs are satisfied internal and lower order needs are
satisfied externally.

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Mc GREGOR’s THEORY X & THEORY Y

This is the participation model theory of motivation given by Douglas Mc Gregor. He argued
that a managers view about the nature of human beings (subordinates) is based on certain
assumptions which are grouped as theory x and theory y. Manager is required to mould their
behaviour towards employees according to these assumptions to motivate them to work.
THEORY X- In this theory autocratic managers assumes that employees are-
 Inherently lazy and avoid work.
 Avoids taking responsibility and power.
 Indifferent to organizations goals.
 Little ambitious, Prefer to security above all other factors.
So managers according to this theory needs to follow the traditional method of closely
supervising and establishing a comprehensive system of command and control along with a
hierarchical structure to supervise workers and to motive them to work.
THEORY Y- Managers with theory y orientation make following assumptions about their
subordinates-
 Employees are ambitious, self-motivated anxious to accept greater responsibility.
 Exercise self control, self-direction autonomy and employment.
 Enjoy their mental and physical work duties.
 Desire to be creative and forward thinking at work place.
 Can be more efficient and productive if given freedom and participation to show their
abilities and to give their views.
So managers follow a supportive and participative method of motivating these employees by
providing them chance to explore themselves and their ability. Theory x assumes that lower
order needs are the basic needs for which individuals are motivated to satisfy and theory y
assumes that individuals are also motivated to satisfy higher order needs of self-esteem and
self actualization along with lower order needs.

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HERZBERG’S TWO FACTOR THEORY

Herzberg extended work of Maslow and developed a specific content theory of work
motivation. Herzberg interviewed 203 engineers and accountants. They were asked to recall a
time when they felt exceptionally good for their work and the feeling associated.
Hygiene factors
Hygiene factors are those job factors which are essential for existence of motivation at
workplace. These do not lead to positive satisfaction for long-term. But if these factors are
absent / if these factors are non-existent at workplace, then they lead to dissatisfaction. In
other words, hygiene factors are those factors which when adequate / reasonable in a job,
pacify the employees and do not make them dissatisfied. These factors are extrinsic to work.
Hygiene factors are also called as dissatisfiers or maintenance factors as they are required
to avoid dissatisfaction. These factors describe the job environment / scenario. The hygiene
factors symbolized the physiological needs which the individuals wanted and expected to be
fulfilled. Hygiene factors include:
a. Pay- The pay or salary structure should be appropriate and reasonable. It must be
equal and competitive to those in the same industry in the same domain.
b. Company Policies and administrative policies- The company policies should not be
too rigid. They should be fair and clear. It should include flexible working hours,
dress code, breaks, vacation, etc.
c. Fringe benefits- The employees should be offered health care plans (mediclaim),
benefits for the family members, employee help programmes, etc.
d. Physical Working conditions- The working conditions should be safe, clean and
hygienic. The work equipments should be updated and well-maintained.
e. Status- The employees‘ status within the organization should be familiar and retained.
f. Interpersonal relations-The relationship of the employees with his peers, superiors
and subordinates should be appropriate and acceptable. There should be no conflict or
humiliation element present.
g. Job Security- The organization must provide job security to the employees.

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Motivational factors
According to Herzberg, the hygiene factors cannot be regarded as motivators. The
motivational factors yield positive satisfaction. These factors are inherent to work. These
factors motivate the employees for a superior performance. These factors are called satisfiers.
These are factors involved in performing the job. Employees find these factors intrinsically
rewarding. The motivators symbolized the psychological needs that were perceived as an
additional benefit. Motivational factors include:
a. Recognition- The employees should be praised and recognized for their
accomplishments by the managers.
b. Sense of achievement- The employees must have a sense of achievement. This
depends on the job. There must be a fruit of some sort in the job.
c. Growth and promotional opportunities- There must be growth and advancement
opportunities in an organization to motivate the employees to perform well.
d. Responsibility- The employees must hold themselves responsible for the work. The
managers should give them ownership of the work. They should minimize control but
retain accountability.
e. Meaningfulness of the work- The work itself should be meaningful, interesting and
challenging for the employee to perform and to get motivated.
The result to two category:
A) Job Satisfiers (Motivators)
B) Job dissatisfier (Hygiene Factors)

Motivators are things that create positive feelings; hygiene factors were associated with work
context and environment.

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William Ouchi’s Theory Z of Motivation

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.
Mutual trust between members of an organisation reduces conflict and leads to team work.
Subtlety requires sensitivity towards others and yields higher productivity. Intimacy implies
concern, support and disciplined unselfishness.

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The distinguishing features of Theory Z are as follows:

1. Mutual Trust:
According of Ouchi, trust, integrity and openness are essential ingredients of an effective
organisation. When trust and openness exist between employees, work groups, union and
management, conflict is reduced to the minimum and employees cooperate fully to achieve
the organisation‘s objectives.
2. Strong Bond between Organisation and Employees:
Several methods can be used to establish a strong bond between the enterprise and its
employees. Employees may be granted lifetime employment which leads to loyalty towards
the enterprise. During adverse business conditions shareholders may forgo dividends to avoid
retrenchment of workers. Promotions may be slowed down.
As against vertical movement of employees greater emphasis should be placed on horizontal
movement which reduces stagnation. A career planning for employees should be done so that
every employee is properly placed. This would result in a more stable and conducive work
environment.
3. Employee Involvement:
Theory Z suggests that involvement of employees in related matters improves their
commitment and performance. Involvement implies meaningful participation of employees
in the decision-making process, particularly in matters directly affecting them. Such
participation generates a sense of responsibility and increases enthusiasm in the
implementation of decisions, Top managers serve as facilitators rather than decision-makers.
4. Integrated Organisation:
Under Theory Z, focus is on sharing of information and ‗ resources rather than on chart,
divisions or any formal structure. An integrated organisation puts emphasis on job rotation
which improves understanding about interdependence of tasks. Such understanding leads to
group spirit.

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5. Coordination:
The leader‘s role should be to coordinate the efforts of human beings. In order to develop
common culture and class feeling in the organisation, the leader must use the processes of
communication, debate and analysis.
6. Informal Control System:
Organisational control system should be made informal. For this purpose emphasis should be
on mutual trust and cooperation rather than on superior-subordinate relationships.
7. Human Resource Development:
Managers should develop new skills among employees. Under Theory‘ Z, potential of every
person is recognized and attempts are made to develop and utilise it through job enlargement,
career planning, training, etc.
Thus, Theory Z is a hybird system which incorporates the strengths of American
management (individual freedom, risk taking, quick decision-making, etc.) and Japanese
management (job security, group decision-making, social cohesion, holistic concern for
employees, etc.) systems.
Japanese companies operating in the United State have successfully used Theory Z. After
collaboration between Japanese and Indian companies, some experts have suggested
application of this theory in India, in Maruti Udyog, which has collaboration with Suzuki
motors of Japan an attempt has been made to apply Theory Z.
The workplace has been designed on the Japanese pattern, which involves open offices. The
same uniform has been introduced for all employees irrespective of their designation.
Similarly, there is a common canteen for all. These practices are expected to avoid status
differentials and class feeling among employees and thereby facilitate teamwork in the
company.
Limitations of Theory Z
Theory Z suffers from the following limitations:
(i) Provision of lifetime employment to employees to develop a strong bond between
organisation and employees may fail to motivate employees with higher level

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needs. It merely provides job security and may fail to develop loyalty among
employees.
An employee may leave the organisation when better employments are offered to
him by some other enterprise. Moreover, complete security of job may create
lethargy among many employees. Employers also do not like to retain inefficient
employees permanently.
(ii) Participation of employees in the decision-making process is very difficult.
Managers may dislike participation as it may hurt their ego and freedom.
Employees may be reluctant to participate due to fear of criticism and lack of
motivation. Even if they sit along with management they may contribute little
unless they understand the issues and take initiative. Involvement of all
employees may also slow down the decision-making process.
(iii) Theory Z suggests organisation without any structure. But without structure there
may be chaos in the organisation as nobody will know who is responsible to
whom.
(iv) It may not be possible to develop a common culture in the organisation because
people differ in their attitudes, habits, languages, religions, customs, etc.
(v) Theory Z is based on Japanese management practices. These practices have been
evolved from Japan‘s unique culture. Therefore, the theory may not be applicable
in different cultures.
Thus, Theory Z does not provide complete solution to motivational problems of all
organisations operating under different types of environment. However, it is not merely a
theory of motivation but a philosophy of managing.

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EMPLOYEE CENTERED SUPERVISION THEORIES

Business owners have a key responsibility in supervising and managing employees. There
are three models and theories on supervision that have become widely popular: theory X,
theory Y and theory Z. While these three models take different approaches to supervision,
skilled and experienced managers can combine elements of each and to apply different
models to varying workplace situations.
The Hierarchy of Needs
The hierarchy of needs was proposed by Abraham Maslow to describe the personal and
professional needs all humans innately strive toward. There are five levels of needs: physical,
safety, social, self-esteem and self-actualization. While initially conceived within the field of
psychology, Maslow's hierarchy of needs has deep implications for understanding
supervision models and theories. The hierarchy helps business owners understand that
employees progress through many levels of need fulfillment in the carrying out of their job
roles. For some, having a job is a means of security; for others, it's about realizing a lifelong
dream.
Theory X
Theory X, proposed by Douglas McGregor, states that most people innately dislike working;
they do it because they need the money, because it provides some security or because it helps
them feel safe. As a supervision model, theory X advocates the close monitoring of
employees, saying managers constantly should be encouraging their employees to do more.
The theory holds that employees will do as little as possible whenever possible; therefore,
managers have to keep employees as motivated and productive as possible.
Theory Y
Theory Y also was proposed by McGregor, but it contends that some employees like working
and even enjoy it. These workers find satisfaction in a job well done, and they may have
personal or professional goals that serve as innate sources of encouragement and motivation.
As a supervision model, theory Y advocates that managers spend less time looking after their
employees and more time providing a comfortable and friendly work environment. The idea

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is that employees who are happy at work will do a better job and will strive to be the best
they can be.
Theory Z
Theory Z is a relatively new supervision model that grew from perceived inadequacies with
theories X and Y. This model is sometimes called the Japanese model of management
because it takes it cues from Japan's focus on employee loyalty. The idea behind theory Z is
that by providing a career to employees, instead of just a job, the employee will stay with the
company for life and will devote herself to the company. Theory Z involves employee input
in the supervision process. It advocates that managers and business owners share
responsibility with employees and that the company show a concern for all of the needs
identified by Maslow, not just some of them as theories X and Y are prone to do.

Process of motivation
It involves four steps:
 Motive
 Behaviour (Tension and Action)
 Goal
 Feedback
Motive: It indicates the inner state of mind that energizes, activates or moves a person and
directs his behavior towards goals.
Behaviour: Behaviour is the sum of various activities and attitudes of a person
Goals: Motives generally create a state of disequilibrium physiological or psychological
imbalances within the individual. Attaining the goal restores this balance.
Feedback: the system of feedback is important to understand and analyze the motives,
behavior, goals and incentives for motivation

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1. Unsatisfied needs and motives: it is the first process of motivation. This stage involves
unsatisfied needs and motives. Such unsatisfied needs can be activated by internal stimulus
such as hunger and thirst. They can also be activated by external stimulus such as
advertisement and window display
2. Tension: this stage involves tension. Unsatisfied needs create tension in the individual.
Such tension can be physical, psychological, and sociological. In this situation, people try to
develop objects that will satisfy their needs.
3. Action to satisfy needs and motives: this stage involves action of people to satisfy needs
and motives. Such tension creates strong internal stimulus that calls for action. Individual
engages in action to satisfy needs and motives for tension reduction. For this purpose,
alternatives are searches and choice is made, the action can be hard work for earning more
money
4. Goal accomplishment: this stage involves goal accomplishment. Action to satisfy needs
and motives accomplishes goals. It can be achieves through reward and punishment. When

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actions are carried out as per the tensions, then people are rewarded others are punished.
Ultimately goals are accomplished.
5. Feedback: this is the last stage for motivation. Feedback provides information for
revision or improvement or modification of needs as needed. Depending on how well the
goal is accomplished their needs and motives are modified. Drastic changes in environment
necessitate the revision and modification of needs.

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