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Summary Sheet – Helpful for Retention For Motivation – Part 1

Important Points

1. This Summary Sheet shall only be used for Quick Revision after you have read the Complete Notes
2. For Building Concepts along with examples/concept checks you should rely only on Complete Notes
3. It would be useful to go through this Summary sheet just before the exam or before any Mock Test
4. Questions in the exam are concept based and reading only summary sheets shall not be sufficient to
answer all the questions

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1 Summary Points

➢ Motivation is what causes us to act, whether it is getting a glass of water to reduce thirst or reading a
book to gain knowledge. For example, if Ram keeps on studying then the reason might be because Ram
is motivated to become a doctor

➢ Types of Motivation
1. Positive vs. Negative: Positive such as want to become a monitor. Negative such as want to pass
to avoid being thrashed by parents
2. Basic vs. Learned: Basic as instinctive such as thirst, anger, pain etc. Learned ones are not
instinctive such as recognition and achievement
3. Extrinsic motivation and Intrinsic Motivation: Extrinsic motivation occurs when we are
motivated to perform a behavior for external reward, but intrinsic motivation comes from inside
for personal satisfaction

➢ Motivational Theories

1. Content Theories: Content Theories look at specific needs that motivate people. They are also
called Need based theories or Humanistic approach to motivation
2. Process Theories: Process theories attempt to explain how the process of motivation works in an
individual.

➢ Maslow’s Motivation Theory

1. Maslow designated 5 level of needs

2. Needs are to be fulfilled from bottom to top. Individuals must satisfy lower level needs before they
can satisfy higher order needs. This concept of lower level needs being satisfied first before moving
higher is called satisfaction progression.
3. Managers must ensure that basic needs of employees are satisfied first and only then can be
motivated to achieve higher.

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 2. Geert Hofstede criticized this theory because as per him in collectivist society social belongingness
holds more importance than personal achievement.
3. Other Criticisms are about position of sex being in psychological needs rather than in social-
belongingness because of emotional connect that sex involves

➢ Alderfer's Hierarchy of Motivational Needs

1. Clayton P. Alderfer's ERG theory from 1969 condenses Maslow's five human needs into three
categories: Existence, Relatedness and Growth.

2. ERG theory demonstrates that more than one need may be operative at the same time though
Maslow’s theory assumes in satisfaction progression that higher level needs can fulfilled only after
lower level needs are fulfilled
3. According to Maslow an individual would stay at a certain need level until that need was satisfied.
ERG theory counters by noting that when a higher- order need level is frustrated the individual’s
desire to increase a lower- level need takes place. Inability to satisfy a need for social interaction,
for instance, might increase the desire for more money or better working conditions. So, frustration
can lead to a regression to a lower need. This concept is called frustrated-regression

4. On a work level, Alderfer’s model implies that managers must recognize their employees’ multiple
simultaneous needs. Focusing exclusively on one need at a time will not motivate your people.
5. The frustration-regression principle impacts workplace motivation. For example, if growth
opportunities are not provided to employees, they may regress to relatedness needs, and socialize
more with co-workers. If you can recognize these conditions early, steps can be taken to satisfy the
frustrated needs until the employee is able to pursue growth again.
6. Even though you may provide financial incentives, if your person’s other needs aren't being met,
according to Alderfer's ERG theory your workers will not be motivated.

➢ McClelland’s Theory of Needs

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 1. As per him there are three types of people
✓ Need for Achievement: Wish to take responsibility, like complex problems and tasks, need
regular feedback, avoid substantial risk and minimal risk situations
✓ Need of Affiliation: relationship with people, teamwork, dislike uncertainty, collaboration
over competition
✓ Need for Influence: Drive to Control, highly Disciplined, good for manual and less skilled group
tasks
2. High achievers should be given challenging projects and regular feedback. People with High need
for Affiliation should be given cooperative environment; People with High need for power should
be given opportunity to manage others.
3. McClelland’s achievement motivation theory suggests that a strong n-affil 'affiliation-motivation'
undermines a manager's objectivity, because of their need to be liked, and that this affects a
manager's decision-making capability. A strong n-pow 'authority-motivation' will produce a
determined work ethic and commitment to the organisation, and while n-pow people are attracted
to the leadership role, they may not possess the required flexibility and people-centred skills.

➢ Herzberg's Two Factor Theory

Herzberg's Two Factor Theory is also known as the Motivation Hygiene Theory.

1. He differentiates between Not dissatisfied and being satisfied. A person who is not dissatisfied does
not necessarily means that he is satisfied

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 2. It states there are two different facets of motivation, the first being ‘hygiene’ factors or job context.
The second factor is ‘satisfiers’ or job content, i.e. the intrinsic qualities of the job. Satisfiers are also
known as Motivators.

3. Satisfiers/motivators provides satisfaction or motivation. Hygiene factors just decides employee

being dissatisfied or not dissatisfied. Hygiene Factors cannot Motivate/Satisfy though they can
prevent dissatisfaction

4. Motivational factors include: Achievement, Recognition, Work itself, Responsibility, Advancement,

Growth and Promotion
5. Hygiene factors include: Company policy, Administrative policies, Supervision, Salary, Interpersonal
relations, Working conditions, Job Security
6. Job Enrichment as per Herzberg should be followed for providing Motivation
7. Intrinsic factors, such as work itself, responsibility and achievement seem to be related to job
satisfaction. On the other extrinsic factors such as supervision, pay, company policies and working
condition related to dissatisfaction
8. Factors leading to Job satisfaction are separate and distinct from those that lead to job
dissatisfaction. Therefore, managers who seek to eliminate factors that can create job
dissatisfaction may bring about peace but not necessarily motivation. They will be placating their
workforce rather than motivating them. As a result, conditions surrounding the job such as quality
of supervision, pay, company policies, physical working conditions relations with others and job
security were characterized by Herzberg as hygiene factors, when they’re adequate, people will not
be dissatisfied; neither will they be satisfied. If we want to motivate people on their jobs, Herzberg
suggested emphasizing factors associated with the work itself or to outcomes directly derived
from it, such as promotional opportunities, opportunities for personal growth, recognition,
responsibility and achievement. These are the characteristics that people find intrinsically
rewarding.
9. Herzberg often referred to hygiene factors as "KITA" factors, which is an acronym for "kick in the
ass", the process of providing incentives or threat of punishment to make someone do something.
There are three types of KITA’s
✓ Negative Physical KITA: Threatening the employee to do work

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 ✓ Negative Psychological KITA: Playing emotional games to get the work done
✓ Positive KITA: Giving just promotion or status without recognition

KITA’s will never motivate the employee in the long term

➢ Relationship between above Maslow’s, Herzberg’s, Alderfer’s and McClelland’s Theory

Although the Content theories are different from each other, but the overall essence remains the same.

1. There are lower and higher-level needs

2. Higher level needs are intrinsic motivators whereas lower level needs are extrinsic motivators most of
the times but not always
3. Manager needs to motivate an individual as per his/her needs

➢ McGregor’s Theory X and Theory Y

1. Douglas McGregor developed the theory that there are two basic management behavior types,
Theory X managers and Theory Y managers, each of which has a very different set of assumptions
about others.
2. Theory X Assumptions:
✓ People have an inherent dislike of work and will try to avoid it at all costs
✓ People need to be coerced, controlled and threatened to work hard
✓ People aren’t ambitious and dislike responsibility, preferring to be directed
✓ Above all else, people want security
3. Theory X managers are authoritarian and controlling, using threat and punishment to coerce people
into working hard. They tend not to produce elevated levels of performance from their teams.
4. Theory X generally proves to be most effective in terms of consistency of work like producing biscuits
of same size again and again. For example, in Assembly line
5. Theory Y Assumptions:
✓ People naturally put as much effort into their work as they do into play or rest
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 ✓ People will exercise self-direction and self-control if they are committed to a goal
✓ People will be committed to an organization if they are satisfied in their job
✓ People relish and seek responsibility
✓ People are good at creative problem-solving
✓ People’s talents and skills are normally underused
6. Theory Y managers are democratic, consultative and empowering, helping people to develop and
encouraging them to take the initiative. These enlightened managers tend to achieve the best results
from their teams.
7. Theory Y is useful where skilled or creative work is being dine but does leave room for error in terms
of consistency and uniformity for repeated tasks such as assembly line
8. Theory of X assumes Maslow’s lower level needs dominate in employees. Whereas Theory of Y,
assumes Maslow’s higher-level needs dominate in employees
9. Theory X’s authoritarian style of leadership is occasionally necessary, in crisis situations but the
positive and participative Theory Y style is generally accepted as more effective for motivating
people.
10. People with a strong internal focus of control (personality) believe outcomes in their life develop
primarily from their own actions and abilities; as a result they are task-oriented and spend little time
building relationships among peers (Theory X). People with strong external focus of control believe
outside factors are the primary influence on the outcomes in their life, therefore, they
are relationship-oriented and focus on building relationships among peers (Theory Y)

➢ Theory Z by William Ouchi

1. Theory Z focused on increasing employee loyalty to the company by providing a job for life with a
strong focus on the well-being of the employee and his family both on and off the job. According to
Ouchi, Theory Z management tends to promote:
✓ Stable employment
✓ High productivity
✓ High employee morale and satisfaction
2. Theory Z was focussed on Japanese style of Management and it became popular as it seemed better
than American Style of Management
3. The secret to Japanese success, according to Ouchi, is not technology, but a special way of managing
people.
4. Ouchi's Theory Z makes certain assumptions about workers. Some of the assumptions about
workers under this theory include:
✓ Workers tend to want to build happy and intimate working relationships with those that they
work for and with, as well as the people that work for them.
✓ Workers have a high need to be supported by the company. These types of workers have a very
well-developed sense of order, discipline, and a moral obligation to work hard, and a sense of
cohesion with their fellow workers.
✓ Workers can be trusted to do their jobs to their utmost ability, so long as management can be
trusted to support them and look out for their well-being.
✓ Belonging to a group brings loyalty and moral obligation

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 5. Management must have a high degree of confidence in its workers for this type of participative
management to work. This theory assumes that workers will be participating in the decisions of the
company to a great degree and decision making would be a group task
6. Ouchi explains that for participation in decision making employees must be very knowledgeable
about the various issues of the company and therefore workers to become generalists, rather than
specialists.
7. Theory Z stresses on job rotations and constant training to make employees

➢ Instinctive Theory of Motivation

1. The Instinct Theory of Motivation views biological or genetic programming as the cause of
motivation. This theory says that the root of all motivations is the motivation to survive.
2. As we act or behave with this kind of motivation, all our actions are therefore considered as instincts.
3. Learning or Conditioning does not affect the motivation to behave in certain way
4. A common example used to explain the Instinct Theory is that a human mother will attempt to
provide comfort to a baby who has been crying all night and will not sleep until she sees that the
baby is calm and asleep. According to Instinct theory, human mothers behave in this way because
they were biologically programmed to do so; it is a mother’s instinct to provide comfort to her child.
5. The motivation in instinctive theory is intrinsic motivation as person is motivated by internal needs
such as hunger, thirst etc.

2 Work Sheets
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topic. Work sheet consists of

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2. True /False
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