Motivation

• The word motivation comes from the Latin

word
‘ movere’, which means to move.

• Motivation is the set of forces that cause

people to behave in certain ways.

• Such kind of forces are drives, desires, needs,

wishes, aims, goals, wants.
 Motivation

• Motivation is the basic psychological process

because it deals with human behaviors.

• Motivation means an individual’s needs, desire

and concepts that causes him or her to act in a
particular manner.
 Motivation
• Motivation is the process that starts with a psychological or
physiological deficiency or need that activates a behavior or a
drive that is aimed at a goal or incentive.

• It may be defined as the state of an individual’s perspective

which represents the strength of his propensity to exert effort
towards some particualar behavior.

• Motivation is the factors that cause, channel and sustain an

individual’s behavior.
 Motivation process

NEED DRIVE INCENTIVE

Need set up drives aimed at incentive. This is

the basic process of motivation. Motivation
consists of these three interacting and
interdependent elements.
 Drives
• Drives are set up to alleviate needs.

•Physiological and psychological drives are action

oriented and provide an energizing thrust toward
reaching an incentive. They are the very heart of
the motivational process.

For example
Needs for food and water are translated into the
hunger and thirst drive and the need for friends
becomes a drive for affection.
 Incentives

At the end of the motivation process is the

incentive or goal defined as anything that will
alleviate the need and reduce a drive.

For example
Eating food, drinking water and obtaining friends
reduce or cut off the drive.
Motivating from managerial perspective

Motivating is the management process of influencing

peoples behavior based on this knowledge of “What
makes people tick ”.

An employee may choose to work as hard as possible or

to do as little as possible.

The goal for the manager is to maximize the likelihood

of the first behavior and minimize the likelihood of the
second behavior.
 Motivating process
from managerial perspective

NEED DRIVE INCENTIVE

MOTIVATING

ACTION

SATISFACTION
 Factors of motivation
• The motivator

• The person being motivated

 Characteristic of motivation
• Motivation is a psychological concept
• Motivation is created from aim.
• Human want is the basis of motivation.
• Man is the key point of motivation.
• Motivation is an unending process
• Motivation maybe financial or non financial
• Motivation is the strength of work
• Motivation is different from mental strength
• Man as a whole motivated
Importance of motivation in Management

o Managers should understand the central role

that motivation plays in determining employees
job performance.
o Motivation deals with human behavior.
Individual behavior is a complex phenomenon.

Thus motivation is important because of its

significance as a determination of performance and
because of its intangible character.
Importance of motivating in management

• Creation of desire of work

• Increase in productivity
• Increase in job satisfaction
• Appropriate use of factors.
• Maximum use of human potentials and
talents.
• It encourages initiatives and development.
 Incentive
Incentive is the means that influence people to do
certain job.

Managers provide incentive to motivate people to

work effectively and efficiently to achieve
organizational goals.
 Incentive Used In motivation
• Higher wages and salary
• Bonus
• Prize
• Profit distribution
• Promotion arrangement
• Job security
• Job satisfaction,
• Promotion,
• Recognition of work
 Incentive Used In motivation
• Social status
• Good supervision
• Award titles
• Friendly leadership
• Give responsibility
• Personal power and rights.
• Fair working environment.
• attractive work.
• Democratic management
• Opportunity to do constructive work
• Participation in management
Relationship between motivation and
productivity

P= m ( A + K)

Where P = performance
M = motivation
A =ability
K =Knowledge
 Maslow’s hierarchy of
needs
Maslow’s hierarchy of needs is the theory of motivation
that people are motivated to meet five types of needs
which can be ranked in a hierarchy in the following order-

Physiological needs.
Security or safety needs.
Belongings or social needs.
Esteem needs.
Self actualization.
 Maslow’s hierarchy of needs
General example Organizational example

NEEDS

Achievement Self Challenging Job

actualization
Status Job title
Esteem

Friendship Friends at work

Belongings
Stability Pension plan
Security
Food Base salary
Physiology
 Psychology Needs

At the bottom of the Hierarchy is the Physical needs-

things like food, sex, air that represents the basic issues
of survival and biological functions.

In organizations, these needs are generally satisfied by

adequate wages and the working environment itself.
 Security needs

The security needs for a secure Physical and emotional

environment.

The desire for housing and clothing and the need to be

free from worry about money and job security.

In the working place, security needs can be satisfied by

job continuity, adequate insurance and retirement
benefits.
 Belonging needs
Belonging needs relate to social process. They include
the need for love and affection.

Belonging needs are satisfied for most people by

family and community relationships outside work and
friendships on the job.
 Esteem needs

Esteem needs comprise two different sets of needs

• The need for positive self-image and self-respect

• The need for recognition and respect from others

A manager can help address these needs by providing

job titles, comfortable offices or rewards as
appropriate.
 Self-actualization need

• At the top of the hierarchy are the self-actualization

needs.
• These needs involve realizing one’s potential for
continued growth and individual development.

• To address such kind of needs managers could give

employees a chance to participate in making decisions
in their work.
• Once a lower order need is satisfied, another
one emerges. People satisfy first of all their
basic needs for survival.
• A satisfied need will no longer motivate a
person.
• Only unsatisfied need motivates a person.
• Criticisms
• Hierarchy of needs may not be the same for
everyone.
• A person often seems to work on satisfying
several needs at once.
 ERG theory
• Alderfer developed this theory.
• According to him, needs are of three types:
1. Existence need: Physiological desires such as
foods and water and work related materials such
as pay, friend benefits and working conditions.

2. Relatedness need: Relationships with others.

3. Growth need: Creativity and innovation.

• Alderfer argues that people can be concerned with
more than one need category at the same time.
• ERG theory is more flexible since the needs of a
person may occur in a different order.
• Alderfer assumes that when higher needs are
frustrated, lower needs will return even though
thye are already satisfied.
• On the other hand, Maslow felt that a need, once
met, lost its power to motivate behavior. Alderfer
saw that people moving up and down the hierarchy
of needs from time to time and from situation to
situation.
 Theory X and Y
Douglas McGregor proposed two distinct views
of human beings
 Theory X
Theory Y
 Theory X

Theory X is the assumption that employees dislike

work, are lazy, dislike responsibility and must be
forced to perform.
 Theory X
• Employees inherently dislike work and whenever
possible will attempt to avoid it.
• Since employees dislike work they must be forced,
controlled and threatened with punishment to
achieve goals.
• Employees will avoid responsibilities and seek formal
direction whenever possible
 Theory Y

Theory Y is the assumption that employees

like work, are creative, seek responsibility and
can exercise self direction.