Theories Of Motivation

(Maslow And Herzberg)

Prepared By Sumit Mehta 1

What Is Motivation?

Motivation is derived from Latin words movere which means “to move”

Motivation is the result of processes, internal or external to the individual, that arouse enthusiasm and persistence to pursue a certain course of action.

Prepared By Sumit Mehta 2

Importance Of Motivation In Industry

High Employee Performance

Low employee turnover and absenteeism

Better Organizational Image

Better Industrial relations

Acceptability to change

Better quality orientation

Better Productivity

Prepared By Sumit Mehta 3

Maslow’s Need Hierarchy Theory

Prepared By Sumit Mehta 4

Abraham MaslowAbraham was born in Brooklyn since 1908 – 1970.

Maslow was a psychologist who studied the lives and activities of individuals that he found considered them to be “successful and productive”.

Maslow’s is a famous theory which encompass everything from basic needs to self-actualization in order to demonstrate what motivates people.

Prepared By Sumit Mehta 5

Maslow TheoriesThis theory

There are 5 levels of needs

All these needs are arranged in a hierarchy

Once one level is satisfied, the next level will emerge as the depressed need seeking to be satisfied

The physiological and security needs are finite but the needs of higher order are infinite and are likely to be dominant in persons at higher levels in the organization.

Maslow suggests that various levels are interdependent and overlapping.

Prepared By Sumit Mehta 6

Maslow Levels Of Pyramid

Prepared By Sumit Mehta 7

Physical Needs- Level One

Physiological needs are those required to sustain life, such as:Air

Water

Nourishment

Sleep

According to Maslow's theory, if such needs are not satisfied, then one's motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the needs basic to one's bodily functioning.

Prepared By Sumit Mehta 8

Safety Needs-Level Two

Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by:

Living in a safe area

Medical insurance

Job security

Financial reserves

According to Maslow's hierarchy, if a person feels that he or she is in harm's way, higher needs will not receive much attention.

Prepared By Sumit Mehta 9

Social Needs-Level Three

Once a person has met the lower level physiological and safety needs, higher level needs become important, the first of which are social needs. Social needs are those related to interaction with other people and may include:

Need for friends

Need for belonging

Need to give and receive love

Prepared By Sumit Mehta 10

Esteem Needs-Level Four

Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are:

Self-respect

Achievement

Attention

Recognition

Reputation

Maslow later refined his model to include a level between esteem needs and self-actualization: the need for knowledge and aesthetics.

Prepared By Sumit Mehta 11

Self – Actualization-Level Five

Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow.

Self-actualized people tend to have needs such as:

Truth

Justice

Wisdom

Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization.

Prepared By Sumit Mehta 12

Implications for Management:

If Maslow's theory holds, there are some important implications for management. There are opportunities to motivate employees through

management style

job design

company events

and compensation packages, some examples of which follow:

Prepared By Sumit Mehta 13

Continuation

Prepared By Sumit Mehta 14

Continuation

However, not all people are driven by the same needs - at any time different people may be motivated by entirely different factors. It is important to understand the needs being pursued by each employee.

To motivate an employee, the manager must be able to recognize the needs level at which the employee is operating, and use those needs as levers of motivation.

Prepared By Sumit Mehta 15

Criticism

Researchers have proved that there is lack of hierarchical structure of needs as suggested by Maslow, as some people may have deprived of lower level needs but strive for self actualization.

There is little evidence to suggest that people are motivated to satisfy only one need level at a time

There is a conflict between needs

Prepared By Sumit Mehta 16

Herzberg’s Two Factor Theory

Prepared By Sumit Mehta 17

Frederick Herzberg

Frederick Irving Herzberg: April 18th 1923 - January 19th 2000 in Massachusetts.

He was an American psychologist.

One of the most influential names in business management for introducing:

Job enrichment

The Motivator-Hygiene theory.

Prepared By Sumit Mehta 18

All About Two Factor Theory

Two Factor Theory states that there are certain factors in the workplace that causes in job satisfaction, while a separate set of factors cause dissatisfaction.

Prepared By Sumit Mehta 19

The Dual Structure Theory

Herzberg proposed the Motivation-Hygiene Theory, also known as the Dual Structure Theory or Two factor theory (1959) of job satisfaction.

According to his theory, people are influenced by two sets of factors:

Motivation Factors

Hygiene Factors

Prepared By Sumit Mehta 20

Fundamentals

Satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena.

This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to an decrease in un-pleasurable dissatisfaction.

Prepared By Sumit Mehta 21

Satisfaction which is mostly affected by the "motivator factors". Motivation factors help increase the satisfaction but aren't that affective on dissatisfaction.

Dissatisfaction is the results of the "hygiene factors". These factors, if absent or inadequate, cause dissatisfaction, but their presence has little effect on long-term satisfaction.

Prepared By Sumit Mehta 22

Hygiene Factors

Rate of Pay

Quality of

Supervision

Job Security

Company Policies

Relation with

Others

Factors Affecting Job Attitudes- Hygiene Factors

Prepared By Sumit Mehta 23

Motivational Factors

Career Advancement

Personal Growth

Recognition

Responsibility

Achievement

Factors Affecting Job Attitudes-Motivational Factors

Prepared By Sumit Mehta 24

Step One: Eliminate Job Dissatisfaction

Herzberg called the causes of dissatisfaction "hygiene factors". To

get rid of them, you need to:

Fix poor and obstructive company policies.

Provide effective, supportive and non-intrusive supervision.

Create and support a culture of respect and dignity for all team members.

Ensure that wages are competitive.

Build job status by providing meaningful work for all positions.

Provide job security.

All of these actions help you eliminate job dissatisfaction in your

organization. And there's no point trying to motivate people until these

issues are out of the way!

You can't stop there, though. Remember, just because someone is not

dissatisfied, it doesn't mean he or she is satisfied either! Now you have to

turn your attention to building job satisfaction.

Prepared By Sumit Mehta 25

Step Two: Create Conditions for Job Satisfaction

To create satisfaction, Herzberg says you need to address themotivating factors associated with work. He called this "jobenrichment". His premise was that every job should beexamined to determine how it could be made better and moresatisfying to the person doing the work. Things to considerinclude:

Providing opportunities for achievement.

Recognizing workers' contributions.

Creating work that is rewarding and that matches the skills andabilities of the worker.

Giving as much responsibility to each team member as possible.

Providing opportunities to advance in the company throughinternal promotions.

Offering training and development opportunities, so that peoplecan pursue the positions they want within the company.

Prepared By Sumit Mehta 26

Implications for Management

If the motivation-hygiene theory holds, management not only must provide hygiene factors to avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order for employees to be satisfied with their jobs.

Herzberg argued that job enrichment is required for intrinsic motivation, and that it is a continuous management process.

Prepared By Sumit Mehta 27

Criticism

Critics of Herzberg's theory argue that the two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors.

Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity.

Prepared By Sumit Mehta 28

THANK YOU

Prepared By Sumit Mehta 29