THEORIES OF

MOTIVATION

Definition
Motivation is a process which
begins with a physiological or
psychological need or
deficiency which triggers
behaviour or a drive that is
aimed at a goal or an
incentive.
2

THEORIES OF MOTIVATION

NEED OR CONTENT THEORY

Need hierarchy theory- Maslow
Two factor theory-Frederick Herzberg
ERG theory-Clayton Alderfer
Acquired-needs theory-David C.McClelland

COGNITIVE THEORIES
Equity theory-J.Stacy Adams
Expectancy theory-Victor H. Vroom,Porter and
Lawler model
Goal setting theory-Locke and latham

Reinforcement theory-B.F.Skinner
Behavioural theories
Theory X and Theory Y-McGregor
Theory Z- Ouchi

ABRAHAM MASLOWS
HIERARCHY OF NEEDS
THEORY

Maslow's theory is based on theHierarchy of

Human Needs. According to Maslow,human
behavioris related to his needs. It is adjusted as
per the nature of needs to be satisfied. In
hierarchy of needs theory, Maslow identified five
types / sets of human need arranged in a
hierarchy of their importance and priority :

1.
2.
3.
4.
5.

Physiological Needs
Security / Safety Needs
Social Needs
Esteem Needs
Self-actualization Needs

Maslows Hierarchy of Needs

NEEDS
General Examples

Organizational Examples

SelfAchievement actualization
Status
Friendship
Stability
Food

Esteem
Social
Safety
Physiology

Challenging job
Job
title
Friends
at work
Pension
plan
Base
salary

CLAYTON ALDERFERS
ERG THEORY
This theory ,like Maslows theory, describes needs
as a hierarchy. Maslows Five needs have been
condensed into Three needs:
Existence needs-These include need for basic
material necessities. In short, it includes an
individuals physiological and physical safety
needs.
Relatedness needs :Maslows social needs and
external component of esteem needs fall under
this class of need.
Growth needs :Maslows self-actualization
needs and intrinsic component of esteem needs
fall under this category of need.

ALDERFERS THREE NEEDS

DAVID MCCLELLANDS
ACQUIRED NEEDS THEORY
McClelland classified three basic motivating
needs:
Need for achievement (nACH): The n-ach person
is 'achievement motivated' and therefore seeks
achievement, attainment of realistic but challenging goals,
and advancement in the job

Need for Power (nPWR): The n-pow person is

'authority motivated'. This driver produces a need to be

influential, effective and to make an impact. There is a
strong need to lead and for their ideas to prevail.

Need for Affiliation (nAFF): The n-affil person is

'affiliation motivated', and has a need for friendly
relationships and is motivated towards interaction with
other people.

Frederick Herzbergs
Two-factor theory
This Theory was propounded by
American Psychologist Frederick
Herzberg.
It is also known as Herzberg's
motivation-hygiene
theoryandDual-Factor Theory

 The Theory states that there are certain

factors in theworkplacethat causejob
satisfaction, while a separate set of factors
cause dissatisfaction. In other words, factors
that cause job dissatisfaction are different
from the factors that lead to job satisfaction.
The opposite of satisfaction is not
dissatisfaction but No Satisfaction.
Similarly, The opposite of dissatisfaction is
not satisfaction but No Dissatisfaction.

 Hence, the Two-factor theory distinguishes

between:
Motivators:(e.g. challenging work, recognition,
responsibility) that give positive satisfaction,
arising from intrinsic conditions of the job itself,
such as recognition, achievement, or personal
growth.
Hygiene factors(e.g. status,job
security,salary,fringe benefits, work conditions)
that do not give positive satisfaction, though
dissatisfaction results from their absence. These
are extrinsic to the work itself, and include aspects
such as company policies, supervisory practices,
or wages/salary

Douglas McGregor's
Theory X And Theory Y
Theory X and Theory Y are two sets
of assumptions about human nature.
They describe two contrasting
models of workforce motivation.
Theory X and Theory Y have to do
with the perceptions managers hold
on their employees, not the way they
generally behave

Theory X
Assumptions of

Theory X
The average human being is inherently lazy by
nature and desiresto workas little as possible.
He avoids accepting responsibility and prefers to
be led or directed by some other.
He is self-centered and indifferent to
organizational needs.
He has little ambition, dislikes responsibility,
prefers to be led but wants security.
He is not very intelligent and lacks creativity in
solving organizational problems.
He is, by nature ,resistant to change of any type.

Theory Y
Assumptions of Theory Y
An average man is not really against doing work.
People can be self-directed and creative at work if
they are motivated properly.
External control and threats of punishment alone
do not bring out efforts towards organizational
objectives.
People have capacity toexerciseimagination and
creativity.
People are not by nature passive or resistant to
organizational needs.
An average human being learns under proper
conditions. He is also willing to accept
responsibility.
.