MOTIVATION

BY

What is Motivation
An inferred process within an animal or an
individual that causes that organism to move
towards a goal

MASLOWS HIERARCHY OF
NEEDS

MASLOWS
HIERARCHY
OF NEEDS
If we fulfill
our needs at
one level,
then we can
focus on
satisfying
the need on
the next
higher level

APPLYING MASLOWS HIERARCHY

IN MANAGEMENT
Physiological Motivation: Provide ample
breaks for lunch , paysalaries that allow workers
tobuy life's essentials.
Safety Needs: Provide a working environment
which is safe, relative job security, and freedom
from threats.
Social Needs:Generate a feeling of acceptance,
belonging by reinforcing team dynamics.

APPLYING MASLOWS HIERARCHY

IN MANAGEMENT
Esteem Motivators: Recognize
achievements, assign important projects,
and provide status to make employees feel
valued and appreciated.
Self-Actualization:Offer challenging and
meaningful work assignments which
enable innovation, creativity, and progress
according to long-term goals.

Herzberg's Motivation-Hygiene
Theory

Motivati
ng
factors
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth

Hygiene
factors
Company
policy
Supervision
Relationship
w/Boss
Work
conditions
Salary
Relationship
w/Peers

Applying Two factor Theory in

Business management
According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.

Employees who demonstrate increasing levels of

ability should be given increasing levels of
responsibility.

If a job cannot be designed to use an employee's full

abilities, then the firm should consider automating the
task or replacing the employee with one who has a
lower level of skill. If a person cannot be fully utilized,
then there will be a motivation problem

Applying Two factor Theory in

Business management
According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.

Employees who demonstrate increasing levels of

ability should be given increasing levels of
responsibility.

If a job cannot be designed to use an employee's full

abilities, then the firm should consider automating the
task or replacing the employee with one who has a
lower level of skill. If a person cannot be fully utilized,
then there will be a motivation problem

Comparing Theory X and Theory Y

Motivation
Theory X assumes that people dislike work; they want to
avoid it and do not want to take responsibility. Theory Y
assumes that people are self-motivated, and thrive on
responsibility.

Management Style and Control

In a Theory X organization, management is
authoritarian, and centralized control is retained, while in
Theory Y, the management style involves employees in
decision making, but retains power to implement decisions.

Comparing Theory X and Theory Y

WorkOrganization
Theory X employees tend to have specialized and often
repetitive work. In Theory Y, the work tends to be organized
around wider areas of skill or knowledge; Employees are also
encouraged to develop expertise and make suggestions and
improvements.
Rewards
Theory X organizations work on a carrot and stick basis, and
performance is part of the overall mechanisms of control. In
Theory Y organizations, appreciation is also regular and
important, but is usually a separate mechanism from
organizational controls. Theory Y organizations also give
employees frequent opportunities for promotion. Accepting
creative and innovative ideas provided by employees.

Applying X and Y factor Theory

in Business management
Although Theory X management style is widely
accepted as poor to others, but somehow, it has
its place of beneficial in large scale production
operation and unskilled production-line work.
Theory Y-style management is suited to
knowledge work and professional services.
Professional service organizations naturally
evolve Theory Y-type practices by the nature of
their work; Even highly structure knowledge
work, such as call center operations, can benefit
from Theory Y principles to encourage
knowledge sharing and continuous