MOTIVATIONMOTIVATIONPRESENTED BYPRESENTED BYELZA VINCENTELZA VINCENT11STST SEM MHM SEM MHM

INTRODUCTIONINTRODUCTIONTHE TERM MOTIVATION IS DERIVED FROM THE TERM MOTIVATION IS DERIVED FROM

THE WORD ‘MOTIVE’. THIS MEANS THE WORD ‘MOTIVE’. THIS MEANS MOVING INTO ACTION. THEREFORE, MOVING INTO ACTION. THEREFORE, MOTIVESARE FORCES WHICH INCLUDE MOTIVESARE FORCES WHICH INCLUDE PEOPLE TO MOVE OR ACT IN A WAY, SO PEOPLE TO MOVE OR ACT IN A WAY, SO AS TO ENSURE THE FULFILMENT OF A AS TO ENSURE THE FULFILMENT OF A MOTIVE, WHICH REPRESENTS A MOTIVE, WHICH REPRESENTS A PARTICULAR HUMAN NEED AT A TIME.PARTICULAR HUMAN NEED AT A TIME.

DEFNITION OF DEFNITION OF MOTIVATIONMOTIVATION

ACORDING TO MC FARLAND, “MOTIVATION ACORDING TO MC FARLAND, “MOTIVATION REFERS TO THE WAY IN WHICH URGES, REFERS TO THE WAY IN WHICH URGES, DRIVES, DESIRES, ASPIRATIONS, DRIVES, DESIRES, ASPIRATIONS, STRIVINGS, OR NEEDS DIRECT, CONTROL STRIVINGS, OR NEEDS DIRECT, CONTROL OR EXPLAIN THE BEHAVIOUR OF HUMAN OR EXPLAIN THE BEHAVIOUR OF HUMAN BEINGS”BEINGS”

ACCORDING TO KOONTZ & O’DONNELL, “ ACCORDING TO KOONTZ & O’DONNELL, “ MOTIVATION IS A GENERAL TERM APPLYING MOTIVATION IS A GENERAL TERM APPLYING TO THE ENTIRE CLASS OF DRIVES, DESIRES, TO THE ENTIRE CLASS OF DRIVES, DESIRES, NEEDS, WISHES & SIMILAR FORCES THAT NEEDS, WISHES & SIMILAR FORCES THAT INCLUDE AN INDIVIDUAL OR A GROUP OF INCLUDE AN INDIVIDUAL OR A GROUP OF PEOPLE AT WORK”.PEOPLE AT WORK”.

THE PROCESS OF THE PROCESS OF MOTIVATIONMOTIVATION

THE MOTIVATION PROCESS INVOLVES THE THE MOTIVATION PROCESS INVOLVES THE FOLLOWING STEPS :FOLLOWING STEPS :

1)1) ANALYSIS OF SITUATION- ANALYSIS OF SITUATION- THE SITUATION THE SITUATION THAT NEEDS MOTIVATIONAL INDUCEMENT THAT NEEDS MOTIVATIONAL INDUCEMENT MUST BE SIZED UP SO AS TO ASCERTAIN THE MUST BE SIZED UP SO AS TO ASCERTAIN THE MOTIVATIONAL NEEDSMOTIVATIONAL NEEDS

2)2) SELECTING & APPLYING APPROPRIATE SELECTING & APPLYING APPROPRIATE MOTIVATIONS- A LIST OF ALL DEVICES OF MOTIVATIONS- A LIST OF ALL DEVICES OF MOTIVATION IS DRAWN AND A SELECTION MOTIVATION IS DRAWN AND A SELECTION MADE OF SUCH MOTIVATORS THAT MOTIVATE MADE OF SUCH MOTIVATORS THAT MOTIVATE DIFFERENT TYPES OF PEOPLE UNDER DIFFERENT TYPES OF PEOPLE UNDER DIFFERENT CIRCUMSTANCESDIFFERENT CIRCUMSTANCES

3)3) FOLLOW- UP – IT IS IMPORTANT TO FOLLOW- UP – IT IS IMPORTANT TO KNOW THAT THE MOTIVATORS SELECTEDKNOW THAT THE MOTIVATORS SELECTED ARE INDEED PROVIDING THE DESIREDARE INDEED PROVIDING THE DESIRED MOTIVATION. THIS CAN BE ACOMPLISHEDMOTIVATION. THIS CAN BE ACOMPLISHED BY GETTING & EVALUATING THE FEED BY GETTING & EVALUATING THE FEED BACKBACK

CHARACTERISTICS OF CHARACTERISTICS OF MOTIVATION PROCESSMOTIVATION PROCESS

THE PROCESS OF MOTIVATION IS THE PROCESS OF MOTIVATION IS CHARACTERISED BY THE CHARACTERISED BY THE FOLLOWING :FOLLOWING :

a)a) MOTIVATION IS AN INTERNAL MOTIVATION IS AN INTERNAL FEELINGFEELING

b)b) MOTIVATION PRODUCES A GOAL-MOTIVATION PRODUCES A GOAL-DIRECTED BEHAVIOURDIRECTED BEHAVIOUR

c)c) MOTIVATION CONTAINS SYSTEM MOTIVATION CONTAINS SYSTEM ORIENTATIONORIENTATION

d) d) MOTIVATION MEANS MOTIVATION MEANS BARGAININGBARGAINING

e) e) MOTIVATION & SATISFACTION MOTIVATION & SATISFACTION ARE RELATED BUT NOT ARE RELATED BUT NOT SYNONYMOUS CONCEPTSSYNONYMOUS CONCEPTS

PRINCIPLES OF PRINCIPLES OF MOTIVATIONMOTIVATION

A GOOD SYSTEM OF MOTIVATION SHOULD A GOOD SYSTEM OF MOTIVATION SHOULD BE BASED ON CERTAIN PRINCIPLES BE BASED ON CERTAIN PRINCIPLES DEVISED BY VARIOUS EXPERTS FROM TIME DEVISED BY VARIOUS EXPERTS FROM TIME TO TIME.TO TIME.

1) PRINCIPLE OF PARTICIPATION : PEOPLE IN 1) PRINCIPLE OF PARTICIPATION : PEOPLE IN THE ORGANISATION SHOULD BE INDUCED THE ORGANISATION SHOULD BE INDUCED IN DECESION MAKING PROCESS IN IN DECESION MAKING PROCESS IN MATTERS CONCERNING THEM. MATTERS CONCERNING THEM. PARTICIPATION MAKES PEOPLE MORE PARTICIPATION MAKES PEOPLE MORE INTRESTED & INCREASE THEIR INTRESTED & INCREASE THEIR ENTHUSIASM IN THE JOBENTHUSIASM IN THE JOB

2) PRINCIPLE OF COMMUNICATION : THE 2) PRINCIPLE OF COMMUNICATION : THE PEOPLE IN THE ORGANISATION MUST BE PEOPLE IN THE ORGANISATION MUST BE INFORMED ABOUT THE MATTERS INFORMED ABOUT THE MATTERS CONCERNING THE RESULT OR OBJECTIVES CONCERNING THE RESULT OR OBJECTIVES OF ORGANISATION.OF ORGANISATION.

3)PRINCIPLE OF RECOGNITION : PEOPLE 3)PRINCIPLE OF RECOGNITION : PEOPLE WILL BE MOTIVATED TO WORK HARD IF WILL BE MOTIVATED TO WORK HARD IF THEY GET CONTINUING RECOGNITION FOR THEY GET CONTINUING RECOGNITION FOR THEIR EFFORS. THE MANAGEMENT THEIR EFFORS. THE MANAGEMENT SHOUL;D FOLLOW THE RULR “ PRAISE IN SHOUL;D FOLLOW THE RULR “ PRAISE IN PUBLIC & CRITICISM IN PRIVATE”.PUBLIC & CRITICISM IN PRIVATE”.

4) PRINCIPLE OF DELEGATION OF 4) PRINCIPLE OF DELEGATION OF AUTHORITY: PEOPLE IN ORGANISATION AUTHORITY: PEOPLE IN ORGANISATION

SHOULD BE ALLOWED TO SHARE SHOULD BE ALLOWED TO SHARE RESPONSIBILITY OF TAKING DECESION RESPONSIBILITY OF TAKING DECESION AFFECTING THE GOALS OF ORGANISATION AFFECTING THE GOALS OF ORGANISATION BY DELEGATING THE AUTHORITY FOR BY DELEGATING THE AUTHORITY FOR ACCOMPLISHING THE RESULTS.ACCOMPLISHING THE RESULTS.

5) PRINCIPLE OF INDIVIDUALITY : PEOPLE 5) PRINCIPLE OF INDIVIDUALITY : PEOPLE ARE DIFFERENT PHYSICALLY & ARE DIFFERENT PHYSICALLY & PSYCOLOGICALLY. EVERYONE SHOULD BE PSYCOLOGICALLY. EVERYONE SHOULD BE TREATED DIFFERENTLY IN A WAY THAT TREATED DIFFERENTLY IN A WAY THAT THEY WILL ALL FEEL IMPORTANT FOR THEY WILL ALL FEEL IMPORTANT FOR ORGANISATION.ORGANISATION.

6) PRINCIPLE OG GUIDANCE6) PRINCIPLE OG GUIDANCE7) PRINCIPLE OF CONFIDENCE7) PRINCIPLE OF CONFIDENCE

IMPORTANCE OF IMPORTANCE OF MOTIVATIONMOTIVATION

MOTIVATION IS THE PROCESS WHICH INFLUENCE MOTIVATION IS THE PROCESS WHICH INFLUENCE PEOPLE TO ACT & DETERMINE THE PEOPLE TO ACT & DETERMINE THE ORGANISATIONAL EFFICIENCY. THE ORGANISATIONAL EFFICIENCY. THE IMPORTANCE OF MOTIVATION CAN BE JUDGED IMPORTANCE OF MOTIVATION CAN BE JUDGED FROM FOLLOWING FACTORS:FROM FOLLOWING FACTORS:

a)a) NEED SATISFACTIONNEED SATISFACTIONb)b) JOB SATISFACTIONJOB SATISFACTIONc)c) PRODUCTIVITYPRODUCTIVITYd)d) ACEPTANCE OF ORGANISATIONAL CHANGESACEPTANCE OF ORGANISATIONAL CHANGESe)e) INCREASING ALL ROUND EFFICIENCYINCREASING ALL ROUND EFFICIENCYf)f) REDUCTION IN LABOUR TURNOVER & REDUCTION IN LABOUR TURNOVER &

ABSENTEEISMABSENTEEISM

THEORIES OF THEORIES OF MOTIVATIONMOTIVATION

MASLOW’S HIERARCHY OF NEEDSMASLOW’S HIERARCHY OF NEEDSTHE MOST WIDELY RECOGNISED THEORYTHE MOST WIDELY RECOGNISED THEORY OF MOTIVATION IS THE NEEDSOF MOTIVATION IS THE NEEDS HIERARCHY THEORY. ABRAHAM MASLOWHIERARCHY THEORY. ABRAHAM MASLOW SUGGESTED THAT PEOPLE HAVE A COMPLEX SET SUGGESTED THAT PEOPLE HAVE A COMPLEX SET

OF EXCEPTIONALLY STRONG NEEDS, WHICH CANOF EXCEPTIONALLY STRONG NEEDS, WHICH CAN BE ARRANGED IN HIERARCHY THE THEORY STATES BE ARRANGED IN HIERARCHY THE THEORY STATES

THAT A PERSON HAS 5 PRIMARY TYPES OF NEEDS THAT A PERSON HAS 5 PRIMARY TYPES OF NEEDS : PHYSIOLOGICAL, SECURITY, AFFILIATION, : PHYSIOLOGICAL, SECURITY, AFFILIATION, ESTEEM, & SELF ACTUALISATIONESTEEM, & SELF ACTUALISATION

AFFILIATION NEEDS

SECURUTY NEEDS

PHYSIOLOGICAL NEEDS

ESTEEM NEEDS

SELF ACTUALIZATION

• PHYSIOLOGICAL NEEDS- THESE ARE BASIC PHYSIOLOGICAL NEEDS- THESE ARE BASIC NEEDS FOR SUSTAINING HUMAN LIFE, NEEDS FOR SUSTAINING HUMAN LIFE, SUCH AS FOOD, WATER, WARMTH, SUCH AS FOOD, WATER, WARMTH, SHELTER & SLEEP.SHELTER & SLEEP.

• SECURITY OR SAFETY NEEDS- PEOPLE SECURITY OR SAFETY NEEDS- PEOPLE WANT TO BE FREE OF PHYSICAL DANGER WANT TO BE FREE OF PHYSICAL DANGER & OF THE FEAR OF LOSING A JOB & OF THE FEAR OF LOSING A JOB PROPERTY, FOOD OR SHELTERPROPERTY, FOOD OR SHELTER

• AFFLIATION OR ACCEPTANCE NEEDS- AFFLIATION OR ACCEPTANCE NEEDS- SINCE PEOPLE ARE SOCIAL BEINGS, THEY SINCE PEOPLE ARE SOCIAL BEINGS, THEY NEED TO BELONG TO BE ACCEPTED BY NEED TO BELONG TO BE ACCEPTED BY OTHERS.OTHERS.

• ESTEEM NEEDS- ONCE PEOPLE BEGIN TO ESTEEM NEEDS- ONCE PEOPLE BEGIN TO SATISFY THEIR NEED TO BELONG, THEY SATISFY THEIR NEED TO BELONG, THEY TEND TO WANT TO BE HELD IN ESTEEM TEND TO WANT TO BE HELD IN ESTEEM BOTH BY THEMSELVES & BY OTHERS.BOTH BY THEMSELVES & BY OTHERS.

• NEED FOR SELF ACTUALIZATION-N THIS IS NEED FOR SELF ACTUALIZATION-N THIS IS THE HIGHEST NEED IN HIERARCHY. IT IS THE HIGHEST NEED IN HIERARCHY. IT IS DESIRE TO BECOME WHAT ONE IS DESIRE TO BECOME WHAT ONE IS CAPABLE OF BECOMING CAPABLE OF BECOMING

LIMITSLIMITS1)1)HUMAN NEEDS CANNOT BE HUMAN NEEDS CANNOT BE

CLASSIFIED TO BE WATER TIGHT CLASSIFIED TO BE WATER TIGHT CATEGORIES.CATEGORIES.

2)2)PERSON OFTEN SEEKS TO SATISFY PERSON OFTEN SEEKS TO SATISFY ONE NEED AT A TIME ONE NEED AT A TIME SIMULTANEOUSLY, HE DOES NOT SIMULTANEOUSLY, HE DOES NOT WAIT FOR SATISFACTION OF LOWER WAIT FOR SATISFACTION OF LOWER NEED THEN TO HIGHERNEED THEN TO HIGHER

3)3)IT DOES NOT EXPLAIN HIGHEST & IT DOES NOT EXPLAIN HIGHEST & LOWEST NEEDLOWEST NEED

HERZBERG’S TWO HERZBERG’S TWO FACTOR THEORYFACTOR THEORY

ACCORDING TO HIM THE ABSENCE OF ACCORDING TO HIM THE ABSENCE OF CERTAIN JOB FACTORS TENDS TO MAKE CERTAIN JOB FACTORS TENDS TO MAKE WORKERS DISSATISFIED.WORKERS DISSATISFIED.

• FACTORS THAT PRESENT FACTORS THAT PRESENT DISSATISFACTION KNOWN AS HYGIENE DISSATISFACTION KNOWN AS HYGIENE FACTORSFACTORS

• FACTORS THAT HAVE POSITIVE EFFECT ON FACTORS THAT HAVE POSITIVE EFFECT ON JOB SATISFACTIO KNOWN AS MOTIVATORSJOB SATISFACTIO KNOWN AS MOTIVATORS

HYGIENE FACTORSHYGIENE FACTORS

HYGIENE FACTORS REPRESENT THE NEED HYGIENE FACTORS REPRESENT THE NEED TO AVOID PAIN IN THE ENVIRONMENT. TO AVOID PAIN IN THE ENVIRONMENT. THEY ARE NOT AN INTRENSIC PART OF THEY ARE NOT AN INTRENSIC PART OF THE JOB, BUT THEY ARE RELATED TO THE THE JOB, BUT THEY ARE RELATED TO THE CONDITIONS UNDER WHICH A JOB IS CONDITIONS UNDER WHICH A JOB IS PERFORMED. HERZBERG MENTIONS THE PERFORMED. HERZBERG MENTIONS THE FOLLOWING FACTORS AS HYGIENE FOLLOWING FACTORS AS HYGIENE FACTORS: SALARY, JOB SECURITY, FACTORS: SALARY, JOB SECURITY, WORKING CONDITIONS, STATUS, WORKING CONDITIONS, STATUS, PERSONAL LIFE.PERSONAL LIFE.

MOTIVATORSMOTIVATORS

THEY ARE ASSOCIATED WITH POSITIVE THEY ARE ASSOCIATED WITH POSITIVE FEELING OF THE EMPLOYEES ABOUT THE FEELING OF THE EMPLOYEES ABOUT THE JOB THEY ARE RELATED TO CONTENT OF JOB THEY ARE RELATED TO CONTENT OF THE JOB. MOTIVATORS ARE NECESSARY TO THE JOB. MOTIVATORS ARE NECESSARY TO KEEP JOBS SATISFACTION & JOB KEEP JOBS SATISFACTION & JOB PERFORMANCE HIGH. PERFORMANCE HIGH.

THE FOLLOWING ARE THE FACTORS OF THE FOLLOWING ARE THE FACTORS OF MOTIVATORS: ACHIEVEMENT, MOTIVATORS: ACHIEVEMENT, RECOGNITION, RESPONSIBILITY, RECOGNITION, RESPONSIBILITY, ADVANCEMENT.ADVANCEMENT.

ALDERFER’S ERG THEORYALDERFER’S ERG THEORY

THE ERG THEORY BY CLAYTON THE ERG THEORY BY CLAYTON ALDERFERIS IS AN EXTENSION OF ALDERFERIS IS AN EXTENSION OF HERZBERG & MASLOW CONTENT HERZBERG & MASLOW CONTENT THEORIES. HERE PEOPLE ARE THEORIES. HERE PEOPLE ARE MOTIVATED BY EXISTENCE NEEDS, MOTIVATED BY EXISTENCE NEEDS, RELATEDNESS NEEDS, & GROWH RELATEDNESS NEEDS, & GROWH NEEDS.NEEDS.

THE ERG THEORY HAS ONLY THREE THE ERG THEORY HAS ONLY THREE CATEGORIES:CATEGORIES:

EXISTENCE NEEDS, RELATEDNESS EXISTENCE NEEDS, RELATEDNESS NEEDS & GROWTH NEEDS.NEEDS & GROWTH NEEDS.

THE EXISTENCE NEEDS ARE THE EXISTENCE NEEDS ARE CONCERNED WITH SURVIVAL. THE CONCERNED WITH SURVIVAL. THE RELATEDNESS NEEDS ARE RELATEDNESS NEEDS ARE CONCERNED WITH IMPORTANCE OF CONCERNED WITH IMPORTANCE OF INTERPERSONAL, SOCIAL INTERPERSONAL, SOCIAL RELATIONSHIPS. THE GROWHT RELATIONSHIPS. THE GROWHT NEEDS ARE CONCERNED WITH NEEDS ARE CONCERNED WITH INDIVIDUALS INTRINSIC DESIRE FOR INDIVIDUALS INTRINSIC DESIRE FOR PERSONAL DEVELOPMENT.PERSONAL DEVELOPMENT.

MC GREGOR’S THEORY ‘X’ & MC GREGOR’S THEORY ‘X’ & THEORY ‘Y’THEORY ‘Y’

DOUGLAS MC GREGOR HAS DEVELOPED DOUGLAS MC GREGOR HAS DEVELOPED TWO SETS OF ASSUMPTIONS ABOUT TWO SETS OF ASSUMPTIONS ABOUT HUMAN BEHAVIOUR, LABELLING THESE HUMAN BEHAVIOUR, LABELLING THESE THEORIES AS THEORY X & THEORY Y.THEORIES AS THEORY X & THEORY Y.

THEORY X CONTAINS SET OF NEGATIVE THEORY X CONTAINS SET OF NEGATIVE ASSUMPTIONS ABOUT HUMAN BEHAVIOURASSUMPTIONS ABOUT HUMAN BEHAVIOUR

THEORY Y CONTAINS SET OF POSITIVE THEORY Y CONTAINS SET OF POSITIVE ASSUMPTIONS ABOUT HUMAN ASSUMPTIONS ABOUT HUMAN BEHAVIOUR.BEHAVIOUR.

THEORY ‘X’THEORY ‘X’

1)1) PEOPLE HAVE A DISLIKE FOR PEOPLE HAVE A DISLIKE FOR WORK, LIKE TO AVOID WORKWORK, LIKE TO AVOID WORK

2)2) PEOPLE WISH TO AVOID PEOPLE WISH TO AVOID RESPONSIBILITIESRESPONSIBILITIES

3)3) PEOPLE PREFER TO BE DIRECTED PEOPLE PREFER TO BE DIRECTED BY OTHERSBY OTHERS

4)4) PEOPLE LACK CREATIVITY & PEOPLE LACK CREATIVITY & IMAGINATIONIMAGINATION

5)5) COMMITMENT TO OBJECTIVES IS A COMMITMENT TO OBJECTIVES IS A FUNCTION OF PUNISHMENTS FUNCTION OF PUNISHMENTS ASSOCIATED WITH THEIR NON ASSOCIATED WITH THEIR NON ACHIEVEMENTACHIEVEMENT

6)6) PEOPLE ARE SELF CENTERD & IN PEOPLE ARE SELF CENTERD & IN DIFFERENT TO ORGANISATIONAL DIFFERENT TO ORGANISATIONAL GOALSGOALS

THEORY ‘Y’THEORY ‘Y’

1)1) PEOPLE LIKE WORKPEOPLE LIKE WORK2)2) PEOPLE LIKE NOT ONLY TO PEOPLE LIKE NOT ONLY TO

ACCEPT RESPONSIBILITIES BUT ACCEPT RESPONSIBILITIES BUT ALSO SEEK RESPONSIBILITYALSO SEEK RESPONSIBILITY

3)3) PEOPLE PREFER TO READ & PEOPLE PREFER TO READ & EXERCISE SELF DIRECTION & SELF EXERCISE SELF DIRECTION & SELF CONTROLCONTROL

4)4) PEOPLE POSSESS CREATIVITY & PEOPLE POSSESS CREATIVITY & IMAGINATIONIMAGINATION

5)5) COMMITMENT TO OBJECTIVES IS A COMMITMENT TO OBJECTIVES IS A FUNCTION OF A REWARD FUNCTION OF A REWARD ASSOCIATED WITH THEIR ASSOCIATED WITH THEIR ACIEVEMENTACIEVEMENT

6)6) PEOPLE ARE NOT MUCH SELF PEOPLE ARE NOT MUCH SELF CENTERED & ARE INTERESTED IN CENTERED & ARE INTERESTED IN ORGANISATIONAL GOALSORGANISATIONAL GOALS

VROOM’S EXPECTANCY VROOM’S EXPECTANCY THEORY OF MOTIVATIONTHEORY OF MOTIVATION

THE EXPECTANCY THEORY WAS THE EXPECTANCY THEORY WAS FORMULATED BY VICTOR VROOM.FORMULATED BY VICTOR VROOM.

ACCORDING TO THIS PEOPLE WILL BE ACCORDING TO THIS PEOPLE WILL BE MOTIVATED TO DO THINGS TO MOTIVATED TO DO THINGS TO REACH A GOAL IF THEY BELIEVE IN REACH A GOAL IF THEY BELIEVE IN THE WORTH OF THAT GOAL AND IF THE WORTH OF THAT GOAL AND IF THEY CAN SEE THAT WHAT THEY DO THEY CAN SEE THAT WHAT THEY DO WILL HELP THEM IN ACHIEVING IT.WILL HELP THEM IN ACHIEVING IT.

THE PORTER & LAWLER THE PORTER & LAWLER MOTIVATION MODELMOTIVATION MODEL

LYMAN W. PORTER & EDWARD E. LAWLER LYMAN W. PORTER & EDWARD E. LAWLER DERIVED A SUBSTANTIALLY MORE DERIVED A SUBSTANTIALLY MORE COMPLETE MODEL OF MOTIVATION, BUILT COMPLETE MODEL OF MOTIVATION, BUILT IN LARGE PART ON EXPECTANCY THEORY.IN LARGE PART ON EXPECTANCY THEORY.

IT STARTS WITH THE PREMISE THAT IT STARTS WITH THE PREMISE THAT MOTIVATION DOES NOT EQUAL MOTIVATION DOES NOT EQUAL SATISFACTION OR PERFORMANCE. IT SATISFACTION OR PERFORMANCE. IT POINTS OUT THAT EFFORT DOES NOT POINTS OUT THAT EFFORT DOES NOT LEAD DIRECTLY TO PERFORMANCE. IT IS LEAD DIRECTLY TO PERFORMANCE. IT IS MEDIATED BY ABILITIES & TRAITS.MEDIATED BY ABILITIES & TRAITS.

MORE IMPORTANT IN THE PORTER- LAWLER MORE IMPORTANT IN THE PORTER- LAWLER MODEL IS WHAT HAPPENS AFTER THE MODEL IS WHAT HAPPENS AFTER THE PERFORMANCE. THE REWARDS THAT PERFORMANCE. THE REWARDS THAT FOLLOW & HOW THESE ARE PERCIVED FOLLOW & HOW THESE ARE PERCIVED WILL DETERMINE SATISFACTION. ON THE WILL DETERMINE SATISFACTION. ON THE WHOLE IT STATES THAT PERFORMANCE WHOLE IT STATES THAT PERFORMANCE LEADS TO SATISFACTION.LEADS TO SATISFACTION.

IT WAS CONCLUDED THAT PERFORMANCE & IT WAS CONCLUDED THAT PERFORMANCE & SATISFACTION WILL BE MORE STRONGLY SATISFACTION WILL BE MORE STRONGLY RELATED WHEN REWARDS ARE MADE RELATED WHEN REWARDS ARE MADE CONTINGENT UPON PERFORMANCE THAN CONTINGENT UPON PERFORMANCE THAN WHEN THEY ARE NOT.WHEN THEY ARE NOT.

VALUE OF REWARDS

PERCIVED EFFORT & REWARD

PROBABILITY

EFFORT

ABILITY TO DO A

SPECIFIED TASK

PERFORMANCE ACCOMPLISHM-

ENT

PERCEPTION OF TASK

REQUIRED

INTRINSIC REWARDS

EXTRINSICREWARDS

PERCIVEDEQUITABLEREWARDS

SATISFACTION

MC CELLAND’S NEED MC CELLAND’S NEED THEORYTHEORY

DAVID C MC CELLAND FORMULATED DAVID C MC CELLAND FORMULATED MOTIVATION THEORY IN 1960S CALLED MOTIVATION THEORY IN 1960S CALLED NEED THEORIES OF MOTIVATION.NEED THEORIES OF MOTIVATION.

IN HIS THEORY HE HAS STATED 3 TYPES OF IN HIS THEORY HE HAS STATED 3 TYPES OF BASIC MOTIVATING NEEDSBASIC MOTIVATING NEEDS

• NEED FOR POWERNEED FOR POWER• NEED FOR AFFLIATIONNEED FOR AFFLIATION• NEED FOR ACHIEVEMENTNEED FOR ACHIEVEMENT

NEED FOR POWERNEED FOR POWERITS NEED FOR EXERCISING SUPERIORITY ITS NEED FOR EXERCISING SUPERIORITY

OVER OTHERS.OVER OTHERS.NEED FOR AFFILIATIONNEED FOR AFFILIATIONPEOPLE DESIRE NEED FOR AFFILIATION, PEOPLE DESIRE NEED FOR AFFILIATION,

DRIVE PLEASURE FROM BEING LOVED BY DRIVE PLEASURE FROM BEING LOVED BY OTHERS & TEND TO AVOID PAIN OF BEING OTHERS & TEND TO AVOID PAIN OF BEING REJECTED BY A SOCIAL GROUP.REJECTED BY A SOCIAL GROUP.

NEED FOR ACHIEVEMENTNEED FOR ACHIEVEMENTPEOPLE WHO DESIRE A NEED FOR PEOPLE WHO DESIRE A NEED FOR

ACHIEVEMNT HAVE INTENSE DESIRE FOR ACHIEVEMNT HAVE INTENSE DESIRE FOR SUCCESS & AN EQUALLY INTENSE FEAR OF SUCCESS & AN EQUALLY INTENSE FEAR OF FAILURE.FAILURE.

EQUITY THEORYEQUITY THEORY

EQUITY THEORY OF MOTIVATION WAS EQUITY THEORY OF MOTIVATION WAS FORMULATED BY J. STANCY ADAMS. IT IS FORMULATED BY J. STANCY ADAMS. IT IS BASED ON ASSUMPTIONS THAT MEMBERS BASED ON ASSUMPTIONS THAT MEMBERS OF AN ORGANISATION HAVE A STRONG OF AN ORGANISATION HAVE A STRONG EXPECTATION OF EQUITY, FAIRNESS OR EXPECTATION OF EQUITY, FAIRNESS OR JUSTICE IN TREATMENT, ON THE PART OF JUSTICE IN TREATMENT, ON THE PART OF MANAGEMENT.MANAGEMENT.

THIS THEORY IS BASED ON TWO THIS THEORY IS BASED ON TWO ASSUMPTIONS ABOUT HUMAN BEHAVIOUR ASSUMPTIONS ABOUT HUMAN BEHAVIOUR ::

1)1) INDIVIDUALS MAKE CONTRIBUTIONS INDIVIDUALS MAKE CONTRIBUTIONS (INPUTS) FOR WHICH THEY EXPECT (INPUTS) FOR WHICH THEY EXPECT CERTAIN OUTCOMES (REWARDS) CERTAIN OUTCOMES (REWARDS)

2) INDIVIDUALS DECIDE WHETHER OR NOT A 2) INDIVIDUALS DECIDE WHETHER OR NOT A PARTICULAR EXCHANGE IS PARTICULAR EXCHANGE IS SATISFACTORY, BY COMPARING THEIR SATISFACTORY, BY COMPARING THEIR INPUTS & OUTCOMES TO THOSE OTHERS INPUTS & OUTCOMES TO THOSE OTHERS IN THE FORM OF A RATIO.IN THE FORM OF A RATIO.

LIMITSLIMITS

1)1) IT IS SOMEWHAT NARROW IN ITS IT IS SOMEWHAT NARROW IN ITS EMPHASIS ON VISIBLE REWARDS EMPHASIS ON VISIBLE REWARDS

2)2) IT IS DIFFICULT TO ASSESS THE IT IS DIFFICULT TO ASSESS THE PERCEPTIONS OF EMPLOYEES.PERCEPTIONS OF EMPLOYEES.

3)3) EQUITY THEORY IS NOT PRECISE ENOUGH EQUITY THEORY IS NOT PRECISE ENOUGH TO PREDICT WHICH ACTIONS ARE MOST TO PREDICT WHICH ACTIONS ARE MOST PROBABLEPROBABLE

INSPITE OF THESE LIMITATIONS EQUITY INSPITE OF THESE LIMITATIONS EQUITY THEORY IS A PROMISING MOTIVATION THEORY IS A PROMISING MOTIVATION THEORY & HAS DIRECT RELEVANCE FOR THEORY & HAS DIRECT RELEVANCE FOR COMPENSATION PRACTICECOMPENSATION PRACTICE

BALANCE OR IMBALANCE OF

REWARDS

INEQUITABLEREWARDS

EQUITABLEREWARDS

MORE THANEQUITABLEREWARDS

DISSATISFACTION REDUCED OUTPUT

CONTINUATION AT THE SAME LEVEL OF

OUTPUT

HARDER WORKREWARD

DISCONTINUED

CARROT & STICK APPROACHCARROT & STICK APPROACH

THE CARROT & STICK APPROACH TO THE CARROT & STICK APPROACH TO MOTIVATION, MAKES USE OF THE MOTIVATION, MAKES USE OF THE REWARDS & THE PENALITIES IN REWARDS & THE PENALITIES IN ORDER TO INDUCE DESIRED ORDER TO INDUCE DESIRED BEHAVIOUR.BEHAVIOUR.

CARROT REFERS TO REWARDS WHICH CARROT REFERS TO REWARDS WHICH ARE OFFERED OR PROMISED TO ARE OFFERED OR PROMISED TO INDIVIDUAL TO ACT IN THE DESIRED INDIVIDUAL TO ACT IN THE DESIRED WAYWAY

STICK REFERS TO PUNISHMENTS WHICH STICK REFERS TO PUNISHMENTS WHICH ARE TO BE INFLICTED ON ARE TO BE INFLICTED ON INDIVIDUALS, FOR NOT ACTING IN INDIVIDUALS, FOR NOT ACTING IN THE DESIRED WAY. IN A WAY , THE DESIRED WAY. IN A WAY , CARROT REFERS TO POSITIVE CARROT REFERS TO POSITIVE MOTIVATION, STICK REFERS TO MOTIVATION, STICK REFERS TO NEGATIVE MOTIVATION.NEGATIVE MOTIVATION.

FOR E.G. CARROT REWARDS CAN BE FOR E.G. CARROT REWARDS CAN BE LIKE WAGES, BONUS PAYEMENT, LIKE WAGES, BONUS PAYEMENT, GRANTING LEAVE WITH PAY, JOB GRANTING LEAVE WITH PAY, JOB SECURITY, PROMOTIONS ETCSECURITY, PROMOTIONS ETC

STICK PUNISHMENTS LIKE LOSS OF STICK PUNISHMENTS LIKE LOSS OF JOB,PENALITIES ETCJOB,PENALITIES ETC

REFERANCEREFERANCE

PRINCIPLES OF MANAGEMENTPRINCIPLES OF MANAGEMENT R.N GUPTAR.N GUPTAModern ManagementModern Management J N JAIN & P P J N JAIN & P P SINGHSINGHMANAGEMENTMANAGEMENT HAROLD KOONTZHAROLD KOONTZ HEINZ WEIHRICHHEINZ WEIHRICH MARK V CANNICEMARK V CANNICE

THANK YOUTHANK YOU