Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees. Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all. It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms. Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.

3. Submitted To:
Shantono Hasan
Lecturer
Department of
Business Administration
LEADING UNIVERSITY

4. Ehsan Ahmed Chowdhury
1201010230
Syed Ali Hasan
1201010248
Mahmudul Karim Newaz
1201010205
Masum Hussain
1201010202
Abdul Motin
1201010219
Abu Ahmed Shahib
1201010247
Kazi Abu Abad
1101010282

5. 16%
13%
15%
14%
13%
16%
13%
Syed Ali Hasan
1201010248
Ehsan Chowdhury
1201010230
Abu Ahmed Shahib
1201010247
Abdul Motin
1201010219
Massum Hussain
1201010202
Mahmudul Karim
Newaz 1201010205
Kazi Abu Abad
1101010282

6. “Motivation means a process
of stimulating people to action
to accomplished desired goals”
William G. Scout

7. Importance of Motivation
Helps in satisfying needs of the Employees
Change the negative attitude to Positive attitude
Reduce labor turnover
Reduce absenteeism
Helps in introducing changes
Improves level of efficiency of employees
Creating friendly and supportive relationship

8. Motivation Process
Determination
of future need
Unsatisfied
needs
Tension
Satisfied
Needs
Search
Behavior
Drives
Reduction of
tension
Give
rise to

10. Types of Motivation
Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation

11. Positive Motivation
• Positive motivation induces people to do work in
the best possible manner and to improve their
performance.
• Positive motivation is the type of motivation a
person feels when he expects a certain reward.
An example of Positive motivation :
when a Boss tells his subordinate , "if you achieve
the target on the time I will give you promotion"

12. Negative
Motivation
• Negative incentives are those whose purpose is to
correct the mistakes or defaults of employees.
• Negative incentive is generally resorted to when positive
incentive does not works and a psychological set back
has to be given to employees.
An example of Negative motivation :
When a Boss tells his subordinate , "if you do not achieve
the target on the time I will give you demotion”

13. Financial
incentives
• Pay and allowances
• Productivity linked
wage incentives
• Bonus
• Profit sharing
• Stock option
• Retirement benefits
Non financial
incentives
• Career advancement
opportunity
• Job enrichment
• Employee recognition
program
• Job security
• Employee participation
• Organizational climate
• Employee empowerment

14. Monetary Incentives
• Those incentives which satisfy the subordinates
by providing them rewards in terms of rupees.
• Money has been recognized as a chief source
of satisfying the needs of people.
• Money is also helpful to satisfy the social needs
by possessing various material items.

15. Non-monetary
Incentives
Non-financial incentives which
cannot be measured in terms
of money are under the
category of “Non- monetary
incentives”.
Whenever a manager has to
satisfy the psychological
needs of the subordinates, he
makes use of non-financial
incentives.
Types of Non-financial
incentives :-
• Security of service
• Praise or
recognition
• Job enrichment
• Promotion
opportunities

16. Motivation Theories
Traditional Theories
Fear and
Punishment Theory
Reward Theory
Carrot and Stick Theory
Modern Theories
Maslow’s Hierarchy
needs
Herzberg hygiene
theory
MC. Gregors theory X
and Y
‘Z’ Theory
Vroom’s Expectancy
Theory
Three need theory

17. Fear and Punishment Theory
• Managers developed a strategy of
forcing people to work by
threatening to punish or dismiss
them or cut their rewards if they
did not work well.
• This philosophy is characterized by
thinking of aggressiveness and
authorities managers
• Their was a tight control and rigid
supervision over workers.

18. Reward Theory
• This theory tried to establish a
direct relationship between
efforts and rewards.
• Bases of Piece rate system of
wages
• Based on the standard
manager should decide on
degree of rewards and
penalties

19. Carrot and Stick Theory
• This theory suggest a
combination of both rewards and
penalties for motivation
• This is based on the strategy of
putting carrot in the front of the
donkey and hitting it with the
stick from behind so it has to run
• Carrot refers to the incentives
• Stick refer to the penalties

20. Maslow’s Theory of Motivation
• Abraham Maslow is well
renowned for proposing the
Hierarchy of Needs Theory in
1943.
• He considered an individual's
motivation behavior as a
predetermined order of needs.
Abraham Maslow

21. Hierarchy of Needs Theory
Self-
Actualization
need
desire for gaining more knowledge, social- service,
creativity and being aesthetic
Esteem Needs
reputation, prestige, power, status, recognition and
respect of others.
Social needs
needs for belongingness,
friendship, love, affection, attention and social
acceptance.
Safety needs
security of job and need for a predictable, secure and
safe environment
Basic/ Physiological Needs
food, water, air, shelter, sleep, thirst, etc.

22. McGregor :Theory X and Theory Y
• In 1960, Douglas McGregor
formulated Theory X and
Theory Y suggesting two
aspects of human behavior
at work
Douglas McGregor

23. Theory X and Theory Y (Douglas McGregor)

24. Assumptions of Theory X
• An average employee does
not like work and tries to
escape it whenever possible.
• He lacks ambition and dislikes
responsibility
• Since the employee does not
want to work, he must be
persuaded, compelled, or
warned with punishment so as
to achieve organizational
goals.

25. Assumptions of Theory ‘y’
• Employees can perceive their
job as relaxing and normal.
• If the job is rewarding and
satisfying, then it will result in
employees’ loyalty and
commitment to organization.
• The creativity, resourcefulness
and innovative potentiality of
the employees can be utilized
to solve organizational
problems.

26. Herzberg’s Two-Factor
Theory of Motivation
• In 1959, Frederick
Herzberg, a behavioral
scientist proposed a
two-factor theory or
the motivator-hygiene
theory.

27. Two-Factor Theory (Frederick Herzberg)
Hygiene
factors
Motivators

28. Hygiene factors
Hygiene factors are those
job factors which are
essential for existence of
motivation at workplace.
Hygiene factors are also
called as dissatisfies or
maintenance factors as
they are required to avoid
dissatisfaction. These
factors describe the job
environment / scenario.
Means of
Hygiene Factors
 Company policy and
administration
 Interpersonal relationship
Working conditions
 Salary
 Status
 Job security

29. Motivational Factors
The motivational factors
yield positive satisfaction.
These factors motivate the
employees for a superior
performance.
These are factors involved
in performing the job.
Employees find these
factors intrinsically
rewarding.
Means of Motivator
 Recognition
 Sense of achievement
 Growth and promotional
opportunities
 Responsibility

30. David McClelland’s Theory of Needs
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31. Thanks for
Patient Hearing