1. MOTIVATION
Presented BY-
SHRUTIKA PANDEY (definition and nature of motivation)
SRISHTI DIXIT (importance of motivation)
SHALVII SHARMA ( Maslow ’s theory )
SAKSHI SHUKLA (theory x and y)
2. Traced from Latin word movere, which means ‘to move’.
1. MOTIVE
2. MOTIVATING
3. MOTIVATION
WHAT IS MOTIVATION??
“Motivation is a general inspiration process which gets
the member or the team to pull their right effectively
to give their loyalty to the group to carry out properly
the tasks that they have expected and generally to play
on effective plan in the job that the group has
undertaken .“
-E.F.L BREECH
5. 1- BASED ON MOTIVE : Motivation is based on
individuals motive .These motives are in the form of
feelings that the individuals lacks something. To
overcome this feeling of lackness ; the person tries to
behave in a manner which helps in overcoming this
feelings.
2- GOAL DIRECTED BEHAVIOUR : Motives impel
an individual to behave in such a way as to achieve
certain goals and derive satisfaction from it . Such as
needs fulfillment , want satisfaction etc .
6. 3- RELATED TO SATISFACTION : It is related to satisfaction,
satisfaction refers to the contentment experiences of an
individual which he derives out of need fulfillment. Thus,
satisfaction is a consequence of rewards & punishments
associated with past experience.
4- PERSON MOTIVATED IN TOTALITY : A person is motivated in
totality and not in part. Each individual in the organization is a self contained
unit. These affect his behavior in different way. Moreover, feelings of needs
and their satisfaction is a continuous process. Hence, an employee cannot be
motivated partly by fulfilling some of his needs.
7. 5-CONTINOUS PROCESS-
Satisfaction of one needs leads to feeling of
another and the process continues.
6-MOTIVATION IS AN INTERNAL FEELING-
Motivation is psychological phenomena which
generates an internal feeling in a human being.
Need is a feeling in the mind of a person which
creates tension to satisfy the need by directing
his behavior.
9. Improves the efficiency of
work performance
Ensures
achievement
of
organizational
goals
Creates friendly & supportive
relationships
Leads to the stability in the
work force
Acceptance of
organizational
goals
Influenced by social &
cultural norms
10. It influences the level of performance of
employees which depends on the ability &
willingness of an individual. Thus, it helps in
increasing productivity, reducing the cost of
operations & securing overall efficiency.
11. Management can achieve the goals
effectively by motivating subordinates to
contribute their best efforts towards the
fulfilment of the assigned tasks through
rewards system, the management can
secure the co-operation of subordinate
towards the accomplishment of
organisational goals.
12. 3. Creates friendly & supportive relationships
It brings employees satisfaction through
rewards, incentives, recognition of efficient work &
promotional opportunities. Industrial disputes are
reduced & there is high morale.
4. Leads to the stability in the work force
Motivation creates confidence in the
subordinates & secures their loyalty to the
organization. In this way the rate of
absenteeism & turnover is reduced, results
organization builds a better image & is
able to attract qualified & competent
people.
13. 5. Acceptance of organisational changes
When the changes, created by society, technology or
value system, has to incorporate these changes to cope
up with the requirement of the time. If these changes
are properly motivated, they accept, introduce &
implemented & keep the organization on right path of
progress.
6. Influenced by social & cultural
norms
As human wants are unlimited, so with the
satisfaction of one want, another want preferably
of the higher order is created. Hence, motivation
is also a continuous & unending process.
14. All the evidences that we
have indicate that it is
reasonable to assume in
practically every human
being and certainly in almost
every newborn baby, that
there is an active will
towards health, an impulse
towards growth, or towards
the actualization
~ABRAHAM MASLOW
15. TYPES OF NEEDS
PRIMARY NEEDS:
Also known as
physiological,
biological , basic
needs. These are
animal drives which
are essential for
survival.
SECONDARY
NEEDS: These are
also called as
learned or derived
needs; such as-
•POWER
•ACHIEVEMENT
•STATUS
•AFFILIATION
GENERAL NEEDS :
In this category, a
need must not be
learned but at the
same time, its not
completely
physiological.
Eg:Competence
-Curiosity
-Affection
23. • High Employee Performance
• Low employee turnover and absenteeism
• Better Organizational Image
• Better Industrial relations
• Acceptability to change
: Better Productivity
IMPORTANCE OF MOTIVATION
IN SERVICE INDUSTRY
24. Researchers have proved that there is lack
of hierarchical structure of needs as suggested by Maslow.
Some people may have deprived of lower level
needs but strive for self actualization.
There is lack of direct cause and effect relationship
between need and behavior.
Sometimes peoples are not aware of their own needs.
Measurement of satisfaction of needs is not possible.
Criticism
25. CONCLUSION
The basis of Maslow's motivation theory is that human beings are
motivated by unsatisfied needs, and that certain lower factors need
to be satisfied before higher needs can be satisfied. According to
Maslow, there are general types of needs (physiological, survival,
safety, love, and esteem) that must be satisfied before a person can
act unselfishly.
He called these needs "deficiency needs." As long as we are
motivated to satisfy these cravings, we are moving towards growth,
toward self-actualization. Satisfying needs is healthy, while preventing
gratification makes us sick or act evilly.
26.
27. McGregor developed a philosophical view of
human kind with his Theory X and Theory Y in
1960 . His work is based upon Maslow’s
Hierarchy of needs, where he grouped the
hierarchy into lower-order needs ( THEORY X )
and higher-order needs ( THEORY Y ) . He
suggested that management could use either
use set of needs to motivate employees, but
better results would be gained by the use of
Theory Y, rather than Theory X . These 2 views
theorized how people view human behavior at
work and organizational life .
INTRODUCTION
28. THEORY XTheory x assumes that employees are naturally unmotivated and dislike working
and this encourages an authoritarian style of management . According to this
view, management must actively intervene to get things done . This style of
management assumes that workers :
Dislike working
Avoid responsibility
Have to be controlled, forced and threatened to deliver what’s needed
Need to be supervised at every step , with controls put in place
Need to be enticed to produce results, otherwise they have no ambition or
motivation to work .
29. THEORY Y
• Theory Y shows a participation style of management
that is de-centralized . It assumes that employees are
self-motivated and creative, and enjoy working with
greater responsibility . It assumes that workers :
Take responsibility and are motivated to fulfill the
goals they are given
Seek and accept responsibility and do not need much
direction
Consider work as a natural part of life and solve work
problems imaginatively
30. CONCLUSION OF THEORY X AND
THEORY Y
• THEORY X :
• X-Type organizations tend to be top heavy with
managers and supervisors required at every step to
control workers . There is little delegation of
authority and control remains centralized .
• THEORY Y :
• This management style tends to be more widely
appropriate . In Y-type organizations are involved in
decision making and have more responsibility .
31. MCGREGOR X-Y
THEORIESTheory X
• People need close
supervision
• Will avoid work when
possible
• Will avoid
responsibility
• That they desire only
money
• People must be
pushed to perform
Theory Y
*People want
independence in work
*People seek
responsibility
*People are motivated
by self-fulfilment
*People naturally want
to work
*People will drive
themselves to perform
32.
33. CONCLUSION OF THEORY X
AND THEORY Y
• THEORY X :
• X-Type organizations tend to be top heavy with
managers and supervisors required at every
step to control workers . There is little
delegation of authority and control remains
centralized .
• THEORY Y :
• This management style tends to be more
widely appropriate . In Y-type organizations are
involved in decision making and have more
responsibility .
