Understanding Motivation Theories: Maslow vs. Herzberg

1. UNIT-2 MOTIVATION

2. MOTIVATION: The term ‘motivation’ has been derived from the word ‘motive’. Motive may be defined as an inner state of our mind that activates and directs our behaviour. It makes us move to act. It is always internal to us and is externalized via our behaviour. Motivation is one’s willingness to exert efforts towards the accomplishment of his/her goal. Let us consider a few important definitions on motivation that will help us understand the meaning of motivation more clearly. Fred Luthans defined motivation as a “process that starts with a physiological or psychological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive”. KISHAN BADIYANI

3. MOTIVATION: According to Stephen P. Robbins “motivation is the willingness to exert high levels of efforts toward organisational goals, conditioned by the effort ability to satisfy some individual need”. In the opinion of Gray and Starke “motivation is the result of processes, internal or external to the individual, that arouse enthusiasm and persistence to pursue a certain course of action”. KISHAN BADIYANI

4. CHARACTERISTICS OF MOTIVATION: • It is need based • It can be of various types • It keeps fluctuating • It keeps changing • It is a force • It has wide scope • Lack of motivation is depression • Differing motivation to various persons KISHAN BADIYANI

5. MOTIVATON THEORIES: 1. MASLOW’S PRINCIPLE: It is probably safe to say that the most well-known theory of motivation is Maslow’s need hierarchy theory Maslow’s theory is based on the human needs. Drawing chiefly on his clinical experience, he classified all human needs into a hierarchical manner from the lower to the higher order. In essence, he believed that once a given level of need is satisfied, it no longer serves to motivate man. Then, the next higher level of need has to be activated in order to motivate the man. KISHAN BADIYANI

6. MOTIVATON THEORIES: 1. MASLOW’S PRINCIPLE: KISHAN BADIYANI

7. MOTIVATON THEORIES: 1. MASLOW’S PRINCIPLE: • Physiological Needs: • These needs are basic to human life and, hence, include food, clothing, shelter, air, water and necessities of life. These needs relate to the survival and maintenance of human life. They exert tremendous influence on human behaviour. These needs are to be met first at least partly before higher level needs emerge. Once physiological needs are satisfied, they no longer motivate the man. KISHAN BADIYANI

8. MOTIVATON THEORIES: 1. MASLOW’S PRINCIPLE: 2. Safety Needs: After satisfying the physiological needs, the next needs felt are called safety and security needs. These needs find expression in such desires as economic security and protection from physical dangers. Meeting these needs requires more money and, hence, the individual is prompted to work more. Like physiological needs, these become inactive once they are satisfied. KISHAN BADIYANI

9. MOTIVATON THEORIES: 3. Social Needs: Man is a social being. He is, therefore, interested in social interaction, companionship, belongingness, etc. It is this socialising and belongingness why individuals prefer to work in groups and especially older people go to work. 4. Esteem Needs: These needs refer to self-esteem and self-respect. They include such needs which indicate self-confidence, achievement, competence, knowledge and independence. The fulfillment of esteem needs leads to self-confidence, strength and capability of being useful in the organisation. However, inability to fulfill these needs results in feeling like inferiority, weakness and helplessness. KISHAN BADIYANI

10. MOTIVATON THEORIES: 5. Self-Actualisation Needs: This level represents the culmination of all the lower, intermediate, and higher needs of human beings. In other words, the final step under the need hierarchy model is the need for self-actualization. This refers to fulfillment. The term self-actualization was coined by Kurt Goldstein and means to become actualized in what one is potentially good at. In effect, self- actualization is the person’s motivation to transform perception of self into reality. KISHAN BADIYANI

11. MOTIVATON THEORIES: 2. HERZBERG’S TWO FACTOR THEORY: The psychologist Frederick Herzberg extended the work of Maslow and propsed a new motivation theory popularly known as Herzberg’s Motivation Hygiene (Two-Factor) Theory. Herzberg conducted a widely reported motivational study on 200 accountants and engineers employed by firms in and around Western Pennsylvania. KISHAN BADIYANI

12. MOTIVATON THEORIES: KISHAN BADIYANI

13. MOTIVATON THEORIES: According to Herzberg, the opposite of satisfaction is not dissatisfaction. The underlying reason, he says, is that removal of dissatisfying characteristics from a job does not necessarily make the job satisfying. He believes in the existence of a dual continuum. The opposite of ‘satisfaction’ is ‘no satisfaction’ and the opposite of ‘dissatisfaction’ is ‘no dissatisatisfaction’. According to Herzberg, today’s motivators are tomorrow’s hygiene because the latter stop influencing the behaviour of persons when they get them. Accordingly, one’s hygiene may be the motivator of another. KISHAN BADIYANI

14. MOTIVATON THEORIES: 3. MCGREGOR’S THEORY; Douglas McGregor formulated two distinct views of human being based on participation of workers. The first basically negative, labeled Theory X, and the other basically positive, labled Theory Y. KISHAN BADIYANI

15. MOTIVATON THEORIES: • Theory X is based on the following assumptions: • People are by nature indolent. That is, they like to work as little as possible. • 2. People lack ambition, dislike responsibility, and prefer to be directed by others. • 3. People are inherently self-centered and indifferent to organisational needs and goals. • 4. People are generally gullible and not very sharp and bright. KISHAN BADIYANI

16. MOTIVATON THEORIES: On the contrary,Theory Y assumes that: 1. People are not by nature passive or resistant to organisational goals. 2. They want to assume responsibility. 3. They want their organisation to succeed. 4. People are capable of directing their own behaviour. 5. They have need for achievement. KISHAN BADIYANI

17. MOTIVATON THEORIES: What McGregor tried to dramatize through his theory X and Y is to outline the extremes to draw the fencing within which the organisational man is usually seen to behave. The fact remains that no organisational man would actually belong either to theory X or theory Y. In reality, he/she shares the traits of both. What actually happens is that man swings from one set or properties to the other with changes in his mood and motives in changing .environment. KISHAN BADIYANI

18. GROUP DYNAMICS KISHAN BADIYANI

19. Group dynamics • ‘Dynamic’ word derived from Greek language, which means force or pleasure. • There is something common among the group members which binds the persons with the group and inspires the members to exchange their thoughts with each other. It creates pleasure among them. KISHAN BADIYANI

20. Group dynamics • Group members behaves under the influence of this pleasure which becomes group behaviour and organisational behaviour. KISHAN BADIYANI

21. Group dynamics • H. Bonar: • ‘The interactions among the group members, which are for increasing or decreasing mutual co-operation, completion or clash, are called group dynamics.’ • John Newstrom: • ‘Group dynamics is such a social process, through which people personally inter-act in small groups.’ KISHAN BADIYANI

22. Types of groups • Formal groups – • The different group created as per functions and policy of the organisation structure are formal groups. • For example, group of departmental heads, sales group etc. KISHAN BADIYANI

23. Types of groups B. Primary groups: Number of members are limited in the primary groups. So they can personally contact each other. Direct communication constantly continues among them. they are- Friends, family, group of neighbours etc. KISHAN BADIYANI

24. Types of groups C. Task groups: These groups are created for accomplishing a particular task of organisation. These groups are also known as groups. D. Interest Groups: When the aims of persons is common, then they create group due to common aim or common interest. KISHAN BADIYANI

25. Types of groups E. Reference groups: These groups are created only when they are holding common values, trends, standards. For example, group of advocates, group of doctors etc. KISHAN BADIYANI

26. Types of groups F. Open and Closed Groups: If members are going and coming and if the members are changing, then its called open groups. Where the numbers of members are limited and there is prohibition in coming and going of members then it is called closed groups. KISHAN BADIYANI

27. Types of groups • Formal groups • Primary groups • Task groups • Interest groups • Reference groups • Open and closed groups KISHAN BADIYANI

28. Informal groups these type of groups are emerged from individual requirements, interactions or attraction towards each other to stay together. Such groups are not formally created, but emerges by their own. One of the forms of these groups are friendship groups, in which the members meet each other informally. KISHAN BADIYANI

29. Characteristics of informal groups • Commonness • Satisfaction • Voluntary creation • Belief • Informal leadership • No control of management • Several groups • Exchange of details • Outcome of interaction KISHAN BADIYANI

30. Five Stages of Group Development • Forming • Storming • Norming • Performing • Adjourning KISHAN BADIYANI

31. Forming • Definition: groups are generally new groups that are learning how to work together • Characteristics: Members tend to be tentative and polite and to have little conflict • Critical skills and activities: groups need toidentify their purpose, develop group norms, identify group processes, define roles, build relationships and trust • Role of facilitator/leader: groups usually need a strong leader who can help the group go through its forming activities KISHAN BADIYANI

32. Storming • Definition: groups have moved past the early forming stages and are now encountering some disagreements and/or conflict. • Group characteristics: Members ofgroups tend to exhibit increased conflict, less conformity and “jockeying” for power. • Critical skills and activities: groups need to learn how to resolve conflict; clarify their roles, power, and structure; and build consensus through re-visiting purpose. • Role of leader(s): groups need leaders and other group members who are willing to identify issues and resolve conflict. KISHAN BADIYANI

33. Norming • Definition: groups have successfully moved out of the storming stage and are ready to move to a higher level of communication and problem-solving. • Group characteristics: Members of groups demonstrate animproved ability to complete tasks, solve problems, resolve conflict. • Critical skills and activities: groups need to learn to engage in more sophisticated problem-solving and decision-making, and take greater levels of responsibility for their roles. • Role of leader(s): Leaders become less directive, group members feel empowered, and multiple leaders emerge. KISHAN BADIYANI

34. Performing • Definition: groups are at the highest level of performance and can process their strengths and weaknesses while accomplishing their goals. • Group characteristics: The group takes a flexible approach to roles and structures. It can evaluate its effectiveness and views conflict as an opportunity. groups tend to be energetic, creative, and fun! • Critical skills and activities: groupsholdhigh expectations for their performance. They often use sub-groups as well as the large group for decision-making. groups recognize the need to ensure that all members are in agreement. • Role of Leader: It’s often difficult to identify the leader, because everyone is sharing in leadership. KISHAN BADIYANI

35. Adjourning • Definition: The task is completed. The group may cease to exist. • Group Characteristics: It may be a relief for some and difficult for others who do not want to leave a successful experience. • Critical skills and activities: Review what has been accomplished and move on to a new task. • Role of Leader: Guide group to use the information learned in new situations KISHAN BADIYANI