In The Name Of Allah, The Most Beneficent, The Most Merciful

MOTIVATION
• Motivation
• Motivation is the word derived from the word
‘motive’ which means needs, desires, wants or
drives within the individuals.
• It is the process of stimulating people to actions
to accomplish the goals.
• In some other words motivation refers to the
process by which a person’s efforts are energize,
directed, and sustained toward attaining a goal.
• This definition has three key elements:
1) Energy
2) Direction
3) Persistence(determination)
CONCEPT OF MOTIVATION
• Motivation is the force moves managers and employees
to higher performance.
• Motivation is the force moves people to initiate, direct
and sustain behavior and action.
• Motivation is the individual, internal process that
energizes, directs and sustain behavior.
• In the words of management thinker; POTER
“INDIVIDUALS ARE MOTIVATED BY FUTURE
EXPECTATIONS, BASED ON PREVIOUSLY LEARNT
EXPERIENCE” .
APPROACHES TO MOTIVATE
The best approaches to motivate someone is that;
• Should introduce reward system to encourage
employees to achieve the goals like:
• Merits system
• Pay-for-knowledge system
• Profit sharing
• Gain sharing
• Employee’s stock ownership plans.
• Be supportive, fair and be respectful.
 Motivators
• Work itself
• Recognitions
• Responsibility
• Achievement
• Growth
• Advancement
 EARLY THEORIES OF MOTIVATION
• Following are the four early theories:
1. MASLOW’S HIERARCHY OF NEEDS THEORY
2. Mc GREGOR’S THEORY X and Y
3. HERZBERG’S TWO-FACTORS THEORY
4. McCLELLAND’S THREE NEEDS THEORY
Maslow’s Theory
•Abraham Maslow’s hierarchy of Human needs theory is
the most widely discussed theory of motivation. The
theory can be summarized as :
•Human beings have wants and desires which influence
their behavior, only unsatisfied needs can influence
behavior, satisfied needs cannot.
•Since needs are many, they are arranged in order of
importance, from the basic to the complex.
•The person advances to the next level of needs only
after the lower level need is at least minimally satisfied.
•The needs, listed from basic (lowest, earliest) to most
complex (highest, latest) are as follows:
Work Motivation Theories:
Maslow’s Hierarchy of Needs
Self-Actualization
(Self-fulfillment)

Esteem
(Recognition from others)

Social
(Company and acceptance of others)

Safety
(Security & shelter)

Physiological
(Air, food, water, etc.)
•Physiological needs: food, drink, shelter, and other physical
requirements.

•Safety needs: security and protection from physical and

emotional harm, as well as assurance that physical needs will
continue to be met.

•Social needs: affection, belongingness, acceptance, and

friendship

•Esteem needs: internal esteem factors such as self-respect

autonomy, and achievement; and external esteem factors such
as status, recognition, and attention.

•Self-actualization needs: growth, achieving one’s potential,

and self-fulfillment; the drive to become what one is capable
of becoming
• Douglas Mcgregor- theory X and Y
• Mcgregor gave a;
‘AUTHORITARIAN –DEMOCRATIC’ approach
Theory –X managers –authoritarian-is tough
and supports tight control with
punishment/reward systems.
 The contrasting style is that of the theory Y
manager-the democratic-who is
benevolent(kind, caring), participative and a
believer of self controls.
• THEORY –X
• Manager believes their employees
are basically lazy, need constant
supervision and direction, and are
indifferent (unmoved, uninterested)
to organizational needs.
• Theory-Y
• Managers believe their workers
enjoy their work, are self motivated,
and are willing to work hard to meet
both personal and organizational
goals…….
 Theory X.
 Employees inherently dislike work and will
attempt to avoid it, whenever possible.
 Employees must be coerced, controlled or
threatened with punishment to achieve desired
goals.
 Employees will shirk responsibilities and seek
formal direction whenever possible.
 Most workers place security above all other
factors associated with work and will display
little ambition
 Theory X personality
• Negative view
• Pessimist
• Little ambition
• Generally dislikes
work
• Avoids
responsibility
• Needs constant
supervision
 Theory Y.
 Employees view work as being as natural as
rest or play.
 Employees will exercise self-direction and
self-control if they are committed to the
objectives.
 The average person can learn to accept, and
even seek, responsibility.
 The ability to make good decision is widely
dispersed through the population and isn’t
necessarily the sole ability of managers.
 Theory Y personality
• Positive
• Primarily optimistic
• Enjoy working
• Seek out responsibility
• Needs little
supervision
• High level of ambition
 McGregor’s Theory
Theory X- Autocratic Theory Y- Democratic
• Dislike Work • Like Work
• Avoid Responsibility • Naturally Works
Toward Goals
• Little Ambition
• Seeks Responsibility
• Force/Control/
Direct/Threaten • Imaginative, Creative,
Clever
• Motivated by Fear &
Money • Motivated by
Empowerment
• Herzberg’s Two Factor Theory(1968).
• Herzberg’s needs based theory identified two
sets of factors on the bases that they “motivate
in different ways.
• Hygiene Factors must be addressed to avoid
dissatisfaction and include:
 policies and procedures for staff treatment
Suitable level and quality of supervision
Pleasant physical and working conditions
Appropriate level of basic salary and status
Team working
However, in themselves hygiene factors are not
sufficient to result in +ve motivation.....
• Motivators will not caused is satisfaction by
not being present but can increase motivation
if present. They include:
 Bonus
Sense of achievement
Recognition of good work
Increasing levels of responsibility
Career advancement
Attraction of the job itself
Most of them are non financial in nature……..
 Herzberg’s Two Factor Theory
(Motivation Factor).

 Achievement
 Recognition
 Responsibility
 Advancement
 Growth
 Herzberg’s Two Factor Theory
(Hygiene Factors)

 Supervision
 Company policy
 Relationship with supervisor
 Working conditions
 Security
 Herzberg’s Two Factor Theory

Motivation Factors Hygiene Factors

 Achievement  Supervision
 Recognition  Company policy
 Responsibility  Relationship with supervisor
 Advancement  Working conditions
 Growth  Security
 McClelland’s Theory of Needs
Assumptions
1. The prospect of achievement motivates more than extrinsic
rewards.
2. Motives are learned and when people learn to value
achievement, it becomes a strong motivator.
To instill motivation:
• Place people in situation where they can succeed.
• Emphasize setting reasonable and achievable goals.
• Get people to take responsibility for their actions.
• Provide clear and constructive feedback on performance.
3. When achievement motivation is high, then individuals set
high, but achievable goals, value and use feedback, have a
single-minded absorption with task accomplishment.
 McClelland’s Theory of Needs

 Need for achievement.

– The desire to do something better or more
efficiently, to solve problems, or to master
complex tasks.
– High need for achievement people:
• Prefer individual responsibilities.
• Prefer challenging goals.
• Prefer performance feedback.
 McClelland’s Theory of Needs

 Need for affiliation.

– The desire to establish and maintain friendly and
warm relations with others.
– High need for affiliation people:
• Are drawn to interpersonal relationships.
• Seek opportunities for communication.
 McClelland’s Theory of Needs

 Need for power.

– The desire to control others, to influence their
behavior, or to be responsible for others.
– High need for power people:
• Seek influence over others.
• Like attention.
• Like recognition.
• Contemporary theories of motivation.
• Following are theories:
• J. Stacey Adams Equity Theory
• Victor Vroom expectancy theory
• Reinforcement Theory.
 J. Stacey Adams Equity Theory

Assumptions:
1. Individuals care about being treated fairly.
2. People make social comparisons regarding fair and
equitable treatment.
3. Perceived inequity tends to reduce motivation.
4. Individuals attempt to reduce feelings of inequity by:
• They try to get increased benefits--get a raise.
• They try to leave--quit and find another job.
• They reduce their inputs--expend less effort on the
job.
 Equity Theory

The ratio of the outcomes

to inputs one person
receives from work are
compared to the ratio of
outcomes to inputs of
another person at work
 Inequity motivates
action to restore equity of
the ratios
 An organizational example
• Mary perceives that she works just as hard as John
and receives less pay.
• What might she do?
– Ask for more pay
– Do less work
– Adjust her comparison
– Take some other action like filing an Equal Pay Act suit,
organizing a union, etc.
– Quit
 Equity Theory

Equity occurs when each person has equal

ratios (e.g., 50:50)

self-outcomes other’s-outcomes
vs
self-inputs other’s-inputs
Underpayment equity: The sense of unfairness derived from the
perception that the ratio of one’s own inputs and outcomes is
lower than the ratio of a comparison other.
Overpayment equity: The sense of unfairness derived from the
perception that the ratio of one's own inputs and outcomes is
greater that the ration of comparison other.
 Victor Vroom expectancy theory
• Vroom believes that people will be motivated to
do things to reach a goal if they believe in the
worth of that goal and if they can see that what
that do will help them in achieving it.
• Expectancy theory states that an individual tends
to act in a certain way based on the expectation
that the act will be followed by a given outcome
and on the attractiveness of that outcome to the
individual.
• It includes three variables, or relationships.
• cont’d,
1) Expectancy, or effort-performance linkage, is the
probability perceived by an individual that
exerting a given amount of effort will lead to a
certain level of performance.
2) Instrumentality, or performance-reward linkage, is
the degree to which an individual believes that
performing at a particular level is instrumental in
attaining the desired outcome.
3) Valence, or attractiveness of reward, is the
importance that an individual places on the
potential outcome or reward that can be achieved
on the job. Valence considers both the goals and
needs of the individual. (valence word used to
discuss the emotions of individuals or used for
attractiveness).
• Reinforcement Theory.
• The contemporary motivation theory with
perhaps the greatest potential for business
application is reinforcement theory.
• Reinforcement theory is based on the premise
that behavior that is rewarded is likely to be
repeated, whereas behavior that has been
punished is less likely to occur again.
• Discuss the difference between motivation and manipulation

• Best Answer: If your motivation is bad (just selfish, just greedy,

etc.) then it is likely it will have harmful consequences. It will also
drive you to manipulate others in order to achieve your goal.
If your motivation is good overall - though it may take pages and
pages to resolve a definition of "good" - then it is likely that you
will be an inspiration for others who need to be motivated or
who enjoy and even admire your motivation.

• They want to join you voluntarily. Under these circumstances you

can motivate them and vice versa in the same direction because
you believe in a good outcome. Under these circumstances it is
not really necessary to be manipulative.

• First and foremost it undermines the self-respect, self-confidence

and 'motivation' of the one who is being manipulated.
• It is very condescending(self-important) to
manipulate another - except in dire(terrible)
emergencies, short-term.
• People may tolerate it for awhile, but finally it
will reach a point where they will have to break
free from it.
• At some point also the manipulator will lose all
support. So in the end, manipulating others also
undermines the manipulator.
• Everything depends upon the quality of one's motivation.
• That will determine how one goes about achieving it.
Through experience, I feel little has been gained if your
motivation has not benefited others.
• Good motivation inspires others and gives them motivation
and incentive. Again from experience, there is nothing more
satisfying than a group of people who are inspired and
motivated to work together for a common goal. There is no
need of manipulation in this case.
• Rather there is a tendency to try and avoid manipulation
and to be sure that there is mutual consent and agreement.
Misunderstanding and dishonesty easily breed
manipulation. But if your motivation is positive you will
want to clear up misunderstanding, deception, dishonesty,
mistakes before mistrust leads to mutual manipulation.
• A person who wants to manipulate clearly feels
superior to another. Also a manipulator does not
want another to manipulate them. So if both parties
are going to practice manipulation they are going to
be locked in an un-resolvable power struggle.

• To avoid manipulating others your motivation has to

be beneficent, if possible. Then you have to be
vigilant. Manipulation is a short-cut that is usually a
sign of weakness and deficiency. I hate being
manipulated because I know the goal will not be
reached with aplomb. But that's my experience. On
the other hand, I admire and love people who
motivate me especially when I've gone off course.
Motivation.
It's encouraging people to achieve something , to reach an
objective/goal which will benefit to the same person or
persons ( for example team building in a Company.)
It is a positive action in all aspects.
Manipulation.
Manipulators are usually intelligent people with an inner
sense of "reading" in the mind of people .They can "see"
what are the needs of these people , influence them to do
something , that will fulfill those needs and at the end the
benefits of these actions will be to the profit of the
manipulator.
They are ,most of the time , very dangerous to society.
They are people with an Hidden Agenda.
• Motivation Is something you do for yourself
Manipulation Is something others talk you into doing don't
follow this one.