Motivational Theories: Bba Group G Group 1 Organizational Behaviour

Motivational Theories
BBA GROUP G
GROUP 1
ORGANIZATIONAL BEHAVIOUR
GROUP MEMBERS
 SYED ALI RAZA

 SALMAN AZIZ
 FAYAZ SHAH
 MUSLEHUDDIN
 SHAHBAZ KHAN
SYED ALI RAZA
Maslow’s Needs Of Hierarchy Theory
 History: Maslow’s hierarchy of

needs was first introduced in
Abraham Maslow’s 1943 paper,
“A Theory of Human
Motivation“. Maslow later
refined this theory in 1954 with
his book, “Motivation and
Personality“. Since then, this
theory has remained a popular
subject in sociology, management
training, and psychology classes.
 Physiological Needs:
These needs are basic to human life and,
hence, include food, clothing, shelter, air,
water and necessities of life
 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.
 Social Needs:
Man is a social being. He is, therefore,
interested in social interaction, companionship,
belongingness, etc. It is this socializing and
belongingness why individuals prefer to work in
groups and especially older people go to work.
 Esteem Needs:
These needs refer to self-esteem and self-
respect. They include such needs which indicate
self-confidence, achievement, competence,
knowledge and independence.
 Self-Actualization 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
Hertzberg’s Two Factor Theory
 History:
The psychologist Frederick
Herzberg extended the work of
Maslow and proposed 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.
 History:
(1) When did you feel particularly
good about your job
(2) When did you feel

exceptionally bad about your job?
He used the critical incident
method of obtaining data.
 Responses to these questions.
 Motivating Factors:
Achievement: A job must give an employee a sense of
achievement. This will provide a proud feeling of
having done something difficult but worthwhile.
Recognition: A job must provide an employee with
praise and recognition of their successes. This
recognition should come from both their superiors
and their peers.
Responsibility: Employees should “own” their work.
They should hold themselves responsible for this
completion and not feel as though they are being
micromanaged.
Challenge: The job itself must be interesting, varied,
and provide enough of a challenge to keep employees
motivated.
Promotion: Promotion opportunities should exist for
the employee.
Growth: The job should give employees the
opportunity to learn new skills. This can happen
either on the job or through more formal training.
 Hygiene Factors:
Company policies: These should be fair and clear to every
employee. They must also be equivalent to those of
competitors.
Supervision: Supervision must be fair and appropriate. The
employee should be given as much autonomy as is
reasonable.
Relationships: There should be no tolerance for bullying or
cliques. A healthy, amiable, and appropriate relationship
should exist between peers, superiors, and subordinates.
Work conditions: Equipment and the working environment
should be safe, fit for purpose, and hygienic.
Salary: The pay structure should be fair and reasonable. It
should also be competitive with other organizations in the
same industry.
Co-Workers: The organization should maintain the status of
all employees within the organization. Performing meaningful
work can provide a sense of status.
Security: It is important that employees feel that their job is
secure and they are not under the constant threat of being
laid-off.
Expectancy theory
By : Muslehuddin
Expectancy theory
 The expectancy theory was proposed by Victor Vroom of Yale School of
Management in 1964.
 expectancy theory of motivation proposes that an individual will
behave or act in a certain way ….

 Expectancy theory offers a powerful explanation of performance
variables
 Such as…
Expectancy theory
 Expectancy theory has some validity because for many behaviors people consider expected
outcomes. However, it goes only so far in explaining behavior.
 In more practical terms, employees will be motivated
to exert high level of effort when they believe it will lead
to a good performance appraisal:

Expectancy theory focuses on three relationships
Effort-performance relationship
 The probability perceived by the individual that exerting a given amount of
effort will lead to performance.
 Self efficacy – the person's belief about their ability to successfully perform a particular
behavior.
 Goal difficulty – when goals are set too high or performance expectations that are made
too difficult.
 Perceived control – Individuals must believe that they have some degree of control over
the expected outcome
Performance-reward relationship
 The degree to which the individual be- lieves performing at a particular level will lead
to the attainment of a desired outcome.
Rewards-personal goals relationship
 The degree to which organizational rewards satisfy an individual's personal goals or
needs and the attractiveness of those potential rewards for the individual.
Advantages of the Expectancy Theory
 It is based on self-interest individual…
 This theory stresses upon the expectations and perception; what is real and actual is
immaterial.
 It emphasizes on rewards or pay-offs.
 It focuses on psychological extravagance…

Salman Program “BBA”
Aziz and Group “G”
McClellands Three Need
Presentation Theory
Topic
McClellands Three
Need Theory
 Need for Achievement
 Need for Power
 Need for Affiliation
Need for  Wants to do something new and different
Achievement  Energetic people
 Like competition
 Want to stay on top
 Taking Responsibility
Need for  The desire of control and influence other
Power  Concerned about their status and prestige
 They want to lead and incharge
 Be responsible for other
 They want power either (Personal or
Institutional Power)
Need for  Belong to group
Affiliation  Concern for good interpersonal relations
 Being liked and getting along
 Accept other and expect acceptance
 Less competitive and like collaboration
 Doesn’t like high risk
 Avoid conflict
Key Points  Every person has one of three driving
motivators, need for achievement, power or
affiliation
 These motivators are not inherited, we develop
them through our culture and life experience
 Achiever are like to solve problem in achieve
goals
 Those with strong affiliation don’t like stand
alone or take risk, they value relationship above
anything else
 Those with strong power motivated likely to
control others and be in charge
Where you Stand
E.8000 (almost impossible)
D.4000
C.2000
B.1000
A.500 (Easiest)
…………………………………………………..…………………………………………
You have only one Ring
Mcgregor’s
theory X and Y
Syed fayaz shah

Douglas mcgregor theory
This theory was created by Douglas McGregor
while he was working at the MIT Sloan School
of Management in
the 1950s
Theory “x” and theory “y”
It was first explained by the mcgregor in his book “The Human Side Of
Enterprise” in which he explained two styles of management:
 Authoritarian (theory X)
 Participative (theory Y)
Theory “X”
Theory X is a "we versus they" approach, means it is the management

versus the employees.
Theory “y”
Theory Y consider their employees as a valuable assets to the

organisation. They form a friendly relationship with the employees
instead of dictating them.
How does the Theory
motivate employees?
 Theory x belief that employees need attention to be supervised

 Theory Y says that employee are motivated by accomplishing their
goals
Chris Argyris Theory Of
Motivation
By : Shahbaz Khan
Introduction
 Chris Argyris, Born In 1923.

 He is a behavioral scientist and theorist.
 Degree in Psychology, 1947.
 M.A in Psychology and Economics, 1949.
 Ph.D in Organizational behavior.
 Chris Argyris, died in 2013.
Chris Argyris Theory
 Description, Disconnection between management practices and

adult personality.
 Motivation Theory based on proposition how management practices
affect individual behavior and growth.
 Human nature and behavior.
 Maturity and Immaturity.
Characteristics of Mature and Immature Personality
Immaturity Maturity
Passivity Activity
Dependence Independence
Behave In few ways Behaving in many ways
shallow interest Deep and strong interest
Short term perspective Long term perspective
Subordinate position Super ordinate position
Lack of self awareness Self awareness and control
Seven Changes in the personality
 Passivity to Activity.
 Dependence to Independence.
 Few Behavior to many behavior.
 Shallow Interest to Deep interest.
 Short term perspective to long term perspective.
 Subordination to Equality or superiority.
 Non Self awareness to self awareness.
According To Chris Argyris Theory
 More responsibility
 Less Guideline and rules
 To Develop their own Goal
Three Things that Actually motivate Employees
 If you treat employees as mature adults and provide them with more
responsibility, you will see higher level of productivity.
 Employees must be able to develop their own goals and increase cross
organization socialization.
 Treat employees positively in order to achieve productivity.
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Motivational Theories

 SYED ALI RAZA

 History: Maslow’s hierarchy of

(2) When did you feel

 The expectancy theory was proposed by Victor Vroom of Yale School of

behave or act in a certain way ….

outcomes. However, it goes only so far in explaining behavior.

 In more practical terms, employees will be motivated

to exert high level of effort when they believe it will lead

to a good performance appraisal:

 The probability perceived by the individual that exerting a given amount of

effort will lead to performance.

 It is based on self-interest individual…

 It emphasizes on rewards or pay-offs.

 It focuses on psychological extravagance…

Syed fayaz shah

Theory X is a "we versus they" approach, means it is the management

Theory Y consider their employees as a valuable assets to the

 Theory x belief that employees need attention to be supervised

 Chris Argyris, Born In 1923.

 Description, Disconnection between management practices and

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