Motivation means a process which excites people to work for the attainment of desired object.

2. Motivation means a process which excites people to work for the attainment of desired object. It is that process wherein the persons are made to recognise their needs , in the realisation of which , they do hard work for the interest of enterprise.

3. CHARACTERISTICSCHARACTERISTICS • Continuous Process • Each Person Has Different Motivational Factors • Important Function Of Management • Stimulates People To Do Work • Only Solution To The Problem • Relates With All Levels Of Organisation

4. High level of performance • Low employees turnover and absenteeism • Sweet relations between owner and employees • Good image of an organisation • Helpful in achieving goals Importance

6. 1. Maslow’s need hierarchy theory • According to this theory , a man has countless needs and they can be categorised on the basis of priority. For example : The needs which are more sharply felt should be satisfied first and the less sharply felt needs should be satisfied afterwards.

8. Physiological needs Security needs • Security needsinclude 3 types of safety : • Physical safety : defense against accidents , diseases , etc. • Economic safety : arrangement for old age. • Psychological needs : maintain one’s prestige. Physiological needs are those needs which need to be satisfied keep a man alive. For example : food, shelter, clothing and sleep.

9. Social needs Esteem needs • Esteem needs are ego needs of man. Every human wants to attain a higher status so that his power increases. Social needs means the needs which should be fulfilled to live in a society honorably. Example: friends and relatives.

10. Self actualization • Self actualization : Here, man tries to satisfy himself by attaining self realization. it means that he should actually be an achiever in respect of his capability. Example: CEO wants to be the best in an industry

11. Assumptions: • People’s behavior being affected by their needs. • There are many needs of people and their priority can be made . • People move to next higher need only when lower level needs are satisfied.

12. criticism • Needs are not permanent .They change according to situation. • It is not important that the needs of only one category be strong at a time and the remaining remain unimportant.

13. 2. Herzberg’s Motivation-hygiene Theory

14. i. Maintenance or hygiene ii. Motivators or satisfiers • Those factors which directly inspire employees to work. • These factors are directly related to work and they are also known as job factors. Those factors whose presence does not motivate employees to work with greater enthusiasm but whose absence does discourage them.

16. Criticism • Categorization of satisfiers and dissatisfies is not practical. • This theory has made the relationship between motivation and satisfaction very simple when it is not so.

17. 3.McGregor’s X and Y theory

19. 4. Ouchi’s ‘Z’ Theory Features of ‘Z’ theory 1. Involvement of employees in decision making: • Involvement increases responsibility and the employees work with an absolute sense of dedication. • There can also be some decisions in which employees are consulted , but the final decision is taken by the management

20. 2. Establishment of informal organisational structure: • Organisational structure means the establishment of relations among all the employees working in the organisation. • These relations can be of 2 types : Under ‘Z’ theory, ouchi has given importance to informal relations. Example : basketball team.

21. 3. Establishment of trust: • According to it, there should be confidence among the employees,supervisors,managers and government. • Confidence is an important feature of a successful organisation. • It increases coordination among employees. 4. Establishment of strong relations between organisation and employee: • It gives stability to the organisation. • The following methods have been suggested to develop strong relations: to give employment for the whole life to allow promotion at a slow speed

22. Criticism 1. Lack of required efficiency for participation: • Due to low level of efficiency of employees, they do not be able to give suggestions to managers. 2. Lack of group feeling: • The difference of caste, religion , language , food and dress are most distinguishing. These differences do not allow group feeling to develop.

23. 3. Informal organisations cannot work independently: • No informal organisation can work in isolation. • More particularly in big companies so long as the formal relations do not develop, no work can be completed successfully.

24. 5.ERG THEORY Alderfer has contributed to the understanding of motivation by dividing various needs into three categories: Existing needs(E) Relatedness needs(R) Growth needs(G) This theory is an extension of Maslow’s need hierarchy and Herzberg’s two factor theory of motivation

26. The ERG theory differs from Maslow's theory in the following way:

27. 6. EXPECTANCY THEORY This theory is based on the belief that motivation is determined by the nature of the reward people expect to get as a result of their job performance. For ex: one individual places high value to promotion and perceives superior performance as instrumental in achieving that goal. This individual will be motivated towards superior performance in order to achieve the performance

28. Expectancy, Instrumentality, and Valence Figure 13.2

29. STACY ADAMS EQUITY THEORY

30. This theory recognizes that people are concerned not only with the total rewards they receive for their efforts but also with the relationship of these rewards to what others receive. For example: if an employee thinks that he is getting more rewards for his work in comparison with some other employee giving the same performance , he will come to develop a sense of dissatisfaction and he will get motivated to perform better by doing more work than is usual for him.

31. Components Inputs : input is what an individual puts in doing a job . Example : an individual puts in his efforts , his experience , his training for doing a particular job. Outcomes : it means the reward for one’s inputs. Example : an employee gets reward in the form of remuneration ,promotion ,praise ,etc .

32. 3. Comparison : an individual compares his inputs and outcomes with the inputs and outcomes of others as well as with his own previous experience. Comparison can be made in following ways: • other-inside : An employee can compare himself with other employees in the organization doing the same work. • other-outside : He can compare himself with the people doing the same work outside the organization. • self-inside : he can compare with his old experiences in his own organization. example: he can compare his experience in the same organization if he has worked in some other department or branch or position.

33. Condition Person Referent Example Equity Outcomes = Outcomes Inputs Inputs Worker gets rewards according to his inputs and these rewards happen to be equal to the rewards of the other people Underpayment Equity Outcomes < Outcomes Inputs Inputs Worker gets less reward as compared to other employees Overpayment Equity Outcomes > Outcomes Inputs Inputs Worker gets more rewards in comparison to others Equity Theory Table 13.3

34. McClelland’s Model • Three types of needs : • Need for achievement : The desire to do something better or more efficiently, to solve problems, or to master complex tasks. • features of people with high need for achievement: • Like to take responsibility for solving problems. • Tend to set moderately difficult goals

35. 2. Need for affiliation : people dominated by such need are interested in jobs that provide opportunities for social interaction. • features of people with this need: • Maintaining pleasant social relationship • Enjoy friendly interaction with others • Ready to help others 3. Need for power : The desire to control others, to influence their behavior, or to be responsible for others. • Features of people with this need: • Seeking position of leadership • Forceful and outspoken • Enjoying teaching and public speaking