1. Theories Of Motivation
(Maslow And Herzberg)
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2. What Is Motivation?
Motivation is derived from Latin words movere which
means “to move”
Motivation is the result of processes, internal or
external to the individual, that arouse enthusiasm and
persistence to pursue a certain course of action.
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3. Importance Of Motivation In Industry
High Employee Performance
Low employee turnover and absenteeism
Better Organizational Image
Better Industrial relations
Acceptability to change
Better quality orientation
Better Productivity
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4. Maslow’s Need Hierarchy Theory
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5. Abraham Maslow
Abraham was born in Brooklyn since 1908 – 1970.
Maslow was a psychologist who studied the lives and
activities of individuals that he found considered
them to be “successful and productive”.
Maslow’s is a famous theory which encompass
everything from basic needs to self-actualization in
order to demonstrate what motivates people.
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6. Maslow Theories
This theory
There are 5 levels of needs
All these needs are arranged in a hierarchy
Once one level is satisfied, the next level will emerge as the depressed
need seeking to be satisfied
The physiological and security needs are finite but the needs of higher
order are infinite and are likely to be dominant in persons at higher levels
in the organization.
Maslow suggests that various levels are interdependent and overlapping.
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7. Maslow Levels Of Pyramid
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8. Physical Needs- Level One
Physiological needs are those required to sustain life, such as:
Air
Water
Nourishment
Sleep
According to Maslow's theory, if such needs are not satisfied,
then one's motivation will arise from the quest to satisfy
them. Higher needs such as social needs and esteem are not
felt until one has met the needs basic to one's bodily
functioning.
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9. Safety Needs-Level Two
Once physiological needs are met, one's attention turns to
safety and security in order to be free from the threat of
physical and emotional harm. Such needs might be fulfilled
by:
Living in a safe area
Medical insurance
Job security
Financial reserves
According to Maslow's hierarchy, if a person feels that he or
she is in harm's way, higher needs will not receive much
attention.
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10. Social Needs-Level Three
Once a person has met the lower level physiological and
safety needs, higher level needs become important, the first
of which are social needs. Social needs are those related to
interaction with other people and may include:
Need for friends
Need for belonging
Need to give and receive love
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11. Esteem Needs-Level Four
Once a person feels a sense of "belonging", the need to feel important
arises. Esteem needs may be classified as internal or external. Internal
esteem needs are those related to self-esteem such as self respect and
achievement. External esteem needs are those such as social status and
recognition. Some esteem needs are:
Self-respect
Achievement
Attention
Recognition
Reputation
Maslow later refined his model to include a level between esteem needs
and self-actualization: the need for knowledge and aesthetics.
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12. Self – Actualization-Level Five
Self-actualization is the summit of Maslow's hierarchy of needs. It is the
quest of reaching one's full potential as a person. Unlike lower level
needs, this need is never fully satisfied; as one grows psychologically there
are always new opportunities to continue to grow.
Self-actualized people tend to have needs such as:
Truth
Justice
Wisdom
Meaning
Self-actualized persons have frequent occurrences of peak experiences,
which are energized moments of profound happiness and harmony.
According to Maslow, only a small percentage of the population reaches
the level of self-actualization.
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13. Implications for Management:
If Maslow's theory holds, there are some important implications for
management. There are opportunities to motivate employees through
 management style
 job design
 company events
 and compensation packages, some examples of which follow:
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14. Continuation
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15. Continuation
However, not all people are driven by the same needs - at any time
different people may be motivated by entirely different factors. It is
important to understand the needs being pursued by each employee.
To motivate an employee, the manager must be able to recognize the
needs level at which the employee is operating, and use those needs as
levers of motivation.
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16. Criticism
Researchers have proved that there is lack of hierarchical structure of
needs as suggested by Maslow, as some people may have deprived of
lower level needs but strive for self actualization.
There is little evidence to suggest that people are motivated to satisfy only
one need level at a time
There is a conflict between needs
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17. Herzberg’s Two Factor Theory
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18. Frederick Herzberg
Frederick Irving Herzberg: April 18th 1923 - January
19th 2000 in Massachusetts.
He was an American psychologist.
One of the most influential names in business
management for introducing:
Job enrichment
The Motivator-Hygiene theory.
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19. All About Two Factor Theory
Two Factor Theory states that there are certain factors in the workplace
that causes in job satisfaction, while a separate set of factors cause
dissatisfaction.
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20. The Dual Structure Theory
Herzberg proposed the Motivation-Hygiene Theory, also known as the
Dual Structure Theory or Two factor theory (1959) of job satisfaction.
According to his theory, people are influenced by two sets of factors:
Motivation Factors
Hygiene Factors
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21. Fundamentals
Satisfaction and dissatisfaction are not on a continuum with one
increasing as the other diminishes, but are independent phenomena.
This theory suggests that to improve job attitudes and productivity,
administrators must recognize and attend to both sets of characteristics
and not assume that an increase in satisfaction leads to an decrease in un-
pleasurable dissatisfaction.
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22. Satisfaction which is mostly affected by the "motivator factors".
Motivation factors help increase the satisfaction but aren't that affective
on dissatisfaction.
Dissatisfaction is the results of the "hygiene factors". These factors, if
absent or inadequate, cause dissatisfaction, but their presence has little
effect on long-term satisfaction.
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23. Hygiene
Factors
Rate
of Pay
Quality
of
Supervi
sion
Job
Security
Company
Policies
Relation
with
Others
Factors Affecting Job Attitudes- Hygiene Factors
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24. Motivation
al Factors
Career
Advanc
ement
Personal
Growth
Recogn
ition
Respon
sibility
Achieve
ment
Factors Affecting Job Attitudes-Motivational Factors
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25. Step One: Eliminate Job Dissatisfaction
Herzberg called the causes of dissatisfaction "hygiene factors". To
get rid of them, you need to:
 Fix poor and obstructive company policies.
 Provide effective, supportive and non-intrusive supervision.
 Create and support a culture of respect and dignity for all team members.
 Ensure that wages are competitive.
 Build job status by providing meaningful work for all positions.
 Provide job security.
 All of these actions help you eliminate job dissatisfaction in your
organization. And there's no point trying to motivate people until these
issues are out of the way!
 You can't stop there, though. Remember, just because someone is not
dissatisfied, it doesn't mean he or she is satisfied either! Now you have to
turn your attention to building job satisfaction.
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26. Step Two: Create Conditions for Job Satisfaction
To create satisfaction, Herzberg says you need to address the
motivating factors associated with work. He called this "job
enrichment". His premise was that every job should be
examined to determine how it could be made better and more
satisfying to the person doing the work. Things to consider
include:
 Providing opportunities for achievement.
 Recognizing workers' contributions.
 Creating work that is rewarding and that matches the skills and
abilities of the worker.
 Giving as much responsibility to each team member as possible.
 Providing opportunities to advance in the company through
internal promotions.
 Offering training and development opportunities, so that people
can pursue the positions they want within the company.
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27. Implications for Management
If the motivation-hygiene theory holds, management not only must
provide hygiene factors to avoid employee dissatisfaction, but also must
provide factors intrinsic to the work itself in order for employees to be
satisfied with their jobs.
Herzberg argued that job enrichment is required for intrinsic motivation,
and that it is a continuous management process.
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28. Criticism
Critics of Herzberg's theory argue that the two-factor result is observed
because it is natural for people to take credit for satisfaction and to blame
dissatisfaction on external factors.
Furthermore, job satisfaction does not necessarily imply a high level of
motivation or productivity.
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29. THANK YOU
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