Theories of Motivation

 

Que:Explain various theories of motivation. m otivation. Ans:What is Motivation ?

The word motivation is coined from the Latin word "movere", which means to move. Motivation is defined as an internal drive that activates behavior and gives it direction. The term motivation theory is concerned with the processes that describe why and how human  behavior  behav ior is activated and directed. It is regarded regarded as one of the most important important areas of study in the field of organizational behavior .

Advantages of Motivation

A positive motivation philosophy and practice should improve "productivity, quality and service." Motivation helps people to:     

achieve goals gain a positive perspective create the power to change  build self-esteem and capability manage their own development and help others with theirs

Theories of Motivation

 No single theory can account for all aspects of biological motivation, but each of the major  approac app roaches hes contrib contribute utess somethi something ng to our unders understan tandin ding g of motiva motivatio tion, n, so we need need to understand their strengths and weaknesses.

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1. Abraham Maslow’s “Need Hierarchy Theory” : One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow. Maslow saw human needs in the form of a hierarchy hiera rchy,, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator.

As per his theory this needs are : (i) Physiological needs : These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of  need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. (ii) Security or Safety needs : These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs : Since people are social beings, they need to belong and be accepted by others. People People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs : According to Maslow, once people begin to satisfy their need to belong, they tend to want to   be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. (v) Need for self-actualization : Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving one’s potential and self-fulfillment. It is to maximize one’s potential and to accomplish something.

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2. Frederick Herzberg’s motivation-hygiene theory

Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also known as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question : “What do people want from their jobs ?” He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organizat organization ion is natura naturall and the presen presence ce of the same does does no nott lead to motiva motivatio tion. n. However, their nonpresence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.

Examples of Hygiene factors are : Securit Sec urity y, status status,, relatio relationsh nship ip with with subord subordinat inates, es, person personal al life, life, salary salary,, work work condit condition ions, s, relationship with supervisor and company policy and administration. Examples of Motivational factors are : Grow Gr owth th pros prospe pect ctus us job job adva advanc ncem emen ent, t, re resp spon onsi sibi bili lity ty,, ch chal alle leng nges es,, re reco cogn gnit itio ion n an and d achievements. Page 3

 

3. “Theory X and Theory Y” of Douglas McGregor :

McGreg McGr egor or,, in hi hiss bo book ok “The “The Huma Human n si side de of Enter Enterpr pris ise” e” st state atess th that at pe peop ople le in insi side de th thee organizatio orga nization n can be managed in two ways. The first is basically basically negative, which falls under  the category X and the other is basically positive, which falls under the category Y. After  viewing the way in which the manager dealt with employees, McGregor concluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions.

Under the assumptions of theory X : Employees inherently do not like work and whenever possible, will attempt to avoid it. • Because employees dislike work, they have to be forced, coerced or threatened with •  punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. • Most workers place a greater importance on security over all other factors and display • little ambition. In contrast under the assumptions of theory Y : Physical and mental effort at work is as natural as rest or play. • People do exercise self-control and self-direction and if they are committed to those • goals. Average verage human human beings beings are willing willing to take take respon responsib sibility ility and exercis exercisee imagin imaginatio ation, n, • ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human being’s brainpower is only •  partly used. On analysis of the assumptions it can be detected that theory X assumes that lower-order  ne need edss do domi mina nate te in indi divi vidu dual alss an and d th theo eory ry Y assu assume mess th that at hi high gher er-o -ord rder er ne need edss do domi mina nate te individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to enforce obedience” and the “right to command.” In contrast Theory Y organizations can be described as “participative”, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. Page 4

 

However, Howeve r, this theory theory has been criticiz criticized ed widely widely for general generalizat ization ion of work work and human human  behavior. 4. “Theory Z” of William Quchi : William Quchi after making a comparative study of American and Japanese management  practices suggested the adoption of theory Z, which represents an integration of American and Japanese management practices.

Features :

Theory Z represents the adoption a doption of ‘hybrid’ type type of system which iincorporates ncorporates the strengths of American management and Japanese management.the features of Z theory or US-Japanese system of management are:1. 2. 3. 4. 5.

Strong Strong bond bond between between the company company and the employ employees. ees. Empl Employ oyee’ ee’ss pa parti rticip cipati ation on.. Mutu Mutual al tr trus ust. t. Integrated organisation. Huma Human n resou resource rce deve develo lopm pmen ent. t.

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Comparison & Contrast of Management Theorists

Management Concept

Douglas McGregor (Theory X & Y)

William Ouchi (Theory Z)

Motivation

Tends to categorise people as one type or  another: either being unwilling or unmotivated to work, or being self motivated towards work. Threats and disciplinary action are thought to  be used more effectively in this situation, although monetary rewards can also be a prime motivator to make Theory X workers produce more.

Believes that people are innately self  motivated to not only do their work, but also are loyal towards the company company,, and want to make the company succeed.

Leadership

Theory X leaders would be more authoritarian, while Theory Y leaders would be more  participative. But in both cases it seems that the managers would still retain a great deal of  control.

Theory Z managers would have to have a great deal of trust that their workers could make sound decisions. Therefore, this type of  leader is more likely to act as "coach", and let the workers make most of the decisions.

Power & Authority

As mentioned above, McGregor's managers, in  both cases, would seem to keep most of the  power and authority. In the case of Theory Y, the manager would take suggestions from workers, but would keep the power to implement the decision.

The manager's ability to exercise power and authority comes from the worker's trusting management to take care of them, and allow them to do their jobs. The workers have a great deal of input and weight in the decision making process.

This type of manager might be more likely to exercise a great deal of "Power" based conflict resolution style, especially with the Theory X workers. Theory Y workers might be given the opportunity to exert "Negotiating" strategies to

Conflict in the Theory Z arena a rena would involve a great deal of discussion, collaboration, and negotiation. The workers would be the ones solving the conflicts, while the managers would play more of a "third party arbitrator" Page 6

Conflict

 

Performance Appraisals

solve their own differences.

role.

Appraisals occur on a regular basis. Promotions also occur on a regular basis.

Theory Z emphasises more frequent  performance appraisals, but slower   promotions.

5. Vroom’s Valence x Expectancy theory

The most widely accepted explanations of motivation has been propounded by Victor Vroom. Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform   better when their is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is :

Motivation = Valence x Expectancy.

The theory focuses on three things: •

Efforts and performance relationship

•

Performance and reward relationship

•

Rewards and personal goal relationship

This leads us to a conclusion that :

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