motivational theories

One of the secrets to success is recognizing that motivation follows action.

THEORY X

THEORY Y

ERG

MC CLELLANDS THEORY

PRESENTED BY

SAMEERA PATNAIK

AVINASH MOHANTY

ASSUMPTIONSASSUMPTIONS

Dislikes work and attempts to avoid Dislikes work and attempts to avoid it.it.

Has no ambition, wants no Has no ambition, wants no responsibility, and would rather responsibility, and would rather follow than lead.follow than lead.

Is self-centred and therefore does Is self-centred and therefore does not care about organizational goals.not care about organizational goals.

Resists change.Resists change.

MORE COMPENSATION

CHARACTERSTICS OF CHARACTERSTICS OF MANAGERMANAGER

Issues deadlines and Issues deadlines and ultimatums ultimatums

Distant and detached Distant and detached Aloof and arrogant Aloof and arrogant Issues instructions, directions, Issues instructions, directions,

edicts edicts Demands, never asks Demands, never asks

Does not thank or praise

Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence

Does not team-build

One-way communicator

Does not invite or welcome suggestions

Unhappy

Work can be as natural as play & rest

Love to accept & seek responsibility

Exercise self-control & self-direction in accomplishing objectives

ASSUMPTIONS

Get motivated by higher-level needs of esteem & self-actualization

Handle responsibility effectively & help in solving problems

DIFFERENCEDIFFERENCEAccording to the According to the

theory X manager, theory X manager, the extrinsic needs of the extrinsic needs of a person like wealth, a person like wealth, materialistic luxuries, materialistic luxuries, perks and bonuses perks and bonuses are the ultimate way are the ultimate way of motivating the of motivating the individual to individual to ameliorate his level ameliorate his level of performanceof performance

As for the theory Y As for the theory Y manager, he manager, he believes that if believes that if given the right given the right circumstances a circumstances a person would be person would be willing to work hard willing to work hard and even accept and even accept added responsibility added responsibility and challenge to his and challenge to his jobjob

According to the According to the theory X manager, theory X manager, people do not like to people do not like to work until they are work until they are coerced to and avoid coerced to and avoid it whenever possible. it whenever possible. What is needed to What is needed to solve this problem is solve this problem is to apply a carrot and to apply a carrot and stick approach.stick approach.

In this case, more In this case, more weight is assigned weight is assigned to the intrinsic to the intrinsic needs of a person needs of a person as compared to as compared to the concentration the concentration on the extrinsic on the extrinsic needs, which was needs, which was the main case in the main case in theory X. theory X.

ERG THEORY

GROWTH

RELATEDENESS

EXISTENCE

EXISTENCE NEEDS: Physiological and safety needs

RELATEDENESS NEEDS: Social and external needs

GROWTH NEEDS: Internal esteem and Self actualization

HOW IT DIFFERS FROM MASLOWS

THEORY

More than one level of need can cause motivation at the same time

It carries with it frustration regression element

THE GRAPES MUST BE SOUR

MCCLELLAND THEORY

ORIGINIt was shortly after world war –II

This began with an experiment TAT( Thematic apperception test)

The objective was to detect changes in motivation

With this he came out with 3 basic motivating needs

CLASSIFICATION OF NEEDS

Need for power

Need for affiliation

Need for achievement

NEED FOR POWER

The ability to induce or influence behavior

Derive satisfaction from the ability to control others

Innate drive for power

NEED FOR NEED FOR AFFILIATIONAFFILIATION

It is an unlearned motiveIt is an unlearned motiveDerive pleasure from Derive pleasure from

being lovedbeing lovedThey are concerned with They are concerned with

maintaining pleasant social maintaining pleasant social relationships relationships

NEED FOR NEED FOR ACHIEVEMENTACHIEVEMENT

Intense desire to achieveIntense desire to achieve Moderate risk takersModerate risk takers Immediate feedbackImmediate feedback Accomplishment of taskAccomplishment of task Preoccupation with the Preoccupation with the

taskstasks

IMPLICATIONSIMPLICATIONS Need for achievement is of Need for achievement is of

paramount importanceparamount importance Managers show high on power Managers show high on power

& achievement& achievement Managers Emphasize less on Managers Emphasize less on

affiliation motiveaffiliation motive Achievement motivated Achievement motivated

people can be the backbone of people can be the backbone of most organisationsmost organisations

INDIVIDUAL NEEDS

+

RESPONSIVE WORK

ENVIRONMENT

WORK MOTIVATI-ON &JOB SATISFAC

-TION

ESSENCE OF ESSENCE OF THEORYTHEORY

You can motivate by fear. And you can motivate by reward. But both of these methods are only temporary. The only lasting thing is self-motivation.

ANY QUERIES?