INTRODUCTION

It is understood that the effectiveness of a change is an end result of how efficiently the change
has been implemented and executed by the employees without sacrificing the business objectives. For a
company which is planning to launch its set of Organizational Behavior initiatives, it is extremely
important that it motivates its employees for them to execute the organizational behavior practices across
the board. Professionals understanding Organizational Behavior categorize this as Organizational
Behavior Motivation - the factor which seamlessly ensures that employees implement the Organizational
Behavior principles day in and out.

MEANING AND DEFINITION OF MOTIVATION

The term ‘motivation’ has its origin in the Latin word “mover” which means to “move”. Thus,
motivation stands for movement. One can get a donkey to move by using a “carrot or a stick”, with
people one can use incentives, or threats or reprimands. However, these only have a limited effect. These
work for a while and then need to be repeated, increased or reinforced to secure further movement. The
term motivation may be defined as “the managerial function of ascertaining the motives of subordinates
and helping them to realize those motives”.

According to ‘Dubin’ motivation could be defined as “the complex of forces starting and keeping
a person at work in an organization. Motivation is something that moves the person to action, and
continues him in the course of action already initiated”. Motivation refers to the way a person is enthused
at work to intensify his/her desire and willingness to use and channelize his/her energy for the
achievement of organizational objectives. It is something that moves a person into action wand continue
him in the course of action enthusiastically. The role of motivation is to develop and intensify the desire
in every member of the organization to work effectively and efficiently in his position.

In the words of ‘Dalton E. McFarland’, motivation is the way in which urges, desires, aspiration,
striving or needs direct, control or explain the behaviour of human being”. Motivation has very close
relationship with the behaviour. It explains how and way the human behaviour is caused. According to
McFarland motivation is a form of tension occurring within individual, with resulting behaviour aimed at
reducing, eliminating or diverting the tension. Understanding the needs and drives and their resulting
tensions helps to explain and predict human behaviour ultimately providing a sound basis for managerial
decision and action.” Thus, motivation is the term, which applies to the entire class of urges, drives,
desires, needs and similar forces.

DIFFERENT TYPES OF MOTIVATION

Here are the 7 main types of motivation:

1. Self-Enhancement Motivation

If you believe the task at hand will increase your character, advent or monetary condition and
these self-improvements are vastly desirable to you, you will encounter significant motivation to perform
even unpleasant parts of the process necessary to reach the goal. How desirable the end improvements are
to you will determine the level of motivation you will encounter.

2. Achievement Motivation
 It is the drive to pursue and attain goals. A party with achievement motivation desires to realize
objectives and development up on the ladder of success. Here, accomplishment is vital for its own shake
and not for the rewards that accompany it. It is similar to ‘Kaizen’ approach of Japanese Management.

3. Internal Motivation

On the other hand, there are other less-noticeable types of motivation.

It would be a mix to say that such behaviour does not come lacking its own rewards. To be more
precise, the end goal is not a noticeable or outdoor thing, but more internal and psychological. The
achievement of these goals – by itself also correctly seen as a reward – is in all-function not noticeable to
other personnel.

4. Affiliation Motivation

It is a drive to relate to people on a social basis. Personnel with affiliation motivation perform
work better when they are complimented for their propitious attitudes and co-surgical procedure.

5. Competence Motivation

It is the drive to be excellent at something, allowing the party to perform high quality work.
Competence motivated people seek job mastery, take pride in developing and using their problem-solving
skills and strive to be creative when confronted with obstacles. They learn from their encounter.

6. Power Motivation

It is the drive to influence people and exchange situations. Power motivated people wish to make
a depression on their organization and are willing to take risks to do so.

7. Attitude Motivation

Attitude motivation is how people reckon and feel. It is their self confidence, their belief in them,
their attitude to life. It is how they feel about the possibility and how they react to the past.

MASLOW'S THEORY OF MOTIVATION - HIERARCHY OF NEEDS

In 1943, Dr. Abraham Maslow’s article: A Theory of Human Motivation” appeared in

Psychological Review, which were further expanded upon in his book: towards a Psychology of Being In
this article, Abraham H. Maslow attempted to formulate a needs-based framework of human motivation
and based upon his clinical experiences with people, rather than as did the prior psychology theories of
his day from authors such as Freud and B.F.Skinner, which were largely theoretical or based upon animal
behaviour. From this theory of Motivation, modern leaders and executive managers find means of
motivation for the purpose of employee and workforce management. Abraham Maslow’s book
Motivation and Personality (1954), formally introduced the Hierarchy of Needs.

The basis of Maslow’s motivation theory is that human beings are motivated by unsatisfied needs,
and that certain lower factors need to be satisfied before higher needs can be satisfied. According to
Maslow, there are general types of needs (physiological, survival, safety, love, and esteem) that must be
satisfied before a person can act unselfishly. He called these needs “deficiency needs”. As long as we are
motivated to satisfy these cravings, we are moving towards growth, toward self actualization. Satisfying
needs is healthy, while preventing gratification makes us sick or act evilly.

As a result, for adequate workplace motivation, it is important that leadership understands the
active needs active individual employee motivation. In this manner, Maslow’s model indicates that
fundamental, lower-order needs like safety and physiological requirements have to be satisfied in order to

pursue higher-level motivators along the lines of self-fulfillment. As depicted in the following
hierarchical diagram, sometimes called “Maslow’s Needs Pyramid’ or “Maslow’s Needs Triangle’, after
a need is satisfied it stops acting as motivator and the next need one rank higher starts to motivate.

1. SELF – ACTUALIZATION:

Self- actualization is the summit of Maslow’s motivation theory. It is about 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- actualization people tend to have motivators such as:

• Truth
• Justice
• Wisdom
• Meaning

Self –actualized persons have frequent occurrence of Peak experiences, which energized moments
of profound happiness and harmony. According to Maslow, only a small percentage of the population
reaches the level of self-actualization.

2. ESTEEM NEEDS:

After a person feels that they “belong”, the urge to attain a degree of importance emerges. Esteem
needs can be categorized as external motivators and internal motivators.
 Internally motivating esteem needs are those such as self-esteem, accomplishment, and self
respect. External esteem needs are those such as reputation and recognition.

Some examples of esteem needs are:

• Recognition(External motivator)
• Attention (External motivator)
• Social Status(External motivator)
• Accomplishment(Internal motivator)
• Self-respect(Internal motivator)

Maslow later improved his model to add a layer in between self-actualization and esteem needs:
the need for aesthetics and Knowledge.

3. BELONGINGNESS AND LOVE NEEDS:

Once a person has met the lower level physiological and safety needs, higher level motivators
awaken. The first levels of higher level needs are social needs. Social needs are those related to
interaction with others and may include:

• Friendship
• Belonging to group
• Giving and receiving love

4. SAFETY NEEDS:

Once physiologist 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
• Pension Scheme
• A grievance system
• Financial reserves

According to the Maslow hierarchy, if a person feels threatened, needs further up the pyramid will
not receive attention until that need has been resolved.

5. PHYSIOLOGICAL NEEDS:

Physiological needs are those required to sustain life, such as:

• Air
• Water
• Food
• Sleep
• Adequate wages
• Subsidized lunch
• Subsidized schooling for employees children’s
 • Company housing

According to this theory, if these fundamental needs are not satisfied them one will surely be
motivated to satisfy them. Higher needs such as social and esteem are not recognized until one satisfies
the needs basic to existence.

APPLYING MASLOW’S NEEDS HIERARCHY- BUSINESS MANAGEMENT IMPLICATION

If Maslow’s theory is true, there are some very important leadership implications to enhance
workplace motivation. There are staff motivation opportunities by motivating each employee through
their style of management, compensation plans, role definition and company activities.

• Physical Motivation: Provide ample breaks for lunch and recuperation and pay salaries that
allow workers to buy life’s essentials.
•
• Safety Needs: Provide a working environment which is safe, relative job security, and freedom
from threats.
• Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team
dynamics.
• Esteem Motivators: Recognize achievements, assign important projects, and provide status to
make employees feel valued and appreciated.
• Self-Actualization: offer challenging and meaningful work assignments which enable innovation,
creativity, and progress according to long-term goals.

Remember, everyone is not motivated by same needs. At various points in their lives and careers,
various employees will be motivated by completely different needs, it is imperative that you recognize
each employee’s needs currently being pursued. In order to motivate their employees, leadership must be
understand the current level of needs at which the employee finds themselves, and leverage needs for
workplace motivation.

MASLOW’S THEORY – LIMITATION AND CRITICISM

Though Maslow’s hierarchy makes sense intuitively, little evidence supports its strict hierarchy.
Actually, recent research challenges the order that the needs are imposed by Maslow’s pyramid. As an
example, in some cultures, social needs are placed more fundamentally than any others. Further,
Maslow’s hierarchy fails to explain the “starving artist” scenario, in which the aesthetic neglects their
physical needs to pursuit of aesthetic or spiritual goals. Additionally, little evidence suggests that people
safety exclusively one motivating need at a time, other than situations where needs conflict.

While scientific support fails to reinforce Maslow’s hierarchy, his theory is very popular, being
the introductory motivation theory for many students and managers, worldwide. To handle a number of
the issue of present in the Needs Hierarchy, Clayton Alderfer devised the ERG theory, a consistent needs-
based model that aligns more an accurately with scientific research.

HERZBERG’S THEORY OF MOTIVATION

Fredrick Herzberg, a famous psychologist, developed another theory of motivation. This theory
is variously termed as ‘two factor theory’, ‘the dual factor theory’, and ‘the motivation hygiene theory’.

Herzberg and his associates developed the two factor theory in the late 1950s and early 1960s.
Herzberg started his famous motivational study by interview 200 accountants and engineers in Pittsburgh,
Pennsylvania. He used the critical incident method of obtaining data for analysis.
Herzberg asked essentially two questions:

1. When did you feel particularly good about your job-what turned you on; and
2. When did you feel exceptionally bad about job-turned you off?

From this study, Herzberg uncovered two separate sets of factors which led to job satisfaction and
job dissatisfaction. Interesting and unique finding was, “the opposite of satisfaction is not dissatisfaction”
as was traditionally believed. That is, if you remove dissatisfying characteristics from a job, it won’t
make the job satisfying. It just makes the job “not dissatisfying”. Hence, in Herzberg’s finding, the
opposite of “satisfaction” is “No satisfaction” and the opposite of “dissatisfaction” is “No
dissatisfaction”.

In short, Herzberg’s theory is that “the work satisfaction and dissatisfaction arise from two
different sets of factors”. Hence, this theory derived the name two-factor theory.

1. HYGIENE FACTORS

Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these
factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene
factors include: Company policy and administration, Wages, salaries and other financial remuneration,
Quality of supervision, Quality of inter-personal relations, Working conditions, Feelings of job security

Environmental, External to job

Hygiene Factors Prevent dissatisfaction

Are not motivators

Must rise continually to prevent recurrence of dissatisfaction

 2. MOTIVATORS

Motivator factors are based on an individual's need for personal growth. When they exist,
motivator factors actively create job satisfaction. If they are effective, then they can motivate an
individual to achieve above-average performance and effort. Motivator factors include: Status,
Opportunity for advancement, Gaining recognition, Responsibility, Challenging / stimulating work,
Sense of personal achievement & personal growth in a job

There is some similarity between Herzberg's and Maslow's models. They both suggest that needs
have to be satisfied for the employee to be motivated. However, Herzberg argues that only the higher
levels of the Maslow Hierarchy (e.g. self-actualization, esteem needs) act as a motivator. The remaining
needs can only cause dissatisfaction if not addressed.

Herzberg’s Two-factor theory of Motivation

Hygiene Factors Motivators
(Dissatisfiers: Factors mentioned most often (Satisfiers: Factors mentioned most often by
by dissatisfied employees ) satisfied employees)
1. Company policy and administration 1. Achievements
2. Supervision 2. Recognition
3. Relationship with supervisor 3. Work itself
4. Work conditions 4. Responsibility
5. Salary 5. Advancement
6. Relationship with peers
7. Personal life 6. Growth
8. Relationship with subordinates
9. Status
10. Security

COMPARISON OF NEED HIERARCHY AND TWO FACTOR THEORY:

Herzberg’s theory is closely related to Maslow’s theory of need hierarchy. Hygiene factors, which
prevent dissatisfaction but do not lead to satisfaction, are roughly equal to Maslow’s lower level needs.
The motivators which motivate employees on the job are roughly equivalent to Maslow’s higher level
needs. Below figure shows the comparison of needs in both the models.
 Motivators

Hygienes

Maslow’s Hierarchy of Needs Herzberg’s two factors

Issue Need Hierarchy Two-Factor Theory

∗ Type of theory Descriptive Prescriptive

∗ The satisfaction Unsatisfied need influence Needs cause performance

performance relationship behaviour and performance.
∗ Effect of need satisfaction A satisfied need is not a Satisfied hygiene need is not a
motivator (except self- motivator, other satisfied needs
actualization) are motivators.

∗ Order of Needs Hierarchically arranged No such arrangement

∗ Motivator Any need can be a motivator if it Only higher order needs serve as
is relatively unsatisfied. motivators
∗ View of motivation Macro- View deals with all Micro-view, deals primarily with
aspects of existence. work related motivation

∗ Worker level Relevant for all workers Probably more relevant to white
collar professional workers.

APPLYING HERTZBERG'S MODEL TO DE-MOTIVATED WORKERS

What might the evidence of de-motivated employees be in a business?

 • Low productivity
• Poor production or service quality
• Strikes / industrial disputes / breakdowns in employee communication and relationships
• Complaints about pay and working conditions

According to Herzberg, management should focus on rearranging work so that motivator factors
can take effect. He suggested three ways in which this could be done:
• Job enlargement
• Job rotation
• Job enrichment

J.S.ADAMS EQUITY THEORY OF MOTIVATION

There are many variants of equity theory. But the most often cited is the one proposed by J.S.
Adams, a social psychologist. Equity theories derived from social comparison process. Hence, the theory
is also known as “social comparison theory”.

Equity theory is based on the simple premise that people want to be treated fairly. It argues that “a
major input into job performance and satisfaction is the degree of equity (or inequity) that people
perceive in their work situation”.

Equity is defined as “the belief that we are being treated fairly in relation to others and inequity as
the belief that we are being treated unfairly in relation to others”.

An individual compares what he gets from a job (outcomes) with what he puts into it (inputs), and
then compares his outcome-input ratio of relevant others. If the ratios are equal, equity exists. If the ratios
are unequal, inequity exists.

Inequity occurs when:

Person’s outcomes Other’s outcomes

Person’s inputs Other’s inputs
Person’s outcomes Other’s outcomes
Person’s inputs Other’s inputs
Equity occurs when:

Person’s outcomes Other’s outcomes

Person’s inputs Other’s inputs
 Both the inputs and the outputs of the ‘Persons’ and the ‘other’ are based on the person’s
perception.
Some examples of inputs are:
Age, sex, education, social status, organizational position, qualifications, how hard the person
works.
Some examples of outcomes are:
Pay, status, promotion, and interest in the job.
If a person perceives equity, he is motivated to maintain it. If he perceives inequity, he is
motivated to reduce it.

Comparison of self
with other

Inequity Equity

Motivation to reduce inequity:

Change inputs

Change outputs Motivation to

maintain current
Alter perceptions of self
situation
Alter perceptions of other

Change comparisons
Figure: Response to perceptions of equity and inequity
Leave situation
Adams has suggested that that the people use six common methods to reduce inequity. They are:

1. Changing the inputs. A person many put less effort into the job if he is under rewarded. If he is over-
rewarded, he may put more effort into the job.
2. Changing the outcomes. The person may demand pay raise, seek additional avenues for growth and
development.
3. Altering the perception of self. After perceiving an inequity, a person may change his self
assessment.
4. Altering the perception of the other’s input and/or outcomes. A person who feels under rewarded
when compared to the other, might conclude that the other person is actually harder working than
himself.
5. Changing the object of comparison. A person may feel that the present comparison-other (the person
with whom he has compared) is lucky, or has special skills and abilities.
6. One may simply leave the situation. He may get transferred to other department or quit altogether the
organization to reduce inequity.
 APPLYING HERTZBERG'S MODEL TO DE-MOTIVATED WORKERS

Equity theory has advantages as well as limitations. On the side of advantage, the theory has
generated a lot of research which has been fairly supportive of it. Second, the theory recognizes the
influence of social comparison processes on motivation.

Thirdly compared to the content theories, the equity theory adopts a realistic approach to
motivation. The theory has the following limitations:

1. It is somewhat narrow in its emphasis on visible rewards and overemphasizes conscious processes.
2. How do employees define inputs and outcomes? For instance, “responsibility is viewed by some as
input and as output by others.

3. How do employees combine and weigh their inputs and outcomes to arrive at totals?
4. How does a person choose (or change) the comparison others?
5. Equity theory is not precise enough to predict which actions are most probable.

In spite of these problems, equity theory continues to offer us some important insights into employee
motivation.

VROOM’S EXPECTANCY THEORY

Vroom’s Expectancy theory gives one of the most widely accepted explanations of motivation. It
integrates many of the elements of the needs, equity, and reinforcement theories. It considers the interface
of the individual with both the situation and the environment. It has other names such as instrumentality
theory path-goal theory, and valence-instrumentally-expectancy theory.

The focus of the expectancy theory is on the relationship among inputs rather than on the inputs
themselves.

The theory attempts to determine how individual choose among alternative behaviours. According
to his theory, the motivation depends on how much we want something and how much we want
something and how likely we think we are to get it, for example, you see an advertisement for a lecturer’s
job with Rs 20,000 salary per month. You may like the job, but you won’t apply because you don’t have
required qualification’s (Master’s degree), hence you have no chance of getting it. Suppose you see
another advertisement for a servant with Rs. 500 salary per month. Even if you think you can get it, you
may not apply. You come across an advertisement for an accountant with Rs.5000 per month salary and
the qualification required is degree without experience. You may probably apply because (1) you want it
and (2) there is a reasonable chance of you getting it. Below figure summarizes the basic expectancy
theory.
 There are three variables in the theory such as valence, instrumentality and expectancy; and hence
the theory is called ‘the VIE Theory’. We will understand the meaning of these variables.

VALENCE: According to Vroom, valence means the strength of an individual’s preference for a
particular outcome. In other words, valence means preferences individuals have for various outcomes or
incentives that re potentially available to them. It is personal value workers place on the rewards they
believes they will receive for performing. For e.g. to a manager who values money and achievement, a
transfer to a higher paying position is another city may have high valence; to a manager who values
affiliation with colleagues and friends, the same transfer many have low valence.

An individual with high ‘esteem needs’ generally attaches a high valence to a new job title or a
promotion. An individual with strong security needs values pension and retirement programmes or a long
period of service contract. The person with self-actualization needs attaches high valence to changing
jobs or increased responsibility.

The studies have found that the value of specific outcomes varies from culture to culture also as it
varies from individual to individual.

INSTRUMENTALITY: it refers to person’s perception of the probability that certain outcomes will be
attached to performance. In other words perception of the probability that performance will lead to other
outcomes. An ‘outcome’ is anything that might result from performance. For example, a person would be
motivated towards superior performance if he perceives that is leads to greater pay. This person has high
instrumentality. A person who sees no link between performance and pay will have zero instrumentality.
The value of instrumentality varies from 0 to 1.

EXTECTANCY: It refers to the belief that an effort will lead to completion of a task. This likelihood,
or probability, is determined subjectively by the person deciding whether to act, and can range from 0 to
1. For example, if a salesperson knows for certain that he can sell his goods, and then the expectancy
value of his selling effort is 1. If he sees no chance of selling, his expectancy is 0. Normally, expectancies
of employees will lie between these two extremes. Like valence, expectancy must also be high for
motivation to take place.

Note the difference between expectancy and instrumentality. Expectancy refers to the belief that
the task will be performed. It is the first level outcome. Instrumentality, on the other hand, refers to the
belief that the performance will result in desired outcome. For example, a person buys a lottery ticket
with the hope of winning a prize. Buying the lottery ticket is expectancy. Chance of winning the prize is
expectancy.

In summary, according to the expectancy theory,

Motivation=Expectancy x Valence x Instrumentality.

EVALUATION OF EXPETENCY MODEL:

• Vroom’s theory is very popular in academic circles. It has generated considerable research.
• This theory can clarify the relationship between individual goals and organizational goals.
Suppose workers are given a certain standard for production. By measuring workers output,
management can determine how important their various personal goals (second-level outcomes
such as money, security, and recognition) are; the instrumentality of the organizational goals (the
first-level outcomes, such as the production standard) for the attainment of the personal goals; and
the workers expectancies that their effort and ability will accomplish organizational goal.
• The expectancies theory views individuals as thinking, reasoning beings who have beliefs and
anticipations concerning future events in their lives. Strong internal drives, or satisfiers and
dissatisfiers may not simply motivate them to act.
• Vroom’s theory implies that managers must make it possible for an employee to see that effort
can result in appropriate need satisfying rewards.

Despite its general appeal, expectancy model has its own limitations. It has not been fully tested
empirically. The numerous relationships among the three variables is still open to question.

The theory has been criticized that it is overtly rational. Not everyone is willing or able to spend
his energy and time to calculate probabilities. That is, the calculation of valence, expectancies, may
not be done by the people.

Besides those mentioned in the theory, the individuals, effort in the job is influenced by many
factors.

Research on the principles of expectancy theory has been plague by a wide variety or technical,
methodological problems. Most studies that have attempted to test its validity have been only
marginally successful.

Though there are limitations, the principles of the model can be used to guide managers in
designing organizational rewards, work systems, management by objective and goal setting.

THEORY ‘X’ AND ‘Y’

The values of human relations movement were exemplified by Douglas McGregor, an American
scholar in his classic book ‘The Human side of Enterprise’. McGregor distinguished two alternative
basic assumptions about people and their approach to work. He named these two assumptions as Theory
“X” and Theory “Y”. They are summarized in the below table.

TABLE: McGregor’s Theory ‘X’ and ‘Y’

Theory ‘X’ Assumptions Theory ‘Y’ Assumptions
1. People do not like work and they will try to 1. People do not naturally dislike work; work is a
avoid it. natural activity like play or rest.
2. Since employees dislike work, they must be 2. People are capable of self-direction and self
coerced, controlled, or threatened with control if they are committed to objectives
punishment to achieve goals
3. People prefer to be directed. They avoid 3. People are committed goals to the degree that
responsibility and have little ambition. They are they receive personal rewards when they reach
interested only in security. their objectives.
4. People will seek and accept responsibility under
favorable conditions.
5. People have the capacity to be innovative in
solving organizational problems.
6. People are bright but under most organizational
conditions their potentials are underutilized.

Theory ‘X’ takes a generally negatives and pessimistic view of human nature and employee
behaviour. Hence, it assumes that people must be constantly coaxed into putting forth effort in their jobs.
In many ways, it is consistent with the tenets of scientific management. McGregor criticized traditional
view (Theory ‘X’ assumptions) as pessimistic, stifling, and outdated. He viewed the typical employee as
an energetic and creative individual who could achieve great things if given the opportunity. This
optimistic perspective was labeled by him as theory ‘Y’. He held the belief that theory ‘Y’ assumptions
were more valid than theory ‘X’ assumptions. Therefore, he proposed such ideas as participation in
decision-making, responsible and challenging jobs, and good group relations as approaches that would
maximize an employee’s job motivation.

If one accepts McGregor’s human model, the following managerial practices will be seriously
considered:

1. Abandonment of time clocks.

2. Flexible basis
3. Job enrichment
4. Management by objectives and
5. Participative decision-making.

McGregor’s theory ‘X’ and ’Y’ philosophy has left an indelible mark on modern management
thinking. Some historians have credited McGregor with launching the field of organizational behaviour.

Unfortunately, there is no evidence to confirm that either set assumptions are valid. Also there is no
evidence that accepting theory ‘Y’ assumptions and altering one’s actions accordingly will lead to more
motivated workers.

CONCLUSION
 Although Herzberg's paradigm of hygiene and motivating factors and Maslow's hierarchy of
needs may still have broad applicability in the business world, at least one aspect of each, salary as a
hygiene factor (Herzberg) and esteem as a lower order need than self-actualization (Maslow), does not
seem to hold in the case of elementary and secondary school teachers. These findings may begin to
explain why good teachers are being lost to other, higher paying positions and to help administrators
focus more closely on the esteem needs of teachers, individually and collectively.

BHARATHI EDUCATION TRUST

ACADEMY OF HIGHER EDUCATION
Bharathinagara

Topic: Motivation

Subject: Organizational Behaviour

Assignment No: 1
Submitting To: Miss. Prathibha
Faculty of Commerce
BET AHE.

Submitting By: Hemalatha K S

M.com 2nd Sem
BET AHE.
Date: April 18, 2011

CONTENTS
SL.NO. PARTICULARS PAGE NO.

1. Introduction about Motivation 1

2. Meaning and definition of Motivation 1

3. Different types of motivation 1-2

4. Maslow’s Theory of motivation 2-5

5. Herzberg’s Theory of motivation 5-8

6. J.S. Adams Equity Theory of motivation 9-11

7. Vroom’s Expectancy Theory of motivation 11-13

8. Theory ‘X’ and ‘Y’ 13-16

9. Conclusion 16