Lecture – 2

(Organisational Behavior)

Unit - 1:
Motivational Models

By:-
Ms. SHIVANGI JHA
PARUL INSTITUTE OF BUSINESS
ADMINISTRATION
BBA SEM-6
Motivation
Meaning:
• Motivation refers to the internal or external factors that drive a person
to take certain actions, pursue specific goals, or exhibit particular
behaviors.

• It is the psychological force or energy that compels individuals to

initiate and sustain their efforts toward achieving a desired outcome.

• Motivation plays a crucial role in influencing behavior, guiding decision-

making, and determining the level of effort and persistence individuals
apply to tasks or goals.

• Without motivation, life would be dull and uninspiring, and individuals

would lack the drive to pursue their goals and make their mark on the
world. So, motivation is not just a concept; it is a way of life that can
Motivation
• Motivation is the term used to describe the reason or reasons
why someone does something. It is the force that drives
individuals to achieve their goals, to learn new things, to engage
in social activities, and to perform various tasks.

• Motivation is the driving force behind behavior. It refers to the

internal and external factors that stimulate desire and energy in
people to be continually interested in and committed to a job,
role, or subject, or to make an effort to attain a goal.

• Motivation can be defined as the process that initiates, guides,

and maintains goal-oriented behaviors. It is what causes us to
act, whether it is to reach for a glass of water to quench our
thirst or to study for an exam to get a good grade.
Motivational Models
1. Maslow’s Need
Hierarchy
• Abraham Maslow sought to explain why people are
driven by particular needs at particular times. He
concludes that human needs are arranged in a hierarchy
from most to least processing. His theory consists of Five
levels of basic needs.
• Maslow first introduced his “Theory of Hierarchy” in
his 1943 paper “A Theory of Human Motivation”
and his subsequent book “Motivation and
Personality”.
• People will try to satisfy their most important needs first.
When a person succeeds in satisfying an important
need, he will then try to satisfy the next important need. Abraham
• For instance, A poor man (Need 1) will not take an Maslow
interest in the latest happening in the artwork (Need 5),
nor in how he is viewed by others (Need 3 or 4), nor 1908 - 1970
even in whether he is breathing clean air (Need 2); but
when he has enough food and water, the next most
important need will become main.
Physiological Needs
• Physiological needs are those required to sustain life, such
as:
• Air
• Water
• Food
• Sleep

• According to Maslow’s theory, if these fundamental needs

are not satisfied then one will surely be motivated to
satisfy them.
• Higher needs such as social needs and esteem needs are
not recognized until one satisfies the basic needs to exist.
Safety Needs
• Once physiological needs are met, one’s attention turns to safety and
security to be free from the threat of physical and emotional harm.
Such needs might be fulfilled by:
• Living in a safe area
• Medical insurance, Good Health
• Job security
• 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.

• Example – Helmet, Medicines, Insurance, Security guard for home.

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

• Friendship
• Belonging to a group
• Intimacy
• Giving and Receiving Love
Esteem Needs
• 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
• Example – Highly expensive products, World tour, Living in a
Self-Actualization Needs
• Self-actualization is the summit (top) of Maslow’s Hierarchy of
Needs. It is the quest to reach 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
Limitations of Need Hierarchy
Theory
• The needs may not follow a definite hierarchical order.
For example, even if the safety need is not satisfied,
the social need may emerge.

• The need priority model may not apply at all times in

all places.

• The level of motivation may be permanently lower for

some people. For example, a person suffering from
chronic unemployment may remain satisfied for the
rest of life if only he get enough food.
2. Herzberg’s two-factor
theory
• In 1959, Frederick Herzberg, a behavioral
scientist proposed a two-factor theory or the
motivator-hygiene theory.

• According to Herzberg, some job factors result

in satisfaction while other job factors prevent
dissatisfaction.

• According to Herzberg, the opposite of

“Satisfaction” is “No satisfaction” and the
opposite of “Dissatisfaction” is “No Frederick
Dissatisfaction”.
Herzberg
1923-2000
About the theory
● Frederick Herzberg – Introduced the theory in 1959.
● Also known as the “Motivator-Hygiene Theory”.
● 2 factors - Hygiene and Motivators
What are these 2 factors?
1) Motivators: Which can
encourage employees to
work harder. They are
found in the job itself.

2) Hygiene factors: These

won’t encourage
employees to work harder
but they will cause them
to become unmotivated if
they are not present. They
surround the job.
Hygiene Factors
• Herzberg classified these job factors into two categories-
1.Hygiene factors- Hygiene factors are those job factors that are essential for
existence of motivation at the workplace. These do not lead to positive
satisfaction for the long term. But if these factors are absent/if these factors
are non-existent at the workplace, then they lead to dissatisfaction.

2.In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them
dissatisfied. These factors are extrinsic to work.

3.Hygiene factors are also called dissatisfiers or maintenance factors as

they are required to avoid dissatisfaction. These factors describe the job
environment/scenario. The hygiene factors symbolized the physiological needs
which the individuals wanted and expected to be fulfilled.
Hygiene Factors
• Hygiene factors include:
• Pay: The pay or salary structure should be appropriate and reasonable. It must be equal
and competitive to those in the same industry in the same domain.
• Company Policies and administrative policies: The company policies should not be
too rigid. They should be fair and clear. It should include flexible working hours, dress
code, breaks, vacation, etc.
• Fringe benefits: The employees should be offered health care plans (mediclaim),
benefits for the family members, employee help programmes, etc.
• Physical Working conditions: The working conditions should be safe, clean and
hygienic. The work equipments should be updated and well-maintained.
• Status: The employees’ status within the organization should be familiar and retained.
• Interpersonal relations: The relationship of the employees with his peers, superiors
and subordinates should be appropriate and acceptable. There should be no conflict or
humiliation element present.
• Job Security: The organization must provide job security to the employees.
Motivational Factors
• Motivational factors- According to Herzberg, the
hygiene factors cannot be regarded as motivators. The
motivational factors yield positive satisfaction. These
factors are inherent to work. These factors motivate
the employees for a superior performance.

• These factors are called satisfiers. These are

factors involved in performing the job. Employees find
these factors intrinsically rewarding. The motivators
symbolized the psychological needs that were
perceived as an additional benefit.
Motivational Factors
Motivational factors include:

1. Recognition: The employees should be praised and recognized for their

accomplishments by the managers.

2. Sense of achievement: The employees must have a sense of achievement. This

depends on the job. There must be a fruit of some sort in the job.

3. Growth and promotional opportunities: There must be growth and

advancement opportunities in an organization to motivate the employees to
perform well.

4. Responsibility: The employees must hold themselves responsible for the work.
The managers should give them ownership of the work. They should minimize
control but retain accountability.

5. Meaningfulness of the work: The work itself should be meaningful, interesting

and challenging for the employee to perform and to get motivated.
Herzberg’s view of satisfaction
and dissatisfaction
The 4 states
How can the theory be used to
increase motivation?
1. Eliminate job hygiene stressors.
- Rectify petty and bureaucratic company policies.
- Ensure each team member feels supported without feeling
micromanaged.
- Ensure the day-to-day working culture is supportive.
- Ensure that salaries are competitive within the industry.

2. Boost job satisfaction.

- Job enrichment
- Job enlargement
Limitations to the theory
● The theory focuses on improving employee satisfaction. That doesn’t
necessarily translate into increased productivity.

● Two Factor Theory is subject to bias. For example, when an employee is

satisfied they will give themselves credit for that satisfaction.

● Conversely, when they are dissatisfied they will blame external factors.

● No comprehensive measure of satisfaction was used. An employee

may find his job acceptable even though he may hate/object to part of
his job.

● There is no objective way to measure employee satisfaction within the

theory.
To summarise
Maslow’s Relationship with
Herzberg Theory
3. ERG Theory of
Motivation
• To bring Maslow’s need hierarchy
theory of motivation in
synchronization with empirical
research, in 1969 Clayton
Alderfer redefined it in his terms in
his article “An Empirical Test of a
New Theory of Human Need”. His
rework is called as ERG theory of
motivation.

• He recategorized Maslow’s hierarchy

of needs into three simpler and
broader classes of needs:
ERG Theory – How the model
works?
• In this model the letters E, R, & G each stand for a different human need:
Existence, Relatedness and Growth. The ERG model is a
content theory of motivation.

• Why ERG theory is known as the content theory of motivation?

 The ERG theory is a content theory because it focuses on the content of human needs and
how they relate to motivation. It is different from process theories of motivation, which
focus on how people choose behaviors to fulfill their needs. The ERG theory suggests that
if a higher-level need cannot be fulfilled, an individual may regress to a lower-level need.
For example, if an individual is unable to fulfill their growth needs, they may focus on
fulfilling their relatedness needs instead.

• Alderfer’s ERG Theory of Motivation states that individuals can be motivated

by multiple levels of need at the same time and that the level that is most
important to them can change over time. In other words, an individual’s priorities
and motivations may be fluid and can move between the existence,
relatedness, and growth levels of need over time. They can move upwards,
and they can move downwards.
E – Existence Needs
• This group of needs is concerned with providing the
basic requirements for material existence, such as
physiological and safety needs.

• In a work context, this need is satisfied by money

earned in a job for the purchase of food, shelter,
clothing, etc.

• Maslow’s Physiological and Safety Needs fall

under this category of needs.
R – Relatedness Needs
• This group of needs focuses on the desire to establish
and maintain interpersonal relationships with family,
friends, co-workers and employers.
• Interact with other people, receive public recognition,
and feel secure around people.
• The amount of time most people spend at work this
need is normally satisfied to some extent by their
relationships with colleagues and managers.
• Maslow’s social needs and external component
of esteem needs fall under this class of need.
G – Growth Needs
• These needs are about the fulfillment of desires to
be creative, and productive and to complete
meaningful tasks.

• These needs are all about personal development. In

a work context a person’s job, career, or profession
can provide a significant satisfaction of growth needs.

• Maslow’s self-actualization needs and intrinsic

component of esteem needs fall under this
category of need.
Maslow’s relation with
ERG Theory
 Contd.
• Existence needs motivate at a more
fundamental level than relatedness
needs, which, in turn, supersedes
growth needs.

• Satisfaction – Progression > Moving

up to higher level needs based on
satisfied needs. (Applicable in Maslow’s
theory. Not necessarily in ERG theory)

• Frustration – Regression > If a

higher-order need is frustrated, an
individual may regress to increase the
satisfaction of a lower-order need which
appears easier to satisfy.
Key Differences between
Maslow’s and ERG Theory
1.It suggests that people can be motivated by needs from more than
one level at the same time. There is not necessarily a strict
progression from one level to the next.

2.It acknowledges that the importance of the needs varies for each
person and as circumstances change. Some people might put a
higher value on growth than relationships at certain stages of their
lives, for example.

3.It has a "frustration-regression" element. This means that, if a

person's needs remain unsatisfied at one of the higher levels, he or
she will become frustrated and go back to pursuing lower-level
Implications of ERG Theory
• Managers must understand that an employee has various needs that
must be satisfied at the same time.
• According to the ERG theory, if the manager concentrates solely on one
need at a time, this will not effectively motivate the employee. Also,
the frustration-regression aspect of ERG Theory has an added effect on
workplace motivation.
• For instance – if an employee is not provided with growth and
advancement opportunities in an organization, he might revert to the
relatedness need such as socializing needs and to meet those
socializing needs, if the environment or circumstances do not permit,
he might revert to the need for money to fulfill those socializing needs.
The sooner the manager realizes and discovers this, the more
immediate steps they will take to fulfill those needs which are
frustrated until such time that the employee can again pursue growth.
McClelland’s
Theory of
Needs
Objectives
Application
Need for
Introduction of this
Power
theory

Statement Need for

Summary
of Theory Affiliation

Need for
Three Needs
Achievement
Introduction
• David McClelland and his associates proposed McClelland’s
Theory of Needs / Achievement Theory of Motivation
which revolves around three important aspects, namely,
Achievement, Power, And Affiliation.
• This theory was introduced during the 1960s.
• It is based on Maslow’s hierarchy of needs.
• According to McClelland, individuals possess three needs that
are not innate and are regardless of gender, caste, race, age, or
culture. They are learned through opinions of culture and life
experiences.
• This theory is also known as the ‘Acquired Theory of Needs’.
Statement of Theory

Every individual has Achieveme

nt
one of three main
Affiliation
driving motivators:
The needs for – Power
The 3 Needs
• Desire to do better, solve
Achievement
problems and Master complex
(n-ACH) problems.
Affiliation • Desire for a friendly and warm
(n-AFF) relationship with others.

Power • Desire to control others and

(n-POW) influence their behavior.
Need for Achievement (n-
ACH)
The need for achievement as the name itself
suggests is
the urge to achieve something in what you do.
• An individual with a need for achievement would:
 Be motivated by achievement and the opportunity for promotion.
 Have a strong desire to complete complex tasks, set records, or do
something extraordinary.
 Prefer it when results are under their control and based on their
effort rather than external factors.
 Like to receive regular feedback.
 Avoid high-risk and low-risk situations. Low-risk situations offer no
sense of achievement, and high-risk situations are too much outside
of their control.
 Need for Achievement (n-
ACH)
Personal Typical Behaviors
Responsib
ility
High
• Must win at any cost
n- • Must be on top and receive credit
ACH
Regular Low
Modera
Feedbac • Fears Failure
te Risks
k
• Avoids Responsibility
 Need for Achievement (n-ACH)
Detailed Explanation (Exam point-of-view)
• The need for achievement as the name itself suggests is the urge to achieve something in what
you do. If you are a lawyer it is the need to win cases and be recognized, if you are a painter it is
the need to paint a famous painting.
• It is the need that drives a person to work and even struggle for the objective that he wants to
achieve. People who possess high achievement needs are people who always work to excel by
particularly avoiding low reward low-risk situations and difficult to achieve high-risk situations.
• Such people avoid low-risk situations because of the lack of a real challenge and their
understanding that such achievement is not genuine. They also avoid high-risk situations because
they perceive and understand them to be more about luck and chance and not about one’s effort.
The more achievements they make the higher their performance because of higher levels of
motivation.
• These people find innovative clever ways to achieve goals and consider their achievement a better
reward than financial ones. They make a calculated decision and always appreciate feedback and
usually works alone.
• Individuals motivated by the need for achievement usually have a strong desire to set up difficult
objectives and accomplish them. Their preference is to work in a results-oriented work environment
and always appreciate any feedback on their work. Achievement-based individuals take calculated
risks to reach their goals and may circumvent both high-risk and low-risk situations.
• They often prefer working alone. This personality type believes in a hierarchical structure derived
Need for Affiliation (n-
AFF)
The need for affiliation is the urge of a person to have
interpersonal and social relationships with others or a
particular set of people.
• An individual with a need for affiliation would:
 Be motivated by achieving and retaining acceptance as part of a
group. They like to be liked.
 Follow the social norms of an organization for fear of rejection.
 Enjoy collaboration but dislike competitive situations.
 Avoid high-risk and low-risk situations.
 Need for Affiliation (n-
AFF)
Acceptan
Typical Behaviors
ce
High
• Demands blind loyalty and harmony
n- • Does not tolerate disagreement
AFF
Low
Friends Cooperat
hip ive • Remains aloof
• Maintains social distance
Need for Affiliation (n-AFF)
Detailed Explanation (Exam point-of-view)

• The need for affiliation is the urge of a person to have interpersonal and social
relationships with others or a particular set of people. They seek to work in groups by
creating friendly and lasting relationships and have the urge to be liked by others. They
tend to like collaborating with others to competing with them and usually avoid high-risk
situations and uncertainty.

• The individuals motivated by the need for affiliation prefer being part of a group. They
like spending their time socializing and maintaining relationships and possess a strong
desire to be loved and accepted. These individuals stick to basics and play by the books
without feeling a need to change things, primarily due to a fear of being rejected.

• People in this group tend to adhere to the norms of the culture in that workplace and
typically do not change the norms of the workplace for fear of rejection. Collaboration is
the way to work for the competition remains secondary. They are not risk seekers and
are more cautious in their approach. These individuals work effectively in roles based on
social interactions, for instance, client service and other customer interaction positions.
Need for Power (n-POW)
The need for power is the desire within a person to
hold control and authority
over another person and influence and change their
decision in
accordance
• An individual withfor
with a need hispower
own needs or desires.
would:
 Want to be in charge of others.
 Enjoy winning and competition.
 Place a high value on discipline.
 Enjoy having status and motivating others.
 Like to win arguments.
 Need for Power (n-POW)
Typical Behaviors
Influence
r
High
• Desires control of everyone and
everything
n- • Exaggerates own position and resources
POW Low
• Dependent / Subordinate
Competiti Motivatin
• Minimizes own position and resources
ve g
Need for Power (n-POW)
Detailed Explanation (Exam point-of-view)
• The need for power is the desire within a person to hold control and authority over
another person and influence and change their decision following his own needs
or desires. The need to enhance their self-esteem and reputation drives these
people and they desire their views and ideas to be accepted and implemented
over the views and ideas of others.
• These people are strong leaders and can be best suited to leading positions. They
either belong to Personal or Institutional power motivator groups. If they are a
personal power motivator they would have the need to control others and an
institutional power motivator seeks to lead and coordinate a team towards an end.
• The individuals motivated by the need for power have a desire to control and
influence others. Competition motivates them and they enjoy winning arguments.
Status and recognition are something they aspire for and do not like being on the
losing side.
• They are self-disciplined and expect the same from their peers and teams. They
do not mind playing a zero-sum game, where, for one person to win, another must
lose and collaboration is not an option. This motivational type is accompanied by
needs for personal prestige and better personal status.
Application of Theory
St • Identify the motivational needs of the team
e • Examining the team to determine which of the three needs is a motivator for
each person, personality traits, and past actions can help in this process.

p
1
St
• Approach the team according to your type of
need
e • Based on the motivational needs of team members, modify your leadership style
to assign projects according to the type of need of each individual team
member. Challenging projects would definitely be a part of the portfolio of
p someone who enjoys power, while relatively simpler projects are for the kitty of
someone derived from affiliation.

2
Application of Theory – Step 1
St • Identify the motivational needs of the team
e • Examining the team to determine which of the three needs is a motivator for each
person, personality traits, and past actions can help in this process.
p
1
• For example, someone who always takes charge of the team when
a project is assigned. The one who speaks up in meetings to
encourage people, and delegates responsibilities to facilitate
achieving the goals of the group. Someone who likes to control the
final deliverables. This team member is likely being driven by
power.
• Another team member who does not speak during meetings, and
is happy agreeing with the team’s thoughts, is good at
managing conflicts and may seem uncomfortable while
Application of Theory – Step 2
• Approach the team according to your type of
need
• Based on the motivational needs of team members, modify your leadership
Ste style to assign projects according to the type of need of each individual
team member. Challenging projects would definitely be a part of the
p2 portfolio of someone who enjoys power, while relatively simpler projects
are for the kitty of someone derived from affiliation.

• This information is crucial to influence while setting up relevant

goals for the individual, monitoring, providing feedback,
recommending the learning plan, etc. If a particular need type
does not fit the position of the individual, he/she can be made
aware of the same, so that they can either work in the right
direction or accept their fate.
Summary of the McClelland’s
Theory
• McClelland’s Theory of Needs focuses on the aspects that
attempt to explain how the needs for achievement, affiliation,
and power affect the actions of people from a managerial
context.
• People require different things from their workplace.
• Individuals motivated by power may need clear
expectations and steps needed to advance in their careers.
• Individuals motivated by achievement may need regular
opportunities to solve a problem.
• Individuals motivated by affiliation may need consistent
feedback on the job that they are doing.