MOTIVATION 1.6

 MOTIVATION 1.6

[THEORIES OF MOTIVATION]

c. Herzberg's Two Factors Theory

• According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. 
• According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.

Herzberg classified these job factors into two categories,

1. Hygiene Factors:  Hygiene factors are those job factors which  do not lead to positive satisfaction for long-term. But if these factors are absent, then they lead to dissatisfaction. These factors are extrinsic to work. Hygiene factors are also called as dissatisfies or maintenance factors. 

2. Motivational Factors:  According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors motivate the employees for a superior performance. These factors are also called satisfiers.

d. McClelland’s Achievement Motivation Theory

McClelland studied the behavioral effects of three needs:

1. Strong Need for Achievement People

• Take responsibility for results of behavior
• Willing to take calculated risks
• Set moderate achievement goals
• Prefer to set performance standards for themselves
• Prefer non-routine tasks to routine assignments
• Welcome feedback about how well they are doing

2. Strong Need for Power People

• Focuses on ‘controlling the means of influencing the behavior of another person’ 
• Having strong effects on other people
• Means of influence:  anything available to the person to control the behavior of another
• Actively searches for means of influence

3. Strong Need for Affiliation People

• Focuses on ‘establishing, maintaining, and restoring positive affective relations with others’
• Want close, warm interpersonal relationships
• Seek the approval of others, especially those about whom they care
• Like other people, want other people to like them, and want to be in the company of others

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