AupeRFeR's ERG Treory-> theor om (169 enndemee s ive human needs Perfo three, categories t- Exlgtence»)_ Relatednect { Crrowih + _ phystotogieal destrer (¢ cto a hyctea | teve and affection) ‘Maslow! first we levels + opt all maer'a! t eds > Thelude ier water, air, Existence: a 2. || Relatedness Need > Ercempass sec/al and a externa ( esteem; retatonshi ps ith slanificant others Ike family, friends, co. miorkers and } | ra employers: This also! meant +o be recognized _ an fee} secure as fa er aoa (or = Homalie® Maddow —-thied —¢ fou (evs wit Needs > Taternal esteem and telf-actuali aHon ys theee impel. person +to_amake ae effacts on hinge If. creative or roduc e ff ‘and the environment (eq. te broqrete “foward _ ideal self)> Matiow's fourth ad Mf the The (ncludes desires +o be creative cae one’: fevele: and pre ductive, and “0 complete _meaningfis | _ tacks 'Gen “though the ‘ty, of “these need differ prom erson. to rsom, Albergers ERG theory _ priorivises jm terms of the cateqorie!_ concert - neics Erictence meeds are the rnoct concrete , ahd easiest +o verify: Relstatners needs Ane lecs concrete than erietence needs, which depend on _a_ relation: bis wid _or_mor, fle finally growth meds are the leact conacte (nt their checific cbjectves defends en phe uniguenete bf sath peso ’S.Yroom!s Gibectaney Rory. - inthereas Maslow > and Hereberq look at the felationshiP bfw — tmternal needs and. the resu tft'ng eftertn aes +o fulfitr the wy, Vroom exbectanty “theory teporates effort (ushtch arises from motlvation), per formance, and ellteores-— | Yroor's ex pectane theory assumes tha ¢ t behavieuy results form _censtlous choleee ameng altern- rt Vthote_purbese ic +o maximize plea and to Inirlse _ Vroom realized tha t_ _8n employee's ti Ie bated on ¥ Indheldual — - pfs rage personally, skit» 1 skills 5 _knowiledge , enperiwce, and tober Wesel He Stafecl af eit tha erforma me an mottyat'oh are Umked In |'4 persons meotvation | He veces the varlables Gfectancy, Lnstrwmen- 4H ta tit and Valance +e ccoun oun for thie E s+ & pectamey Te te the e_ bellef “that Uncreated & sated Offorf_ Thai lead +o _tnereased |_Performa nce ees es L work harder hen _ thle till be be | This ts 9 ffacted *y Auch Hiungst eae ae Having the High + ‘resources Available Co Watertals, ‘time’ ‘ ,i _|Hasing. sine ght sh Skillx to de. © the “jee a : eer ts the ; > || faving necessary Support fo get ‘the ‘job E done _ Eger Sopervisor Sobbort, or correct fermen | on Job): = | Instrumentality. ts the belief that If You perform Well that a vafued @utcome wil! be receved » The _clegree to which a firet tevel ottcome [wit ted +o -the cerend leve! cuicome he» If I do a quod Job there Is something fm it rf me- This. Is affected by such Things agé tp [Clear understanding, of the relationship baw _fecfeuma ea end outcomes = ea “the let efathe ll owrrd game’ « | 1) || Toost In the @ who willl take the deckfone on Who Ages what ovtcom ¢ | wy feenepaens ef the procere that decides who gst vuha- me. Valence > Is the tmbortance tha + heft | places wpen_the oxpectes| ovteeme for tne— vafenwe to be poshtfye, the percon muot prefer aHalning the buterne Jo nd} attarn!ng ite Por example, If Someone it manly mativated By moneys he oro she™ might not walae offerr ie) addHonal +lme off: | The. three _otennente are tmbortamt behi'nd cher One element over ‘another because they are 7 Clearly defleed ¢ offers — performance exbectari ep ; (E> P expectancy) and Berformance — outcome . Sehectadiny CP expectancy) ERR nf setae Our assescment of the probailtty Nhat dur effort! will lead +o ‘the reputed _hetloe= mance level. Me! Pro e| mey > Our assessment of the probability hat cour | suctesefal per Pormarce juli" 1224 | fo _certaim outcomes ef eee es | Creclalty + Vroom!s ea theory worke on ss | pererfons — so even ‘f Jan embloyer fhlnkes | have) provided everyting propriate __ for eee and even. in’ thle workt with _ Imatt tie In thats organi it doesntmean tat Someone won't perceive that 1+ dorsi c oes work fer them At first gianie Skhecta ney: theory would ¢¢orn most applicable -to a. traditional ~ attttude work [situation | where how motivated the em ployee Tdepends on whether they want the reward o” offer for. doing 4 good ob and wihether trey believe more effert will tead 4o that reward __ Howevers } Could equa Myeniafptyetoaamn pts taihere_gormaane does _cometnring because they ech a certain. outcerne» for example, cs nracyel paper because 1 +think Its important +o conserve | resources ahd take a Stand On environmen ta | _esues _Cvalence) 4 T +hink that the more effert _||T put __iorte recy lin the more paper I will [recycle Cenpectaney) ‘and 2 thinks cinat the more aber T recycle then tests resource ¢ wilt be ] usd Casement Se aes tua t'on E [Thus Vecoms _eapectaney e pot about selfs interest roake dowards exp theory of _mnetivation ie Im rewards bot about the ected outcome é foward? | assoclahions ple i | and the contr ou tio nv ey, feel can_mak [ those outcomes ©| Eaurry THeony [EQeTTY THeogy Te core of the equity theory te ime Principle Sf balance ef or equity. As ber shls met vatlen theory, an indiy/dual's _ mothation (evel fe correlated to hls perception of- equity 1 flees Land justice prachised by the Rese ee I [Higher Te _indivatual perception. af arent e eater 1s the motivaton level and wee versd- while evaluating _fer'sners, employee compare, the Job imput (Yn terme of Conftuution) [+e cutcome (tn termi of tembensation) and o Comparer “the same wait that of another T a. a — © DUT atic Covtp et - r_ of equal cadre | category “ratio Court + — rope wal) te sed -fo make such @_tomparlton a Equity THeory > Ratio Com barlson ferce finn olla _< oftb Onder rewarded “equity, Tenvon) E Eioe ey et equity 3 Over— Rewarced Ofta = O[ce ofta > ofte (equity Tensionee A com barisen 1a bet made bfw ¥ 12 Ss 6 $B +o bosentan | itis print & erent >The four comparisons an employee can j oe have bee® termed as Bspenars accord te Gecdroan « Tee _referent- chogen is a significant arlable in equity ttheary These veferente are 3s a 2 ee insides. Pb Sagat vecferlenee Ina diffrent dina position imslde his! fastents erganization F |Setf-outide > On employee’ experience in 2 sHuaton outside the present organisation 2 t he ee Brother employee or _qrouP of employeet Inside the enpieve pastor organization : ot ti Sete Another empioyce or sieves ouklde the employerte. arent Grganieation :An embloyee mnt corpare himcelp wilth hi r tauitttn the. resent ‘ob tm the current ega teats or Wiha ble 4 tebe t peer Aiereing. f Mert be” some other “organisation or lor wilth the pert fobs hetd by him with others: Am em ple o's choice ‘of thei referent willl be Lnflaencec! by the appeal bf “the referent land the Saati Knowledge about the 4 refeten Moderating Varlatles > “The gender , salary, J educatton and -the experience level are. mode - 4 J rating Variables Dndividualk with greater and | hig education are more informed’ Thus , they Bre likely fo compare therncelvee lth the rf ! a outsiders . Males and -femaler — prefers same sex combaricon - f 3 Tr has vers observed -that femater are bald ally lese han males stn comparable ‘bk and have less salary expectations than male } ] the same works Thus, a wlemen employee aga referent tends te lead +o 9 lower > combarathve “Standard =).“Employees wiltr, greater experience Know thebr | Oranieation ery wet! a ee sthemselves stherr own _colloaques, While ermbloye es Wilt toss enperlemee rely on thelr persona} ™ tober ence and. knowledge. for smnakcines Comparito ms Chotces > The - employees who pereelve Inequality Land are under megrtive Yepslon can make the &: lowing choices 1 tt «| Change im im fot Ceoqu Don't, overexert) a | Change their otteome (Produce quantity ovtfot I 4 fies earthing by Ssntificlag 4 peal ian hen plese bate ‘meer ve: System erlet)« * | Choose a. different feferent «| Quit the» job , | Change. cer = perception (for ex- 1 know T have, persed Sater § harder. ain everyone elte) ¢ Change Hon of others ( for Instance — hs Ee Bee Is mot as dedrable ag tT earhor thought th vase)_ Reinforcement i é Relnforcement “ther motivation wae ppeted by BF Skinner and hie ascocia te, Pee ! Stater_ that Individua {'s behaviour ee Hfimetion of 4s concequennee » Tf te _based_on law of effect" hess Ind ividua ts behavloue | whth —posHive tomeequences fonds to be _te| ented , but Individeall behaviour wlth: negative Reenerenaice tends not 40 ke repeated . Reinforce ment theory of metwation overlooks ~he J ktate of Individual,» are Mored - | Skinner + Tk ar -forw ‘sen hey +the) tamer gah -and drives of tndividual, feially on ow g fapbens_{o an individva | when he takes some. Acton “Tent tf “the orepnliation must be. designed ‘Thus, According -to Skinner, the exterral environ- ae 4. fosttvely {0 a4 40 motivate “the (te. sig ree AE ACR contvelling smechanism _-for Imditdidua le behaviour - ane Ht does not focus om “the caves: of. tr ital! —_Iochavlou|| [Tey + TE, ese ( cs fusgets et theft ng methods for contrelling “the behaviour of the &_embloyeer |; Ristive Reinforcement > Thc _Ireplice giving. a positive re. ponte When an individual Shows ‘positive and tequi'red behawour. fer ox arople > “Immediately praleing an employee Por conntn, eat efind} ob malts oT Weenaae os eee fof este idnding behaviour cca again’ [Reward {sa postive relmforce, but not, necessarily. Bf and only if the employees behayioux [lmbrovety reward can said to be porltive, Leth force « faite retnfercament sthmulates occerrence | eI {mus be that more Apontaneous fs the giving of reward, the gre ke _ninteyeernent value te far. Reteforcement > Thi's_tmplier rewards Ah _emboyee. bY removing ative junded- Fable tarsteguenicet Both postttve ¢ ee ave Tetnforceement can be vsec fox heating ] desirable | requrvedl hehay/our _/ Punishment > Tt Ilmplies remo! siti ve consequences go_as fo lower she frotabliity +f repeating. undetirable behan four |4) | Eetinction= Me tmblier abtence retreforcerne nt. — IMPetcAT rons = Bs | Reinforcement ~theor expiant in detaliahow [Lan _tmdividval lear: behaviours Managers who a “are making. Otembt te motyote -the must encure. “that they employe os employees denct reward al) y simultaneously They must tell the em, 1S hat mployees tha eee eee pre 4 ay must +et! e mployees how =they cae. achieve. iets felmforceme nt»Vad lee. tJ cecke_put_forwiare the jaa! Mothation cthat__geal sett, @ilen= ~t Abelfiic_and challenging | qealr tty appropriate feedback tonhitute, and beter task performance imple wittdle, geals tndicae and qive divgedion kh an employee Stout what meedi Jo be clone sh Uttortc are requind to be pot!n: and how moch eite = re c features > «The taillinqnecr fo Work towards attainment Sexi J e¢ goal1) TRO RA paren ol med by Ouchi: This theory clet f banete. mats practice 4 how Cire. Adopted Im USN 4 other county. 7 s \ntlet . The letter @ doernot_¢tand. -fer Anyvining « It just denates the state of affairs related ted -to Human Behavioure: as bat been done In cace of Teory x o¢ Theory Y + Tae the _broad featires of Theory 2 ara as ‘am ea ~ There is street Spar rai_€rm foees, Work - —__ aN roby, vntons subeiwlefors ich ¢ Govt - 5 Een Ravel Ouch!, Rust, tmtegrit o benene 4 ee et related» then t. oe weet prime plete amployeet_tend fo.be | and —co-eBerate “fe the qyar'y _ «motivated | __extend + [ _ & [1Sttong Bond Biw. Organicatton 4 Emble eet > There bo .a_ &fron TN bonel _blw or rqanisation q teem empbloyeer because Saba [fof stabitrty _of em et Im ~the ong”. Stabltitg [ om see lls created ey Life the Crnploy ment conduel ve ai Oa alter and slow @mbleyee | In case of economic Slowi-down n_ embloyea st | bromotten are not veteenched 4 shareholders are realty fo | __[jatcep + _lowier Profit’ er eve Rotter3) | Gnployee Covtronment > Thera te em aloyee. Myo ly, ment wihich comes -through mea niing ful par He! tation tm decision making, tAlhen any déeelal ,, us made _wiltheat envol ving’ the employees they are bnformed henmedtately So that ~they donot “feet iqnored. However, any decilon after 4 Lerbloy eee tn ary way ts_amade j olntty 2 . 4) [Alo formal Structure - ‘There 1S m0 forma | Crucore 2 fe the organfcation instead H ls 9 perfect tea, : ee ect fea \alork Co-operation along ult Sharing information, retourcer 4 plans Enpplovees, work a Ike a team member oF ani Bplay, or any bBort — ang sho Poi well rtogerther ¢ Solves alt ithe’ probtem — with + rena] reporting _telatienshi f {Wit _minw _Abeclalisatton _of- ostfi07 ¢ feck —! [The .orq ptacee emphasis on en. Atpect _} sf »embto ee placement which provider opr He learn #) Qrow, Thle enables them to [develop Lara Abin tarhiet back bone Sf fratcess . 5) | -ordina Hon of Homan Being» The leaders role Is. to co-ordinate cope ¢ mot technology “Ho “ha LAchleve productivity ae This _trwofyeadevelo tng peofie cklite 4 -alro Js to achieve on — falta © the employee -to the .clevel- a ment ef 9 lass setfishy mort co-operative ——1, Sp praaeh +o anork + y Jp ie rene Cth ne = = a Pe IMpUTCATION OF THEORY Z a 4 ( |The _prowllen of life-time embleyment Jo develop ere a-strohq bend blu the orgn 4 the employ ces led fe E seems -fo be differs diffleut because of wie Mason —> (a) |Embloyeer ts wll kely to sean a_employee tatho Gre unproductive because of. the avartia bI- Uy ts of altevnative + Pease wie yh) a ® ln emptoyee oh not hes hesitate fo cwtch over other _o} oy ts havin Wore — T ties | tenets ¢ Fo ionetan help i 2) Theory 2 emphasiser Common cultare q favite t aesitegore Thetty X and Teery,¥ > Gteqor, Managers Make certain ast 2Mbtlons about Human. pature The Seep About human behaviour may difter censiderah ty because of Comblerity of factors ) T f ¥. Influencing thls behaviour, Mac Gregor has Catedbviced these asturoptions tm two Be ¢ op poritee porn } sg theory %- e Tile the -traditlenal matere theory of Human fl Natore» In -thle theory Mac Etec Ts ascurntefony about eres bef mdlooy ibshtck are ac follows ei ~the element: 1) || Mf: Ie responsible for_organts/mn ah orgs le, ‘money, material, equipment, opie, cit. “In -the hricert of economic meeds: Oa, Va SE 2} [[kilth regard to _peofle tngt clireete thelr efforts motivates them, 4 controls thelr action 4 modifies thely behaviour te fl the needs of an org n. lnteryentfon by mate fro te i 3.) || Without iw activewould be passe - THOS ave tan - beets b = ||}s imdotent See ttle, af _pesthbte ___Parelere”o be ‘quideds ey en aie ee ite oreanlsationa) meeds . Nature - and 4) He latks ambliions and disitkes Self centered an. 6 Ji He ts by | matin kesistange -to ‘Chengos= = | ) ¥ 4H) || He ts Gultibte ‘and not wery r bright -> Theory y the Acaumpbton¢ ehuathtory Yoav ac Glee The CKberditura of prysical anental effort a Ik ae ac play an Aare ee Average f J (slike Homan belnq doer no: 9 ray be a We ay werk fer sthem Source Of satisfaction or dtasatistactton dep- Ending on -the injor dmg condiHom + External comtto! and ~phe threat of unlsh ment ‘are not the erty means fer brin sing about otttorts towards ietog dijehiiver Bhi Employee mult cherdse ceif- direction and self His to achleve obfecHyer tshich helshe has committed + ne pe _6r ganloational objecHve ‘ a fanctlon of the. reward asiectated'y Achlevement Of br ganleation Oblectives The most sie ficant thie awards —-avo +e Satlefartion of ap acl ~ -actuatisation eed « wy [the average Human being leayne “under Pwher ~__|landition het only te acest but to SeekThee, ons billy \ er of vesbonel bility, tan, te Ambitton g embharis on cee — generat ‘nese of esherfen: § And 2 Vaden ei Im heve tent qua lttey | vw) | [Me ca capacity _ fo exe exerctce “2 _ re tat: ae at degree of imagination! Bede i. | cretatiutte cattvity tm sta fe ty i tom OF or ainisationa | z problom. — }c Widely distybuted fm as - f the pep us vn) || Under the Condom of —modesn Prdu shta}_17 Hie Imteltectual , potentialities of average, hi Henwan being are only partially "Uiicedy UB J if tha 2stumpiaa, of. Reory Augoet a difp. reach. te met Tt Fe 1 +s 1 ie 4 ede veint of rage ornblove = ye ee S| te Le mar” ‘ena x dt —Nee it + tmparleon biat_Theary ¥ and “Tears to Cm Percerroa OF tHeory x 4 Theor ' « IMPLICATION OF Theory ¥ 9 Qulte 9 few orqanisattonc vse Theory % today « Theory X eheoura 2s use of Hen contro! f A lien that ¢mbloyeet ate reluctant ~to organleational Changes» Thutr It coer Not encourages Cubervision +» 7 Many organizatons ave. usleor Theory P nobiles thatthe _ create and encourages a Work, which rovidlers 0 purtuniies to 0 employees to take Inftative and self- direction - Employees _|Khoutd be given: Oppurtuntties +to confy{ bute \|+4o organisational wells being « Theory. encourages decentralizaHon of author ity» tearm uiork and “partle tbatfve decision making. tn an organisation s : _llan employee Can “make significa nt tontr}bution s [Fieory * searcher and discovers he nay im whith tm an Organisation: Th harnonice and matcher employees! need 5 and Bvplia Hom with pgapier tana! needs 4 asprank aFilme! ples aire or Clome nts of “ound Motivatton Lyttem > . —- 1) Adequate Motvatten > The mothatto» Gnttey, Saul be Adequate cover He. en tyre —— hemran sive fal tia on Ht ¢heul d cove, a Tr enatla eetivite 6k Jorg "force + a) Aralysde ef Needs > A qed motivation _ sytem or also attempts at _ardt aint athe factors | whith motivate the enibioye es tn eel pieaaliho ft m orga nisatfonal environment. Varlour needs ef dee ernbley et) deqre of Hale lntensty 4 ae he ects concequencel ef tte catrtyiy Hhom Or Connulng -tHem at. atlitied om mptove o Sette. shouts “fo awa la ds ei 2) Aim Heth bn “MotivaHow Aystern The Svs tem j Ahold be Alle iid terms of understanding and _abbiicablttty ye by the \ T empleo ce ‘tm the ere. Embloveer eldords — Ore’ Alrerted ~fo He Joeg)vlerltyyatlon _ = feat__fartte lav ae, res 3. coef ens ek Abputel dU meven MoHvatiom > In an org”, all ero ny eat a Not ef came type: They dibter Im _edueaton attitede, ambttton, ek+ Thus, mare educated _ || 4b atnerHoue rom cah be motivated vite ge vcihtle others cahnot be: Tf suc! — cahn } ; Mbloyees ane metivated beyond 4 _certarn limit they — may create -fructration fe thems lias overloaded or umachleva Rice eal creates tf resfration : = ae