Theories Of Motivation

Introduction

Motivation represents the forces within a person that affect his or her direction, intensity, and persistence of human behaviour in organization (Campbell & Pritchard, 1976, Craig C.Pinder, 1998).Motivation is a psychological process in organization that helps it to increase the productivity, good turnover, achieving target on time, and also provide the job satisfaction to an individual (Luthans &Madauburn, 1998).

Work motivation is described as the psychological processes that direct, strength, maintain action toward a job, task, role, or project (Campbell & Pritchard, 1976; Kanfer, 1990).Motivation refers to “influence characteristics of human behaviour in organization” (Guay et al., 2010). Motivation is a persistent problem

Employee to work for satisfying needs. The different behaviour theorists and psychologists have propounded the need based theories to guide the managers for understanding the need pattern of employees and using these for motivating them.

Maslow’s Need Hierarchy Theory in (1943) paper A“theory of human motivation” psychological review Maslow subsequently extended the idea to include his observations of humans ' innate curiosity. According to Maslow‘s human want to motivate they want physiological needs is mostly requirements survival. And safety need also required like a good health, financial, job security and including

According to Bartol and Martin (1998) Motivation is a most powerful weapon and positive behaviour and triggers the employee to continue work in organisation. It means, motivation is an internal drive to satisfying a need and to achieve a goal. Motivation is also a procedure that begins through a basic need or psychological need that stimulates a performance set by an objective.

Contemporary theory for Motivation

According to Locke, E. A., & Latham, G. P (2002) Theory Author are summarize 35 years of empirical research on goal setting theory. They describe the core findings of the theory, basic premise is that specific and difficult goals, with self general review, lead to valuable and higher performance. Difficult goals are the person who having energy they can work hard, people who having a more effective and strength they force to do work. Focus and direct attention and relationship between goals and performance depend on goal commitment (the more no of people work harder) and culture.

According to Adam’s equity theory “employees compare their ratios of outcomes-to –inputs of relevant to other. There are when ratios are equal there is no tension in the situation is considered fair. When ratios are unequal there is tension exists due to unfairness (e.g., is under rewarded stages makes anger, and over rewarded stages makes guilty).The people who motivated in tension to act to bring their situation into