Introduction

This document consists of 3 sections

1) Section I: In this part we shall be giving you 10 marker questions. These are supposed to be
somewhat direct and easy as compared to 15 marker questions
2) Section II: In this part we shall be giving you 15 marker questions. These are supposed to be little
complex or consisting of multiple sub-questions or may be an integrated question from concepts
of different chapters
3) Section III: There is one homework question for you to think and write. The answer for this
question will not be given by us.

Other Guidelines

1) The answers given here are not to be crammed. They are not given from the perspective of being
perfect answers. No answer is a perfect answer. If we ask 500 people to write answers to these
questions, then we will get 500 different answers and we cannot decide which one is perfect
answer. The answers given here is to help you guide towards the approach to answer writing.
2) The answers written here may exceed the word limit in some cases. But that is done intentionally,
so that you understand it better and in exam you can further summarize that information to
achieve the desired word-limit.
3) In certain answers, the content/points written may not be covered in the notes/videos. But that
is also done to make you realize that we cannot simply be bookish in writing answers, rather
some content/points need to be written from our understanding of things. This is called the
application part
4) We would recommend that questions to the
answers should not be just read. What you shall
do is
A. For 2-3 questions, please write answer in
your own words so that you get practice for
Motivation
descriptive writing. Then try to match your
answer with answer given by us and try to
self-evaluate
B. For the rest of the questions, try to make an
Part - 1
outline as in what you will write in this answer. Then try to match your outline with answer
given

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 Introduction

This document consists of 3 sections

4) Section I: In this part we shall be giving you 10 marker questions. These are supposed to be
somewhat direct and easy as compared to 15 marker questions
5) Section II: In this part we shall be giving you 15 marker questions. These are supposed to be little
complex or consisting of multiple sub-questions or may be an integrated question from concepts
of different chapters
6) Section III: There is one homework question for you to think and write. The answer for this
question will not be given by us.

Other Guidelines

5) The answers given here are not to be crammed. They are not given from the perspective of being
perfect answers. No answer is a perfect answer. If we ask 500 people to write answers to these
questions, then we will get 500 different answers and we cannot decide which one is perfect
answer. The answers given here is to help you guide towards the approach to answer writing.
6) The answers written here may exceed the word limit in some cases. But that is done intentionally,
so that you understand it better and in exam you can further summarize that information to
achieve the desired word-limit.
7) In certain answers, the content/points written may not be covered in the notes/videos. But that
is also done to make you realize that we cannot simply be bookish in writing answers, rather
some content/points need to be written from our understanding of things. This is called the
application part
8) We would recommend that questions to the answers should not be just read. What you shall do
is
A. For 2-3 questions, please write answer in your own words so that you get practice for
descriptive writing. Then try to match your answer with answer given by us and try to self-
evaluate
B. For the rest of the questions, try to make an outline as in what you will write in this answer.
Then try to match your outline with answer given by us and try to self-evaluate

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 Section I
10 Marks – 400 Words

Q.1) Discuss Herzberg’s theory of motivation and bring out its limitation.
Answer

Fredrick Herzberg and his associates developed the MOTIVATION HYGIENE THEORY,
commonly known as the two-factor theory, in the late 1960s. Herzberg and his associates
conducted research based on the interview of 200 engineers and accountants who looked
for 11 different firms in Pittsburgh area, U.S.A. Herzberg theory of motivation is based on 2
factors which are as follows:

1. Hygiene Factors: Hygiene factors are related to the external factors related to work. For
Example: Work infrastructure, salary, canteen facility, conveyance. These are also called
as maintenance factors which may not motivate people. They simply prevent
dissatisfaction and maintain status quo. Such factors do not produce positive results but
prevent negative results. If these factors are not there it will lead to job dissatisfaction.
2. Motivational Factors: These factors are intrinsic in nature and are related to the job. For
Example: Corporates like Microsoft is known as a great paymaster to prevent
dissatisfaction but at the same time hygiene factors are balanced with motivators such
as satisfactory work, self-recognition, and challenging tasks.

Herzberg’s theory is appreciated on the ground that it provides an insight into the task of
motivation by drawing attention to the job factors which are often overlooked. Thus.
However, this theory has some limitations which are as follows.

Critical analysis of theory:

1. Non-Conclusive: Herzberg study was limited to the engineers and accountants. The critics
say that this theory is not conclusive because of the limited set of people involved in
research. Professionals or the white-collar workers may like responsibility and challenging
jobs. But the general workers are motivated by pay and other benefits.
2. Methodology: Another criticism of this theory is directed at the method of research and
data collection. The interviewers were asked to report exceptionally good or

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 exceptionally bad job experience. This methodology is defective because such
information will always be subjective and biased.
3. Over Emphasis on Job Enrichment: This theory has given too much emphasis on job
enrichment and has totally ignored job satisfaction of the workers. He didn’t attach much
importance to pay, status or interpersonal relationships which are generally held as great
motivators. For Example: IAS topper Gaurav Agarwal find his first posting in rural area
more satisfying than his earlier job of investment banker, even if it does involve work of
very basic nature with respect to his authority & aptitude.

Keeping in view all these points we can conclude that Herzberg’s theory has been widely read
and there can be few people who are not in agreement with these recommendations. This
theory provides valuable guidelines to the managers for structuring their jobs in order to
include such factors in the jobs which bring satisfaction and motivation at workplace.

Q.2) What is motivation? How is it important in managing organization?

Answer

Motivation is defined as the process that initiates, guides, and maintains goal-oriented
behaviors. Motivation is what causes us to act, whether it is getting a glass of water or to
reduce weight or reading a book to clear RBI Grade B exam. In everyday usage, the term
motivation is frequently used to describe reasons for human actions.
For Example: Students put persistent efforts for 2 years to clear IIT entrance with the help of
motivation that they will get high package after passing out from IITs.

How it helps in managing the organization:

1. Boosting organizational morale: Motivation helps in boosting employee’s confidence

and keep them motivated towards daily work and monthly targets. Motivated work
force results in high organizational morale. For Example: Cognizant follow practice of
sending gifts to employees on their birthday. This leads to an emotional connect with
the company which boosts organizational morale.
2. Enhanced resource use efficiency: Motivated employees are enthusiastic at workplace
which can make them innovative towards using raw material, machineries and
production processes. For Example: Henry Ford cut the time taken to assemble a single

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 car from 12 hours to just 90 minutes. This could be possible due to employees being
motivated towards monetary benefits coming from profit due to reduced man hour.
3. Interdepartmental coordination: It is the sign of Healthy and cordial work culture.
Adequate level of motivation enhances the process of co-ordination which is the most
crucial thing in an organization behavior and management science. It reduces
bottlenecks in daily work and improves operational efficiency. For Example: Bajaj Auto
organizes interdepartmental sports events to improve interpersonal relations.
Encouraging sportsman spirit is one of the healthy ways to make people interact with
each other. This leads to better inter departmental assistance too.
4. Accepting organizational change: An organization must keep changing with the
changing environment, but many a times faced with a resistance to change. However, if
the employees are properly motivated, they accept, introduce, and implement these
changes keeping the organization on the right track of progress. For Example: Dena and
Vijaya Bank merger into Bank of Baroda was accepted by its employees because they
were motivated by chances of reduced customer load due to increased number of
branches under the ambit of Bank of Baroda. It will also create space for transfer of
employees in the branch which are nearby their hometown.
5. Low Employee Turnover: Welfare activities by corporates keeps employee motivated
which leads to loyalty of workforce. Integrity and commitment shown by motivated
employees results into better healthy work culture and operational efficiency. Thus,
helps in managing organization better. For Example: In TATA motors, employees serve
longer to the company. Attrition rate is minimal which reduces employee turnover of
the organization.

Thus, motivation leads to better employee efficiency which results into better organizational
output. Hence, motivation is an important factor in the management of an organization.

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 Q.3) Write a short note on Maslow’s extended theory of motivation?

Answer

Abraham Maslow's renowned Hierarchy of Needs Theory has been a cornerstone in the field
of psychology and management for decades. However, in his later years, Maslow expanded
upon his initial theory, providing a more comprehensive understanding of human motivation.
This extended theory delves deeper into the intricacies of self-actualization and offers a more
nuanced perspective on what motivates individuals.

In the same regard, here is a brief explanation of the Maslow's Extended Theory of Motivation
and its key components.

1. Knowledge and Understanding (Cognitive Needs): People have a desire to explore

and learn new things or understand the world around them. The inability to meet the
cognitive needs may make it difficult to reach Self-Actualization. Self-Actualization is
about personally growing and is a more complex form of gaining knowledge and
understanding. For example, Ram has a curiosity to solve complicated algebra
problems. He solves these problems in her free time.

2. Need for Aesthetics: This is about the desire for beauty and pleasing surroundings in
our life. Through the chaos, we seek order and balance. We want to appreciate the
things we find beautiful. For example, Tiya wants to arrange her wardrobe in a way
that looks balanced and pretty.

3. Transcendence (helping others find fulfillment): Transcendence is the desire to move

beyond ourselves. In the expanded hierarchy it is placed after Self-Actualization,
making it the highest level in the hierarchy. People seeking to fulfill their Transcendent
needs may be motivated by helping others or becoming wholly driven by factors that
do not personally impact them. They are so confident in their lower-level needs being
met satisfactorily that they worry about the needs of others. For example, an IAS
Officer after attaining self-actualization helping other needy IAS aspirants crack IAS
exam.

Maslow's Extended Theory of Motivation builds upon his original Hierarchy of Needs Theory,
offering a deeper and more holistic understanding of what drives individuals. It introduces
concepts such as self-transcendence, B-values, meta-motivation, and synergy, emphasizing
the pursuit of meaning, purpose, and personal growth as central elements of motivation.

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 While this extended theory adds complexity to our understanding of human motivation, it
also raises questions about measurement and universality. Nonetheless, it remains a
thought-provoking framework for exploring the multifaceted nature of motivation and the
quest for self-fulfillment. Researchers and scholars continue to explore and debate the
implications and applicability of this expanded perspective in contemporary psychology and
management.

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 Section II
15 Marks – 600 Words
Q.1) Explain Alderfer’s ERG theory of motivation and Maslow’s need hierarchy
theory of motivation. Also, explain the differences between the two theories

Answer

Alderfer's ERG theory of motivation and Maslow's Need Hierarchy theory of motivation are
two prominent psychological frameworks that attempt to explain the factors that drive
human motivation and behavior in the workplace and in life in general. While they share
some similarities in their fundamental concepts, they also exhibit significant differences in
terms of structure, applicability, and empirical support.

In the same regard here is a brief explanation of Alderfer’s ERG theory of motivation and
Maslow’s need hierarchy theory of motivation

1. Overview of Alderfer's ERG Theory:

Clayton Alderfer developed the ERG (Existence, Relatedness, Growth) theory of motivation.
Alderfer proposed that human needs could be categorized into three broad groups, which
can be summarized as follows:

• Existence Needs: These are the most basic needs and are like Maslow's physiological
and safety needs. They include the need for food, shelter, safety, and other essentials
for survival.

• Relatedness Needs: These needs are akin to Maslow's social and belongingness
needs. They involve the desire for interpersonal relationships, social connections, and
a sense of belonging in a community or group.

• Growth Needs: These needs correspond to Maslow's esteem and self-actualization

needs. They encompass the pursuit of personal development, self-improvement, and
the realization of one's potential.

2. Overview of Maslow's Need Hierarchy Theory:

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 Maslow arranged human needs into a pyramid-shaped hierarchy, with five levels from the
most basic physiological needs at the base to self-actualization needs at the pinnacle. The
hierarchy can be summarized as follows:

• Physiological Needs: These are the fundamental biological requirements for survival,
such as food, water, air, and shelter.

• Safety Needs: Safety needs encompass physical and psychological security, including
employment, health, and protection from harm or danger.

• Belongingness and Love Needs: These needs involve the desire for social interactions,
relationships, and a sense of belonging to a group or community.

• Esteem Needs: Esteem needs consist of both self-esteem (e.g., self-respect, self-
confidence) and the desire for respect and recognition from others.

• Self-Actualization Needs: At the top of the hierarchy, self-actualization represents the

pursuit of personal growth, realizing one's potential, and striving for creativity and
fulfillment.

Along with it, here are some of the key differences between Alderfer’s ERG theory of
motivation and Maslow’s need hierarchy theory of motivation-

a. Hierarchy vs. Overlapping Categories:

• Alderfer's ERG theory allows for the simultaneous pursuit of needs from different
categories. This means that individuals can seek to satisfy existence, relatedness, and
growth needs concurrently, and they can regress to lower-level needs if higher-level
needs become frustrated.
• Maslow's theory is rigidly hierarchical, meaning that individuals must satisfy lower-
level needs before progressing to higher-level needs.

b. Satiation and Frustration:

• Alderfer's theory acknowledges that people may experience satiation, meaning that
once a need is satisfied, it may no longer serve as a strong motivator. In contrast, when
a need is frustrated, it can become a more significant source of motivation.

• Maslow's theory does not explicitly address the concepts of satiation and frustration,
as it assumes that once a need is satisfied, it no longer serves as a primary motivator,
and the individual naturally moves up the hierarchy.

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 c. Application in Organizations:

• ERG theory is considered more applicable in organizational settings that prioritize

employee satisfaction and well-being. It allows for a more nuanced understanding of
employee needs and can guide managers in designing flexible motivational strategies.

• Maslow's theory, while widely recognized, has faced criticism for its limited
practicality in the workplace. Critics argue that it oversimplifies the complexity of
human motivation, making it less effective as a tool for organizational management.

d. Relevance in Contemporary Context:

• Alderfer's ERG theory has gained recognition for its adaptability to the modern,
dynamic work environment, where employees often juggle multiple needs
simultaneously. It aligns well with the concept of work-life balance and the recognition
that personal and professional needs can overlap.

• Maslow's Need Hierarchy Theory, while still influential, has faced challenges in staying
relevant in today's fast-paced and diverse workplace. It has been criticized for its
rigidity and inability to account for the complexities of contemporary work settings.

Alderfer's ERG Theory and Maslow's Need Hierarchy Theory both offer valuable insights into
human motivation, but they differ significantly in their theoretical foundations, the nature of
needs, the presence of a hierarchy, and their applicability in organizational contexts. While
Maslow's theory provides a structured framework that has historically guided our
understanding of motivation, Alderfer's ERG theory offers a more flexible and contemporary
perspective that accommodates the complexities of modern life and work. Ultimately, the
choice between these theories for understanding and managing motivation depends on the
specific needs and dynamics of the individuals and organizations involved.

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 Q.2) Explain the theory X and theory Y of motivation.

Answer

Motivation plays a crucial role in the realm of management and organizational behavior,
influencing employee performance, job satisfaction, and overall productivity. In the mid-20th
century, renowned social psychologist Douglas McGregor introduced two contrasting
theories of motivation known as Theory X and Theory Y. These theories offer distinct
perspectives on how managers perceive and interact with their employees, which
subsequently shapes organizational practices and outcomes.

In the same regard, here is a brief explanation of theory X and theory Y

Theory X: Assumptions and Implications

Theory X represents a traditional and more authoritarian perspective on employee

motivation. It is grounded in the belief that individuals inherently dislike work and will avoid
it whenever possible. Managers who adhere to Theory X assumptions tend to exercise close
control and supervision over their employees, viewing them as inherently lazy, unmotivated,
and in need of constant direction. Key assumptions and implications of Theory X include:

1. Work Aversion: According to Theory X, employees inherently lack ambition and prefer
to avoid work whenever possible. They need to be coerced, controlled, and even
threatened with punishment to ensure they meet organizational goals.

2. Extrinsic Motivation: Managers who embrace Theory X tend to rely heavily on

extrinsic motivators such as monetary rewards, punishments, and strict rules to
ensure compliance and performance.

3. Hierarchical Control: In organizations following Theory X principles, a top-down

management approach prevails, with a focus on micromanagement, centralized
decision-making, and minimal employee involvement in strategic matters.

Theory Y: Assumptions and Implications

In contrast to Theory X, Theory Y presents a more participative and humanistic approach to

employee motivation. It is grounded in the belief that employees are inherently motivated,
creative, and capable of self-direction when provided with the right conditions. Managers
who embrace Theory Y assumptions tend to foster a collaborative and empowering work
environment. Key assumptions and implications of Theory Y include:

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 1. Inherent Motivation: Theory Y asserts that employees have a natural inclination
towards work and can find satisfaction in achieving organizational goals. They seek
opportunities to contribute creatively and take ownership of their tasks.

2. Intrinsic Motivation: Managers following Theory Y principles emphasize intrinsic

motivators such as autonomy, mastery, and purpose, aiming to tap into employees'
self-driven efforts and aspirations.

3. Participative Decision-Making: Theory Y promotes participative decision-making,

where employees are involved in discussions and choices that affect their work. This
approach fosters a sense of ownership and commitment.

Relevance and Application in Contemporary Management

• While both Theory X and Theory Y have been instrumental in shaping managerial
approaches over the years, contemporary management practices have evolved to
incorporate elements from both theories. The rigid dichotomy between the two
theories has given way to a more nuanced understanding of employee motivation and
behavior. Organizations recognize that individuals can exhibit characteristics from
both Theory X and Theory Y depending on the situation, context, and personal
preferences.
• In today's dynamic and diverse work environment, effective managers understand the
importance of tailoring their approach to individual employees and situations. They
recognize that a one-size-fits-all approach to motivation is inadequate. Instead, a
balanced approach that combines elements of both theories can lead to optimal
outcomes. For example, managers may apply Theory X principles when immediate
compliance is necessary, such as in safety protocols, while embracing Theory Y
principles when fostering creativity and innovation.

Theory X and Theory Y offer contrasting perspectives on employee motivation that have
significantly influenced management practices over the years. Theory X portrays employees
as inherently lazy and unmotivated, while Theory Y views them as naturally motivated and
creative. However, the evolution of management thinking has led to a more integrated
approach that recognizes the complexity of human behavior and the need to adapt
management strategies to various contexts. Contemporary management practices
emphasize the importance of intrinsic motivation, participative decision-making, and
individualized approaches to achieve organizational success while prioritizing employee well-
being and engagement. As organizations continue to evolve, the lessons from Theory X and

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 Theory Y serve as a foundation for creating motivating and inclusive work environments that
drive performance and innovation.

Q.3) Explain why motivation is a key ingredient in the success of an

organization.

Answer

Motivation stands as a cornerstone of organizational success, wielding a profound influence

on employee performance, engagement, and overall productivity. In the intricate tapestry of
modern business, motivation is not merely a fleeting sentiment; it is a dynamic force that
drives individuals to push boundaries, achieve goals, and contribute meaningfully to the
attainment of an organization's objectives.

In the same regard, here are a few points that explain why motivation is a key ingredient in
the success of an organization.

1.Enhanced Employee Engagement and Productivity: Motivation is directly linked to

employee engagement, a critical factor in determining the productivity of an organization.
When employees are motivated, they feel a sense of purpose and ownership in their work.
This intrinsic drive compels them to invest their time and effort into their tasks, resulting in
heightened productivity levels. For instance, Google is renowned for its unique approach to
motivation, allowing employees to spend 20% of their work time on personal projects of
interest. This practice fosters creativity, leading to innovations such as Gmail and Google
Maps, which have significantly contributed to the company's success.

2.Improved Job Satisfaction and Retention: Organizations that prioritize motivation tend to
foster a positive work environment that values employee well-being and job satisfaction.
When employees feel motivated, they experience a greater sense of fulfillment, leading to
higher levels of job satisfaction. An exemplar of this principle is Zappos, an online retailer,
where employees are encouraged to exhibit creativity and individuality. The company's
commitment to fostering a motivating workplace has led to exceptionally low turnover rates
and a reputation for outstanding customer service.

3.Stimulated Innovation and Creativity: Motivation is a catalyst for innovation and creativity,
as it encourages employees to think outside the box and explore novel solutions to
challenges. When individuals are motivated, they are more inclined to take risks and
experiment with new ideas. Apple Inc. provides a prime illustration of this concept. Steve

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 Jobs' unwavering passion and motivation to create revolutionary products like the iPhone
and iPad not only transformed Apple into a global giant but also reshaped entire industries.

4.Alignment with Organizational Goals: Motivated employees are more likely to align their
personal goals with the organization's objectives. They understand how their efforts
contribute to the bigger picture and are invested in the company's success. For instance,
Tesla's mission to accelerate the world's transition to sustainable energy resonates deeply
with its employees, fostering a strong sense of purpose and motivation. This alignment
empowers employees to go the extra mile, resulting in the rapid growth and influence of the
company.

5. Effective Leadership and Communication: Motivation is intricately linked to effective

leadership and communication within an organization. Leaders who understand the power
of motivation can inspire and influence their teams to achieve exceptional results. A leader's
ability to articulate a compelling vision and create a supportive environment can ignite
motivation at all levels. The transformational leadership style of Indra Nooyi, former CEO of
PepsiCo, exemplifies this principle. Nooyi's visionary leadership and commitment to
employee development contributed to the company's global success and enduring legacy.

Motivation is undeniably a key ingredient in the success of an organization. Its far-reaching

impact encompasses enhanced employee engagement and productivity, improved job
satisfaction and retention, stimulated innovation and creativity, alignment with
organizational goals, effective leadership and communication, adaptability and resilience,
and the fostering of a culture of continuous improvement. By cultivating a motivated
workforce, organizations can unlock their full potential, navigate challenges with agility, and
embark on a trajectory of sustainable growth and prosperity. As organizations continue to
evolve, the importance of motivation remains steadfast, serving as a cornerstone for
achieving excellence in today's competitive business landscape.

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 Section III
Homework Question

Q) Write about the difference between theory X and theory Y of motivation?

(10 marks, 400 words)

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