1 Sample Material UGC NET (Code 55) and Executive Trainee HR

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THE MATERNITY BENEFIT ACT, 1961

Objectives

The Maternity Benefit Act, 1961, aims at regulation of employment of women

employees in certain establishment for certain periods before and after child
birth and provision of maternity and certain other benefits. Some state acts
also provide for additional benefits such as free medical aid, maternity bonus,
provision of crèches, additional rest internals, etc.

Short title, - (Section 1)

This Act may be called the Maternity Benefit Act, 1961

Extent

It extends to the whole of India

Commencement

It shall come into force on such date as may be notified in this behalf in the
Official Gazette, --

(a)in relation to mines and to any other establishment wherein persons are
employed for the exhibition of equestrian, acrobatic and other performances,
by the Central Government; and

(b)in relation to other establishments in a State, by the State Government.

Application of Act (Section 2)

It applies,

to every establishment being a factory, mine or plantation including any such

establishment belonging to Government and to every establishment wherein
persons are employed for the exhibition of equestrian, acrobatic and other
performances;

to every shop or establishment within the meaning of any law for the time
being in force in relation to shops and establishments in a State, in which
ten or more persons are employed, or were employed, on any day of the
preceding twelve months.

Provided that the State Government may, with the approval of the Central
Government, after giving not less than two months' notice of its intention
of so doing, by notification in the Official Gazette, declare that all or any of
the provisions of this Act shall apply also to any other establishment or class
of establishments, industrial, commercial, agricultural or otherwise.
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"Appropriate Government" means, in relation to an establishment being a

mine, or an establishment wherein persons are employed for the exhibition
of equestrian, acrobatic and other performances, the Central Government
and in relation to any other establishment, the State Government;

"Child" includes a still-born child;

"Delivery" means the birth of a child;

"employer" means--

in relation to an establishment which is under the control of the Government,

a person or authority appointed by the Government for the supervision and
control of employees or where no person or authority is so appointed, the head
of the department;

in relation to an establishment under any local authority, the person

appointed by such authority for the supervision and control of employees.

in any other case, the person who, or the authority which, has the ultimate
control over the affairs of the establishment.

"establishment" means

a factory;

a mine;

a plantation;

an establishment wherein persons are employed for the exhibition of

equestrian, acrobatic and other performances a shop or establishment; or

"factory" means a factory as defined in clause the Factories Act, 1948.

"Inspector" means an Inspector appointed under this act.

"maternity benefit" means the payment referred in this act.

"mine" means a mine as defined in the Mines Act, 1952

"miscarriage" Means expulsion of the contents of a pregnant uterus at any

period prior to or during the twenty-sixth week of pregnancy but does not
include any miscarriage, the causing of which is punishable under the Indian
Penal Code.

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"woman" means a woman employed, whether directly or through any agency,

for wages in any establishment.

Employment of, or work by, women prohibited during certain

period (Section 4)

No employer shall knowingly employ a woman in any establishment during

the six weeks immediately following the day of her delivery or her
miscarriage.

No woman shall work in any establishment during the six weeks

immediately following the day of her delivery or her miscarriage.

No women employed in the long standing work which affect her health and
the development of foetus preceding the period of one month immediately
preceding the period of six weeks, before the date of her expected
delivery or any period during the said period of six weeks for which the
pregnant woman does not avail of leave of absence.

Right to payment of maternity benefit (Section 5)

Every woman shall be entitled to, and her employer shall be liable for, the
payment of maternity benefit at the rate of the average daily wage for the
period of her actual absence for which she is eligible.

No woman shall be entitled to maternity benefit unless she has actually

worked in an establishment of the employer from whom she claims maternity
benefit, for a period of not less than eighty days in the twelve months
immediately preceding the date of her expected delivery.

The maximum period for which any woman shall be entitled to maternity
benefit shall be twelve weeks of which not more than six weeks shall
precede the date of her expected delivery.

Continuance of payment of maternity benefit in certain cases (

Section5A)

Every woman entitled to the payment of maternity benefit under this Act shall,
notwithstanding the application of the Employees' State Insurance Act,
1948, to the factory or other establishment in which she is employed,
continue to be so entitled until she becomes qualified to claim maternity
benefit of that Act.

Notice of claim for maternity benefit and payment ( Section 6)

Any woman employed in an establishment and entitled to maternity benefit

under the provisions of this Act may give notice in writing in such form as
may be prescribed, to her employer, stating that her maternity benefit and
any other amount to which she may be entitled under this Act may be paid to
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her or to such person as she may nominate in the notice and that she will not
work in any establishment during the period for which she receives maternity
benefit.

In the case of a woman who is pregnant, such notice shall state the date
from which she will be absent from work, not being a date earlier than six
weeks from the date of her expected delivery.

Any woman who has not given the notice when she was pregnant may
give such notice as soon as possible after the delivery

On receipt of the notice, the employer shall permit such woman to absent
herself from the establishment during the period for which she receives the
maternity benefit.
The amount of maternity benefit for the period preceding the date of her
expected delivery shall be paid in advance by the employer to the woman
on production of such proof as may be prescribed that the woman is pregnant,
and the amount due for the subsequent period shall be paid by the employer
to the woman within forty-eight hours of production of such proof as may
be prescribed that the woman has been delivered of a child.

The failure to give notice under this section shall not disentitle a woman
to maternity benefit or any other amount under this Act if she is otherwise
entitled to such benefit or amount and in any such case an Inspector may
either of his own motion or on an application made to him by the woman,
order the payment of such benefit or amount within such period as may be
specified in the order.

Payment of maternity benefit in case of death of a woman (Section

7)

If a woman entitled to maternity benefit or any other amount under this Act,
dies before receiving such maternity benefit or amount, or where the employer
is liable for maternity benefit, the employer shall pay such benefit or amount
to the person nominated by the woman in the notice given and in case there
is no such nominee, to her legal representative.

Payment of medical bonus (Section 8)

Every woman entitled to maternity also entitle to a medical bonus of three

thousand five hundred rupees, if no pre-natal confinement and post-
natal care is provided for by the employer free of charge.

Leave for Miscarriage (Section 9)

In case of miscarriage, a woman shall, on production of such proof be

entitled to wages at the rate of maternity benefit, for a period of six
weeks immediately following the day of her miscarriage.

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Leave for illness arising out of pregnancy, delivery, premature birth of

child, or miscarriage (Section 10)

A woman suffering from illness arising out of pregnancy, delivery, premature

birth of child or miscarriage shall, on production of such proof as may be
prescribed, be entitled, in addition to the period of absence allowed to a leave
with wages at the rate of maternity benefit for a maximum period of one
month.

Leave for Tubectomy

In case of tubectomy operation, a woman shall, on production of proof, be

entitled to leave with wages for a period of two weeks.

Nursing breaks (Section 11)

Every woman joins the duty after the delivery of child entitle to two nursing
break until the child attain the age of 15 weeks in addition to the interval
of rest.

Dismissal during absence of pregnancy (Section 12)

When a woman absents herself from work in accordance with the provisions
of this Act, it shall be unlawful for her employer to discharge or dismiss
her during this period.

The discharge or dismissal of a woman at any time during her pregnancy, if

the woman availing the benefit from the establishment and doing work in
some other establishment during that period.

Provided that where the dismissal is for any prescribed gross misconduct, the
employer may, by order in writing communicated to the woman, deprive her
of the maternity benefit or medical bonus or both.

No deduction of wages in certain cases (Section 13)

No deduction from the normal and usual daily wages of a woman entitled to
maternity benefit or if she is on nursing break.

Appointment of Inspectors (Section 14)

The appropriate Government may, by notification in the Official Gazette,

appoint such officers as it thinks fit to be Inspectors for the purposes of this
Act and may define the local limits of the jurisdiction within which they shall
exercise their functions under this Act.

Inspectors to be public servants ( Section 16)

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Every Inspector appointed under this Act shall be deemed to be a public

servant.

Forfeiture of maternity benefit (Section 18)

If a women working in other establishment and she is permited by the

employer to absent herself under the act.

Registers (Section 20)

Every employer shall prepare and maintain such registers, records and
muster-rolls and in such manner as may be prescribed.

Penalty for contravention of Act by employer (Section 21)

If any employer fails to pay any amount of maternity benefit to a woman

entitled under this Act or discharges or dismisses such woman during or on
account of her absence from work he shall be punishable with
imprisonment which shall not be less than three months but which may
extend to one year and with fine which shall not be less than two
thousand rupees but which may extend to five thousand rupees.

If any employer contravenes the provisions of this Act or the rules made
thereunder, he shall, if no other penalty is elsewhere provided by or under
this Act for such contravention, be punishable with imprisonment which may
extend to one year, or with fine which may extend to five thousand
rupees, or with both:

Penalty for obstructing Inspector (Section 22)

Whoever fails to produce on demand by the Inspector any register or

document in his custody kept in pursuance of this Act or the rules made
thereunder or conceals or shall be punishable with imprisonment which may
extend to one year, or with fine which may extend to five thousand
rupees, or with both.

Power of Central Government to give directions (Section 25)

The Central Government may give such directions as it may deem necessary
to a State Government regarding the carrying into execution of the provisions
of this Act.

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The Maternity Benefit(Amendment)Act,2017

The Maternity Benefit Amendment Act has increased the duration of paid
maternity leave available for women employees from the existing 12 weeks
to 26 weeks. under the Maternity Benefit Amendment Act, this benefit
could be availed by women for a period extending up to a maximum of 8
weeks before the expected delivery date and the remaining time can be
availed post childbirth.

For women who are expecting after having 2 children, the duration of paid
maternity leave shall be 12 weeks (i.e., 6 weeks pre and 6 weeks post
expected date of delivery).
Maternity leave for adoptive and commissioning mothers
Maternity leave of 12 weeks to be available to mothers adopting a child below
the age of three months from the date of adoption as well as to the
“commissioning mothers”. The commissioning mother has been defined as
biological mother who uses her egg to create an embryo planted in any other
woman.
Work from Home option:
The Maternity Benefit Amendment Act has also introduced an enabling
provision relating to "work from home" for women, which may be exercised
after the expiry of the 26 weeks' leave period. Depending upon the nature
of work, women employees may be able to avail this benefit on terms that are
mutually agreed with the employer.
Crèche facility
The Maternity Benefit Amendment Act makes crèche facility mandatory for
every establishment employing 50 or more employees. Women employees
would be permitted to visit the crèche 4 times during the day including rest
intervals
The Maternity Benefit Amendment Act makes it mandatory for employers to
educate women about the maternity benefits available to them at the time of
their appointment.
Quick Overview:
Maternity Leave: 26 weeks
Leave for Miscarriage, etc and Illness: one month
Leave for Tubectomy: 2weeks
Medical Bonus: 3500
Nursing breaks:2 nursing breaks
Creach: 50 or more
Appeal: 30 days
Time Period for maternity benefit: 80 days

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EMPLOYERS’ FEDERATIONS AT THE NATIONAL LEVEL

All India Organisation of Employers (AIOE)
The All India Organisation of Employers was established in December 1932
on the initiative of FICCI with its original name, All India Organisation of
Industrial Employers (AIOIE). Subsequently, the word ‘industrial’ was
dropped from its name. The reason behind the formation of the AIOIE was
to circumvent the objection of the ILO to the nomination of employers’
delegates to the International Labour Conference from the FICCI which was
considered a federation of chambers of commerce and not an organization of
industrial employers.
Employers’ Federation of India (EFI)
The Employers’ Federation of India was established in 1933 on the joint
initiative of Bombay and Bengal Chambers of Commerce. Initially, the
federation, which was registered under the Companies Act, was concerned
primarily with promoting and safeguarding the interests of the British
employers, but subsequently a large number of Indian employers also came
under its fold.
Standing Conference of Public Enterprises (SCOPE)
The Standing Conference of Public Enterprises was established in 1970 as
an organization registered under the Societies Registration Act. It is an
apex professional organization representing the central government public
enterprises and also some state government enterprises, public sector banks
and a few other organizations in the public sector. It is a member of the
International Organisation of Employers.
Council of Indian Employers (CIE)
Founded in 1956 on the joint initiative of AIOE and EFI, the Council of
Indian Employers has become the most outstanding of the employers’
federations in the country espousing the cause of employers in the field of
labour and industrial relations and represents the employers on various
international and national bodies concerned with labour matters. Its main
constituents are AIOE, EFI and SCOPE.

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COLLECTIVE BARGAINING:
Definition:
The Collective Bargaining is the process wherein the unions (representatives
of employees or workers), and the employer (or their representative) meet to
discuss the issues related to wage, the number of working hours, work
environment and the other terms of the employment.
There are four types of Collective Bargaining classified on the basis of their
nature and the objectives, and can be practiced depending on the different
situation requirements.
Type of collective bargaining

Conjunctive or Distributive Bargaining: In this form of collective

bargaining, both the parties viz. The employee and the employer try to
maximize their respective gains. It is based on the principle, “my gain is
your loss, and your gain is my loss” i.e. one party wins over the other.
The economic issues such as wages, bonus, other benefits are discussed,
where the employee wishes to have an increased wage or bonus for his work
done, whereas the employer wishes to increase the workload and reduce the
wages.
Co-operative or Integrative Bargaining: Both the employee and the
employer sit together and try to resolve the problems of their common
interest and reach to an amicable solution. In the case of economic crisis,
such as recession, which is beyond the control of either party, may enter into
a mutual agreement with respect to the working terms.

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For example, the workers may agree for the low wages or the management
may agree to adopt the modernized methods, so as to have an increased
production.
Productivity Bargaining: This type of bargaining is done by the
management, where the workers are given the incentives or the bonus
for the increased productivity. The workers get encouraged and work very
hard to reach beyond the standard level of productivity to gain the additional
benefits.
Through this form of collective bargaining, both the employer and the
employee enjoy the benefits in the form of increased production and the
increased pay respectively.
Composite Bargaining: In this type of collective bargaining, along with
the demand for increased wages the workers also express their concern
over the working conditions, recruitment and training policies,
environmental issues, mergers and amalgamations with other firms,
pricing policies, etc. with the intention to safeguard their interest and
protect the dilution of their powers.
Thus, the purpose of the Collective Bargaining is to reach a mutual agreement
between the employee and the employer with respect to the employment terms
and enjoy a long term relationship with each other.

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CONSTITUTIONAL PROVISION OF LABOUR WELFARE

Labour Rights and Indian Constitution
Indian constitution provides numerous safeguards for the protection of labour
rights. These safeguards are in the form of fundamental rights and the
Directive principle of State policy.
Articles 14,19,21,23 and 24 comprise of fundamental rights promised under
part III of the Constitution. Articles 38, 39, 39A, 41, 42, 43,43A and 47
form part of the Directive Principles of State Policy under Part IV of the
Constitution, but they are not enforceable in a court of law.
Article 39, 39A, 41, 42, 43 and 43A collectively can be termed “Magna
Carta of working class in India.”
Let us have a brief overview of these Articles‐
Article 14 commands State to treat any person equally before the law.
Article (19) (1) (c) grants citizens the right to form association or unions.
Article 21 promises protection of life and personal liberty.
Article 23 prohibits forced labour.
Article 24 prohibits employment of children below the age of fourteen years.
Article 39(a) provides that the State shall secure to its citizens equal right to
an adequate means of livelihood.
Article 39A provides that the State shall secure the equal opportunities for
access to justice to its citizens and ensure that such opportunities are not
denied by reason of economic or other disabilities.
Article 41 provides that within the limits of its economic capacity the State
shall secure for the Right to work and education.
Article 42 instructs State to make provisions for securing just and humane
conditions of work and for maternity relief.
Article 43 orders the State to secure a living wage, decent condition of work
and social and cultural opportunities to all workers through legislation or
economic organisation. And
Article 43A provides for the participation of workers in Management of
Industries through legislation.

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Benchmarking
Benchmarking is a process of measuring the performance of a company’s
products, services, or processes against those of another business considered
to be the best in the industry, aka “best in class.” The point of benchmarking
is to identify internal opportunities for improvement. By studying companies
with superior performance, breaking down what makes such superior
performance possible, and then comparing those processes to how your
business operates, you can implement changes that will yield significant
improvements.
Porter 5 force model
Porter's Five Forces is a model that identifies and analyzes five competitive
forces that shape every industry, and helps determine an industry's
weaknesses and strengths. Frequently used to identify an industry's structure
to determine corporate strategy, Porter's model can be applied to any segment
of the economy to search for profitability and attractiveness.

The model is named after Michael E. Porter.

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Meaning of Training:
“Training is the act of increasing the knowledge and skills of an employee for
doing a particular job.” — Edwin B. Flippo
Training is an organized activity for increasing the technical skills of the
employees to enable them to do particular jobs efficiently. In other words,
training provides the workers with facility to gain technical knowledge and to
learn new skills to do specific jobs. Training is equally important for the
existing as well as the new employees. It enables the new employees to get
acquainted with their jobs and also increase the job-related knowledge and
skills.
Objectives of Training:
The objectives of training are as follows:
(i) To provide job related knowledge to the workers.
(ii) To impart skills among the workers systematically so that they may
learn quickly.
(iii) To bring about change in the attitudes of the workers towards fellow
workers, supervisor and the organization.
(iv) To improve the productivity of the workers and the organization.
(v) To reduce the number of accidents by providing safety training to the
workers,
(vi) To make the workers handle materials, machines and equipment
efficiently and thus to check wastage of time and resources.
(vii) To prepare workers for promotion to higher jobs by imparting them
advanced skills.
Need and Importance of Training:
The need for training of employees arises due to the following factors:
(i) Higher Productivity:
It is essential to increase productivity and reduce cost of production for
meeting competition in the market. Effective training can help increase
productivity of workers by imparting the required skills.
(ii) Quality Improvement:
The customers have become quality conscious and their requirement keep on
changing. To satisfy the customers, quality of products must be continuously
improved through training of workers.
(iii) Reduction of Learning Time:

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Systematic training through trained instructors is essential to reduce the

training period. If the workers learn through trial and error, they will take a
longer time and even may not be able to learn right methods of doing work.
(iv) Industrial Safety:
Trained workers can handle the machines safely. They also know the use of
various safety devices in the factory. Thus, they are less prone to industrial
accidents.
(iv) Reduction of Turnover and Absenteeism:
Training creates a feeling of confidence in the minds of the workers. It gives
them a security at the workplace. As a result, labour turnover and
absenteeism rates are reduced.
(vi) Technology Update:
Technology is changing at a fast pace. The workers must learn new techniques
to make use of advance technology. Thus, training should be treated as a
continuous process to update the employees in the new methods and
procedures.
(vii) Effective Management:
Training can be used as an effective tool of planning and control. It develops
skills among workers and prepares them for handling present and future jobs.
It helps in reducing the costs of supervision, wastages and industrial
accidents. It also helps increase productivity and quality which are the
cherished goals of any modern organization.
Methods of Training

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Methods of Training:
 On-the-job Training Method
 Off-the-Job Methods!
Management development is a systematic process of growth and development
by which the managers develop their abilities to manage. It is concerned with
not only improving the performance of managers but also giving them
opportunities for growth and development.
There are two methods through which managers can improve their knowledge
and skills. One is through formal training and other is through on the job
experiences. On the job training is very important since real learning takes
place only when one practices what they have studied.
But it is also equally important in gaining knowledge through classroom
learning. Learning becomes fruitful only when theory is combined with
practice. Therefore, on the job methods can be balanced with classroom
training methods (off-the-job methods).
1. On-the-job Training (OJT) Methods:
This is the most common method of training in which a trainee is placed on a
specific job and taught the skills and knowledge necessary to perform it.
The advantages of OJT are as follows:
1. On the job method is a flexible method.
2. It is a less expensive method.
3. The trainee is highly motivated and encouraged to learn.
4. Much arrangement for the training is not required.
On-the-job training methods are as follows:
1. Job rotation:
This training method involves movement of trainee from one job to another
gain knowledge and experience from different job assignments. This method
helps the trainee under¬stand the problems of other employees.
2. Coaching:
Under this method, the trainee is placed under a particular supervisor who
functions as a coach in training and provides feedback to the trainee.
Sometimes the trainee may not get an opportunity to express his ideas.
3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of
doing the jobs to the trainee and in case of mistakes, corrects the trainee.

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4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by
discussing the problem. This helps to improve team work.
5. Internship training:
Under this method, instructions through theoretical and practical aspects are
provided to the trainees. Usually, students from the engineering and
commerce colleges receive this type of training for a small stipend.
2. Off-the-job Methods:
On the job training methods have their own limitations, and in order to have
the overall development of employee’s off-the-job training can also be
imparted. The methods of training which are adopted for the development of
employees away from the field of the job are known as off-the-job methods.
The following are some of the off-the-job techniques:
1. Case study method:
Usually case study deals with any problem confronted by a business which
can be solved by an employee. The trainee is given an opportunity to analyse
the case and come out with all possible solutions. This method can enhance
analytic and critical thinking of an employee.
2. Incident method:
Incidents are prepared on the basis of actual situations which happened in
different organizations and each employee in the training group is asked to
make decisions as if it is a real-life situation. Later on, the entire group
discusses the incident and takes decisions related to the incident on the basis
of individual and group decisions.
3. Role play:
In this case also a problem situation is simulated asking the employee to
assume the role of a particular person in the situation. The participant
interacts with other participants assuming different roles. The whole play will
be recorded and trainee gets an opportunity to examine their own
performance.
4. In-basket method:
The employees are given information about an imaginary company, its activi-
ties and products, HR employed and all data related to the firm. The trainee
(employee under training) has to make notes, delegate tasks and prepare
schedules within a specified time. This can develop situational judgments and
quick decision making skills of employees.
5. Business games:

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According to this method the trainees are divided into groups and each group
has to discuss about various activities and functions of an imaginary
organization. They will discuss and decide about various subjects like
production, promotion, pricing etc. This gives result in co-operative decision
making process.
6. Grid training:
It is a continuous and phased programme lasting for six years. It includes
phases of planning development, implementation and evaluation. The grid
takes into consideration parameters like concern for people and concern for
people.
7. Lectures:
This will be a suitable method when the numbers of trainees are quite large.
Lectures can be very much helpful in explaining the concepts and principles
very clearly, and face to face interaction is very much possible.
8. Simulation:
Under this method an imaginary situation is created and trainees are asked
to act on it. For e.g., assuming the role of a marketing manager solving the
marketing problems or creating a new strategy etc.
9. Management education:
At present universities and management institutes gives great emphasis on
management education. For e.g., Mumbai University has started bachelors
and postgraduate degree in Management. Many management Institutes
provide not only degrees but also hands on experience having collaboration
with business concerns.
10. Conferences:
A meeting of several people to discuss any subject is called conference. Each
participant contributes by analyzing and discussing various issues related to
the topic. Everyone can express their own view point.

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Motivation

The term 'motivation' has been derived from the word 'motive' which means
anything that initiates or sustains activity.
According to likert , " Motivation is the core of management"
Definition
"Motivation is the complex set of forces starting and seeking a person at work
in an organization". - Robert Doublin
" Motivation refers to the way in which urges, drives, desires, aspirations,
strivings or needs direct, control or explain the behaviour of human beings".
- Dalton E. McFarland
Need is the starting point of Motivation.

Needs and Motivation

Early Theories of Motivation

In the 1950s three specific theories were formulated, still very renowned
motivational theories, hierarchy of needs theory, theories X and Y and
Herzberg's motivation - hygiene theory. These theories are also called content
theories of motivation that focuses on factors internal to the individual that
energizes and direct behaviour.

Hierarchy of needs Theory

Abraham Maslow (1943, 1954) stated that people are motivated to achieve
certain needs and that some needs take precedence over others. Our most
basic need is for physical survival, and this will be the first thing that
motivates our behavior. Once that level is fulfilled the next level up is what
motivates us.
he hypothesized that within every human being there exists a heirarchy of five
needs.
(i) Physiological Needs: - These are biological requirements for human
survival, e.g. air, food, drink, shelter, clothing, warmth, sex, sleep. Maslow
considered physiological needs the most important as all the other needs
become secondary until these needs are met.
(ii) Safety Needs :- It includes protection and security from physical and
emotional harm.
(iii) Social Needs : -This level of human needs is social and involves feelings
of belongingness. The need for interpersonal relationships motivates behavior.
It include friendship, intimacy, trust, and acceptance, receiving and giving
affection and love.
(iv)Esteem Needs - Maslow classified it into two categories: (i) esteem for
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oneself (dignity, achievement, mastery, independence) and (ii) the desire for
reputation or respect from others (e.g., status, prestige).
(v) Self-actualization needs : - Realizing personal potential, self-fulfillment,
seeking personal growth and peak experiences. A desire “to become everything
one is capable of becoming”.

The need hierarchy implies that lower level needs require satisfaction
and hereby affect behaviour. As one need becomes substantially
satisfied, the next level need becomes dominant. No need is ever fully
gratified. As a fully gratified never motivates. The basic needs are
repetitive in nature.
Maslow separated the five level into higher and lower order : -
a. Physiological and safety needs are lower - order needs.
b. Social, esteem, self-actualization are higher order needs.
c. Higher order needs are satisfied internally.
d. Lower order needs are satisfied externally.

Herzberg's Two Factor Theory of Motivation

This theory is also called hygiene-motivation theory or Duel Structure

Theory. The Frederick Herzberg developed the model in 1959. He
propounded it when he investigated the question, ' what do people want
from their jobs?' He did this by interviewing over 200 professionals.
The responses were tabulated and categorized.

Herzberg found that the responses could be grouped within two general
categories, which he called hygiene factor and motivators.
The Hygiene factors include wages, fringe benefits, physical conditions and
overall company policies, administration. Presence of these factors at a
satisfactory level prevents job dissatisfaction, but does not provide motivation
to employees.

Motivational Factors can encourage employees to work harder.

Motivators are also known as satisfiers, and include such factors as
recognition, accomplishment, achievement, personal growth, responsibility,
sense of individual importance, new experience and challenging work.
According to Herzberg,the hygiene factors result in dissatisfaction if they are

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not present or are inadequate. If they are adequate , they do not induce
motivation or give satisfaction. On the other hand, if the motivators are absent
or inadequate , they do not result in dissatisfaction.

Herzberg emphasized job enrichment in his two-factor theory. Job enrichment

implies enriching contents of jobs or the deliberate upgrading of
responsibility, scope and challenge in work. " Job Enrichment is a
motivational technique which emphasizes the need for challenging and
interesting work".

McClelland' Theory of Need

McClelland’s Needs Theory was proposed by a psychologist David McClelland,

who believed that the specific needs of the individual are acquired over
a period of time and gets molded with one’s experience of the life.
McClelland’s Needs Theory is sometimes referred to as Three Need
theory or Learned Needs Theory.

He described people in terms of three needs: Power, achievement and

affiliation and characterization of people who seek to gratify particular need.

(i) Need for Power(n-power) : -Power is the ability to induce or influence the
behavior of others. The people with high power needs seek high-level positions
in the organization, so as to exercise influence and control over others.

(ii)Need for Achievement (n-Ach) :-McClelland found that some people have
an intense desire to achieve. The person seeks to set and accomplish
challenging goals. They take calculated risks to accomplish their goals and
likes to receive regular feedback on their progress and achievements.

(iii) Need for Affiliation (n-Aff) :- People with high need for affiliation derives
pleasure from being loved by all and tend to avoid the pain of being rejected.
Since, the human beings are social animals, they like to interact and be with
others where they feel, people accept them. People dominated by the affiliation
need would be attracted to jobs that allow considerable social interactions.

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