TOPIC 5

MOTIVATION

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4-1

Definition
MOTIVATION??
is a set of forces that
causes people to behave
in certain ways.
is concerned with why
people act or do things
they do or why they
refrain from doing things
they do not want to do.

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Components
of Motivation

Motivation

Effort
Organizational
Goals

Needs

Components (elements) in Motivation

Effort
Organizational
goals
Needs

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The Motivation Process

Exhibit 10.1

The Importance Of Motivation

To attract people to join organization

and remain in it;
To induce employees to exert
energy and effort at an acceptable

rate;

To maintain and develop organizations

human resources.

The Relationship between Motivation and

Performance
Motivation x Ability = Performance
(M)
(A)
(P)
Motivation
Ability

= goals & desire

= capacity to perform various
tasks i.e. mental skills,
mechanical skills, psychomotor skills

*Motivation is highly related to performance, but it has to

come together with ability.
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Early Views of Motivation

Traditional Model
Frederick W. Taylor (Scientific
Management)
Human Relations Model
- Elton Mayo (Hawthorne studies)
Human Resources Model
- Douglas Mc Gregor (Theory X & Y)

Traditional Model
Economic gain was the
primary thing that
motivated employees.
Money was more
important to employees
that the nature of the
job.
Employees could be
expected to perform
any kind of job if they
were paid.

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Human Relations Model

It emphasizes the
role of social
processes in the
workplace.
Employees want to
feel useful and
important.

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Human Resources Model

Employees strive to be more creative, have
high self-direction and self-control.
Employees focus on making contributions to
their fullest ability.

Contemporary Views of Motivation

Motivation theories involved:1.
2.
3.
4.
5.
6.
7.
8.
9.

Maslows Hierarchy of Needs

Theory X & Y - Douglas McGregor
Two-Factor Theory - Frederick Herzberg
Likerts Management System
Reinforcement Theory
Equity Theory
Expectancy Theory
Goal Setting Theory
David McClellands Theory of Needs

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Maslows Hierarchy of Needs

Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.

Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.

 Physiological Needs

Most basic needs

Needs for survival
General example : food, water and shelter
Organizational examples : wages & work environment

Security / Safety
Needs deals with physical and psychological safety from external threats
i.e. job security, freedom from threats, adequate insurance and retirement package

Belongingness /Social
Need for companionship/friendship, personal sense of belonging
i.e. to be loved, need for social interaction so that employees feel as part of the team
or work group

Self-Esteem
Growth need
Needs for self-image and self-respect and the need for recognition and respect from
others
i.e. job titles, nice offices, opportunities for advancement, prestige, status, reward,
recognition

Self-actualization
The company realized ones potential for continued growth and individual
development
Managers let the employees participate in decision making and opportunity to learn
new things
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Assumptions of Maslows Hierarchy

Movement up the Pyramid
Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
Individuals therefore
must move up the
hierarchy in order.

Maslow
MaslowApplication:
Application:
AAhomeless
homelessperson
person
will
willnot
notbe
bemotivated
motivatedto
to
meditate!
meditate!

Maslows Hierarchy of Needs

NEEDS
General Examples

Achievement

Selfactualization

Status

Esteem

Friendship
Stability
Food

Organizational Examples

Belongingness
Security
Physiology

Challenging
job
Job
title
Friends
at work
Pension
plan
Base
salary
Figure 16.2

Theory X and Theory Y

(Douglas McGregor)
Theory X
Assumes that employees
dislike work, lack ambition,
avoid responsibility, and must
be directed and coerced to
perform.

Theory Y
Assumes that employees
like work, seek
responsibility, are capable of
making decisions, and
exercise self-direction and
self-control when committed
to a goal.

Having Little Ambition

Theory X

Managers See Workers As

Disliking Work
Avoiding Responsibility
Self-Directed

Theory Y

Enjoying Work

Managers See Workers As

Accepting Responsibility
Prentice Hall, 2001

18

Two-Factor Theory
(Frederick Herzberg)
Also known as Motivation-Hygiene theory.
A theory that includes motivator factors and
hygiene factors.

Two-Factor Theory
(Frederick Herzberg)
Motivator factors (intrinsic factors)
- a factor related to job content : associated with an
individuals positive feelings about the job, i.e. job
itself, responsibility, achievement, growth.
- when adequate give satisfaction

Hygiene factors (extrinsic factors)

- a factor related to job context or the environment in
which the job is performed, i.e. company policy,
supervision, and salary
- when inadequate feel dissatisfied

Two-Factor Theory
(Frederick Herzberg)
Bottom Line: Satisfaction and Dissatisfaction are
not Opposite Ends of the Same Thing!
Hygiene
Factors:
Salary

Separate constructs

Work
Conditions
Company
Policies

Motivators:

Hygiene Factors--Extrinsic & Related

to Dissatisfaction

Achievemen
t

Motivation Factors--Intrinsic and Related

to Satisfaction

Growth

Responsibili
ty

Likerts Management System

System 1 Exploitive authoritative

decisions are taken at the top of the hierarchical structure, there is
a tight authoritarian control over performance and coercive power
may be used.

System 2 Benevolent authoritative

again decisions are taken at the top of the hierarchical structure,
but in return for their loyalty, employees will be treated reasonably
well.

System 3 Consultative
management retains the right to take all decision but discusses
common problems with employees. The atmosphere is more one of
co-operation and there is a 2-way exchange of information.

System 4 Participative group

more participative in terms of employee involvement in
management decisions than System 3. mutual trust develops
between employees and management. Decisions are often taken
by group decision-making processes and supervision is supportive
rather than authoritative.

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Likerts Management System

System

Description

Trust

Motivation

Interaction

System 1

Threats from management

serve as the motivation to
those in the lower level

No trust

Fear, threats,
punishment

Little
interaction,
always distrust

System 2

A less autocratic system than

the first, but there is still
significant lack of
communication between lower
and upper levels of the system

Master/
servant

Reward,
punishment

Little
interaction,
always cautious

System 3

Marked increase in
communication between levels
from the previous two groups

Substantial
but
incomplete
trust

Reward,
punishment,
some
involvement

Moderate
interaction,
some trust

System 4

People on all levels of the

system have responsibility and
work together to achieve
common goals.

Complete
trust

Based on
participation and
improvements

Extensive
interaction,
friendly, high
trust

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Reinforcement Approach : *to add def

Behavior Modification
Tools for behavior modification:1. Positive reinforcement
- the administration of positive and rewarding
consequences or events following a desired
behavior.

2. Negative reinforcement/Avoidance
Learning
- strengthening desired behavior by allowing
escape from an undesirable consequence.

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Behavior Modification
3. Extinction

- the withdrawal of the positive reward or

reinforcing consequences for an undesirable
behavior.

4. Punishment

- administering negative consequences following

undesirable behavior.

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Equity Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside

Process Approach :
Expectancy Theory
Argues that the strength of a tendency
to act in a certain way depends on the
strength of an expectation that the act
will be followed by a given outcome and
on the attractiveness of that outcome to
the individual

Expectancy Theory cont.

Focuses on 3 relationships:
1. Effort-performance relationship (expectancy)
- the probability perceived by the individual
that exerting a given amount of effort will
lead to
performance.
2. Performance-reward relationship (instrumentality)
- the degree to which the individual believes
that performing at a particular level will lead to the
attainment of a desired outcome.

Expectancy Theory cont.

3. Rewards-personal goals relationship (valence)
- the degree to which organizational rewards
satisfy an individuals personal goals or needs

Goal-Setting Theory
- The process of increasing efficiency and
effectiveness by specifying the desired
outcomes toward which individuals,
groups, departments, and organizations
should work.

Goal-Setting Theory
How Goal-Setting motivate employees?
- Employees are aware of their directions and
know what is going to be accomplished.
Successful goal setting:
- SMART

(S=specific, M=measurable, A=achievable,

R=result oriented, T=time)

David McClellands Theory of Needs

Need for Achievement

Need for Affiliation

The drive to excel, to

achieve in relation to a set
of standards, to strive to
succeed.

The desire for

friendly and close
personal
relationships.

Need for Power

The need to make others
behave in a way that
they would not have
behaved otherwise.

nPow

nAch

nAff

Popular Motivational Strategies

Empowerment:
The process of managers enabling workers
to set their own work goals, make
decisions, and solve problems within their
sphere of responsibility and authority.

Participation:
The process of giving employees a voice in
making decisions about their own work.

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