Unit 6 - Complete Slides

INTRODUCTION Unit 6:Workplace
TO INDIVIDUAL Motivation
DIFFERENCES
LEARNING OUTCOME Assessment Criteria
1. Discuss motivation in detail. 1.1. Define motivation.
1.2. Discuss the nature of motivation specifically in the organisational context.
2. Define and explain the different 2.1. Classify correctly between intrinsic and extrinsic motivation.
types of motivation.
3.1. List the various approaches to motivation and give examples under each
approach.
3. Understand the different theories
of motivation. 3.1.1. Explain the Homeostatic drive theory.
3.1.2. Review Herzberg’s two-factor theory.
3.1.3. Explain Maslow’s hierarchy of needs.
3.1.4. Tabulate the differences between Alderfer’s ERG theory and

Mcclelland’s needs theory.
3.1.5. Briefly outline the Goal-setting theory.
3.1.6. Discuss Skinner’s behaviour modification theory.
3.1.7. Sketch the Expectancy theory.
3.1.8. Tabulate McGregor’s theories X and Y.

WHAT IS MOTIVATION?
• Motivation comes from the Latin root word: movere, which

means “to move”
INTRODUCTION
The study of motivation

attempts to explain why
humans behave the way they
do
Motivation = goal-directed
behaviour
Emotions have an impact

on motivation in that they
drive behaviours.
THE NATURE OF MOTIVATION
Motivation can be defined as ‘… a condition, usually

an internal one, that initiates, activates, or
maintains an organism’s goal-directed behaviour’
Motivation is:
An internal condition which cannot be observed
directly.
Inferred to be the link between external behaviour

and this internal drive
Initiates, activates or maintains behaviour
Leads to goal-directed behaviour

THE NATURE OF MOTIVATION
• In organisational context,
– Motivation refers to level of work performance in groups and
organisation as whole.
– Management aims to motivate competent individuals to join

the organisation and once employed, stay with the
organisation, come to work regularly, perform at or above
expected levels and show good corporate citizenship (doing
something more than just following the rules, but embracing
the culture and values of the organization).
– Employees motivation is affected by his or her individual

personality, attitudes, and beliefs…..
REFLECTION
• What motivates you?

– Money?
– Status?
Internal or external motivation
– Your parents?
– Friends?
– Yourself?
– A new car?
THE NATURE OF MOTIVATION CONT.
Extrinsic motivation - rewards or benefits
Intrinsic motivation - behaviours that are a reward in themselves, as

they result in feeling of satisfaction, achievement and accomplishment
THE NATURE OF MOTIVATION CONT.
• Flow:
– Persons optimal experiences or sheer enjoyment of and absorption
in work and the processes involved in executing activities in order
to complete tasks and achieve certain objectives.
• Engagement
– Is more than just involvement, and refers to employees who feel a
passionate involvement with their work and workplaces or with
work towards achieving goals
THEORIES OF MOTIVATION
1. MOTIVATORS BROUGHT INTO THE ORG BY THE EMPLOYEE

Each employee is unique and bring a number of attributes and experiences to the
workplace-which may also influence employee motivation (i.e. physiological &
psychological make-up, individual differences, talents & abilities).
1.1 PHYSIOLOGICAL NEEDS – HOMEOSTATIC DRIVE THEORY

(HULL/SPENCE)
The human body aims to maintain a balanced state (or homeostasis)

through brain functions, etc
There is also a
There is a corrective prospective element that
Each homeostatic mechanism contained in helps people predict future
mechanism has a set the brain that makes changes that may occur.
point that identifies the alterations when it detects E.g. employees who sit
ideal range for itself, e.g. a significant deviation e.g. near an air-conditioning
human body temperature = employees may drink vent may bring a jersey to
37° something when they are work in, as they are aware
thirsty that they will feel cold
during the day
MOTIVATION THEORIES FOCUSING ON
ORGANISATIONAL FACTORS
Focus on work context and how work can be structured to increase
employee motivation.
• Herzberg’s two-factor theory

– Distinguish between motivational and hygiene factors
HERZBERG’S TWO-FACTOR THEORY
• Motivational Factors • Hygiene factors
– Relate to unique human – Stem from person’s animal

characteristic, ability to nature.
achieve – Build-in drive to avoid pain
from the environment, and all
experience psychological learnt drives which became
growth conditioned to the basic

biological needs.
– Results in increased – Relate to job-satisfaction if
performance when available. they are present

HERZBERG’S TWO-FACTOR THEORY
MOTIVATION THEORIES FOCUSING ON
EMPLOYEE FACTORS
• Focus on personality attributes (i.e. needs)
• Needs that employees have and must be satisfied to achieve optimum

work motivation.
• A need is an internal physical or psychological drive which creates a

state of tension and motivates and directs behaviour to ease the
tension.
MASLOW’S HIERARCHY OF NEEDS
• People are motivated by needs that are in hierarchical in nature
• Needs at the bottom of the hierarchy must be satisfied before the those
higher up can be fulfilled.
• Focus was on the factors beyond the most basic survival needs that
drive human behavior.
• Lower-order: • Higher order: Unique to humans.
– Physiological needs: related to – Ego: relate to people’s desire to

staying alive and procreating. achievements (praise, recognition
• Experienced through physical & actions that enhance social
drive. status).
– Safety/Security: relate to – Self-actualization: individual’s
physical safety and psychological desire to achieve one’s full
security. potential.
– Social: relate to interaction and

being with others.
Four assumptions:
1. The needs at the lower in the hierarchy need to be fulfilled before

those higher up.
2. Although these needs are present in humans at all times, they are
also linked to development.
3. The needs lower in hierarchy are predominately based on physiology,

those higher up are related to life experience.
4. Personality differences also help explain why people are capable of

achieving more than others.
Criticism:
Too simple, and lower order needs do not always need to be satisfied
before higher order needs can be fulfilled.
ALDERFER’S ERG THEORY
existence and growth needs

3 levels: Modern adults are
Existence: includes all material and physical desires which

motivated to satisfy both
are required to survive

simultaneously
Relatedness: need for relationships in which feelings and

thoughts are shared
Growth: need to be productive and change oneself and the

environment.
MCCLELLAND’S NEEDS THEORY
throughout people’s lives from those who
3 levels: motivational needs are learnt
Need for affiliation (NAff) - People clearly like interacting with other
people, and some like it more than others’
are influential.
Need for achievement (NAch) - characterised by the desire to achieve

goals as effectively as possible
Need for power (NPow) - the desire to control and influence others
Personalized power (destructive)
Socialized power (constructive)
MOTIVATING PEOPLE BY FACILITATING CHANGE
IN BEHAVIOR.
Focus on enhancing performance in relation to specific behaviours.
GOAL-SETTING THEORY
• Employees are motivated by conscious goals that direct and energise
them
2. Depending on the level

1. Specific goals lead to
of commitment, the
higher levels of
higher the goal, the higher
performance
the level of performance
3. Issues such as monetary

incentives, participative decision
making, feedback and knowledge
of results affect performance only
when employees are committed to
goals
GOAL SETTING THEORY CONT.
• Goals should be mutually acceptable-manager & employee

• Goals should be set through consultation- ego investment (our goals vs
management goals).
S • Specific
M • Measurable
A • Achievable
R • Realistic
T • Time frame
BEHAVIOUR MODIFICATION (SKINNER)
• Based on law of effect.

• Behaviour followed by positive outcome will be repeated & those
followed by negative outcome will not be repeated.
• The emphasis is on environmental factors (not goals) that will reinforce,
influence, control & change behaviour.
• Requirement: employees must value the reward & experience
punishment as negative.
• Extrinsic & intrinsic rewards. https://youtu.be/Mt4N9GSBoMI
THEORIES FOCUSING ON PEOPLE’S BELIEFS
Beliefs: means that employees are rational/thinking beings and can make
decisions on how much work to do to achieve desired results.
Expectancy theory (Victor Vroom)
• People are rational being who analyse the costs & benefits of possible
behaviours.
• Employees are motivated by the expected results of their actions.
3 Elements:
1. Valence: degree of satisfaction that an employee anticipates he will
receive from a particular outcome.
2. Instrumentality: belief of an employee that his actions will lead to the
desired outcome.
3. Expectancy: probability that the outcome will be achieved.
MANAGEMENT-CENTRED THEORIES
• Focus on the approach followed by managers and how this influence

employees’ motivational levels.
McGregor’s Theories X & Y and Self-fulfilling prophecy
• The assumption that managers have about their employees often

become self-fulfilling prophecy (predictions that directly or indirectly
cause them to become true).

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INTRODUCTION Unit 6:Workplace

1.2. Discuss the nature of motivation specifically in the organisational context.

3.1.2. Review Herzberg’s two-factor theory.

3.1.3. Explain Maslow’s hierarchy of needs.

3.1.4. Tabulate the differences between Alderfer’s ERG theory and

3.1.5. Briefly outline the Goal-setting theory.

3.1.6. Discuss Skinner’s behaviour modification theory.

3.1.7. Sketch the Expectancy theory.

3.1.8. Tabulate McGregor’s theories X and Y.

• Motivation comes from the Latin root word: movere, which

The study of motivation

Emotions have an impact

Motivation can be defined as ‘… a condition, usually

Inferred to be the link between external behaviour

Initiates, activates or maintains behaviour

Leads to goal-directed behaviour

– Management aims to motivate competent individuals to join

– Employees motivation is affected by his or her individual

• What motivates you?

Extrinsic motivation - rewards or benefits

Intrinsic motivation - behaviours that are a reward in themselves, as

1. MOTIVATORS BROUGHT INTO THE ORG BY THE EMPLOYEE

1.1 PHYSIOLOGICAL NEEDS – HOMEOSTATIC DRIVE THEORY

The human body aims to maintain a balanced state (or homeostasis)

• Herzberg’s two-factor theory

• Motivational Factors • Hygiene factors

– Relate to unique human – Stem from person’s animal

experience psychological learnt drives which became

growth conditioned to the basic

– Results in increased – Relate to job-satisfaction if

performance when available. they are present

• Needs that employees have and must be satisfied to achieve optimum

• A need is an internal physical or psychological drive which creates a

• People are motivated by needs that are in hierarchical in nature

• Lower-order: • Higher order: Unique to humans.

– Physiological needs: related to – Ego: relate to people’s desire to

• Experienced through physical & actions that enhance social

– Safety/Security: relate to – Self-actualization: individual’s

physical safety and psychological desire to achieve one’s full

– Social: relate to interaction and

1. The needs at the lower in the hierarchy need to be fulfilled before

3. The needs lower in hierarchy are predominately based on physiology,

4. Personality differences also help explain why people are capable of

existence and growth needs

Existence: includes all material and physical desires which

are required to survive

Relatedness: need for relationships in which feelings and

Growth: need to be productive and change oneself and the

Need for achievement (NAch) - characterised by the desire to achieve

2. Depending on the level

3. Issues such as monetary

• Goals should be mutually acceptable-manager & employee

• Based on law of effect.

• Focus on the approach followed by managers and how this influence

• The assumption that managers have about their employees often

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