MOTIVATION

= it means to incite, impel or to

spur on.
= they are forces within the
individual that influences or drives
them into action.
 TYPES OF MOTIVATION
A. INTRINSIC MOTIVATION:
=comes from within the person driving him
or her to be productive.
= the worker must value job performance
and productivity.
= its achievement directly related to his level
of aspiration.
B. EXTRINSIC MOTIVATION:
= motivation enhanced by job environment
or external rewards.
 THEORIES OF MOTIVATION
I. TAYLOR’S MONISTIC THEORY
 Derived from the principles of scientific
management.
 He argued that an incentive is needed to
prevent the loss of optimal performance.
Incentive = merit increase =bonus system
= piece rate = profit sharing
= saving sharing
 The possibility of earning more by producing
more.
 Pay would depend on productivity.
II. MASLOW’S HIERARCHY OF NEEDS
• People are motivated by a desire to satisfy a
hierarchy of needs.
• Satisfaction of the basic physiological needs
triggers the emergence of a more abstract
needs.
BASIC NEEDS:
1. PHYSIOLOGIC NEEDS:
= the body needs water, food O2, elimination,
rest, exercise, sex, shelter and protection from
elements.
= People have a strong drive for self
preservation.
 Personnel should not be overworked.
 Meal breaks an d rest periods should be given.
 Pay should be adequate for food, shelter, health
and recreation.
2. SAFETY/SECURIT NEEDS:
= people need physical, emotional and financial
safety.
= need a stable environment in which they are
protected against threats of danger and
deprivation.
= people do not want to worry about inadequate
income because of loss of job, accident or old age.
= Dangerous to safety needs should be avoided:
 Arbitrary management actions.
 Favoritism
 Discrimination against employees.
 Unpredictable administration of policies.
3. SOCIAL /BELONGING NEEDS:
= Feeling of belonging and acceptance of one’s
peers.
= Recognition as an accepted member of a grp.
= an integral part of the operation.
= Giving and receiving friendships.
= Affectionate relations with others.
= cohesive work group.
4. ESTEEM NEEDS:
= contributes to one’s self confidence.
^Achievement ^ Appreciation
^Competence ^ Independence
^ Reputation ^ Recognition
^Prestige ^ Knowledge
^ Status ^ Respect
= meeting these needs can be done by:
• Giving praise when it is deserved.
• Use of constructive evaluation.
• Pay raises or titles.
5. SELF ACTUALIZATION NEED:
= Feeling of accomplishment and responsibility.
= Feeling of importance.
= Challenge and advancement.
= New experiences and opportunities for growth.
= Self- fulfilment.
III. ALDERFER’S MODIFIED NEED HIERARCHY/
ERG THEORY
• Clayton Alderfer proposes a theory that collapses
Maslow’s five hierarchical levels into three.
Growth Needs_________Self Actualization Needs
Esteem Needs
Relatedness Needs_____ Social/Belonging Needs
Existence Needs________Safety/Security Needs
Physiologic Needs
• In addition to a satisfaction-progression process ,
they can redirect their energy towards a lower
level need. His model is less rigid and suggest that
more than one need maybe operative.
IV. MC CLELLAND’S BASIC NEEDS THEORY
• Need of Achievement:
= involves a desire to make a contribution, to excel, and
to succeed.
= eager for responsibility, take calculated risks and
desire feedback about their performance.
= project with well defined objectives and specific task.
• Need for Power:
= want to be in control; desire to influence over others;
more interested in personal prestige and power than
effective performance.
= involves in unpleasant task like retrenchment.
• Affiliation Needs:
= desire working in human environment and
seek out meaningful friendships.
= they want to be respected and avoid
decisions or actions that oppose group norms.
= more interested in high morale than
productivity.
= match personnel needs with assignment.
= want to make decisions that would alienate
peers but would be good for fostering morale.
V. HERZBERG’S MOTIVATION – HYGIENE THEORY
OR TWO FACTOR THEORY
A. Work Motivators:
 Achievement ^ Responsibility
 Growth ^ Advancement
 Recognition ^ Job itself
B. Hygiene Factors:
 Fair treatment in pay ^ Job security
 Fair treatment in benefits ^ Supervision
 Fair treatment in status ^ IPR
VI. ARGYRIS’S PYCHLOGICAL ENERGY THEORY
• He suggest that management match
personnel and jobs by:
 Taking advantage of people’s talent and interest.
 Make jobs interesting and challenging.
Help personnel satisfy their needs for self-
actualization.
Improve IPR.
Use management style consistent with Theory Y.
VII. VROOM’S EXPECTANCY THEORY
• Motivation depends on how much people want
something and their estimate of the probability of
getting it.
• Expectancy is the probability of getting something
through specific actions. It is further developed to
include the value of outcome factor. To be highly
motivated, person:
 Needs to find an outcome attractive.
 Believe that certain actions will lead to desired
outcome.
 Assess that result is worth the effort.
VIII. SKINNER’S POSITIVE REINFORCEMENT THEORY OR
OPERANT CONDITIONING AND BEHAVIOUR MODIFICATION:

• Behaviour maybe strengthened or weakened

depending on what follows it.
 positive reinforcement strengthens behaviour.
Withholding positive reinforcers weakens behaviour.
Intermittent reinforcement increases resistance to
extinction.
• Punishment will help reduce behaviour but
cannot teach new behaviour and it may
condition avoidance.
IX. EQUITY THEORY:
• Employees assess fairness by considering their
input and the psychological, social, and financial
rewards in comparison with those of others.
• Managers should be attentive to the perceived
equity of the reward system.
• Perceived equity are:
 Fair treatment, pay, work, good environment.
 Fair incentive, increase, recognition.
 Equal comparison.
X. SAUL GELLERMAN - HUMANISTIC
MOTIVATIONAL THEORY
1. STRETCHING:
= assigning tasks that are more difficult than
what the person is used to doing.
= an activity used to help the employee grow.
= the challenge of stretching is to energize
people to enjoy the beauty of pushing
themselves beyond what they think they can
do.
2. PARTICIPATION:
=Actively drawing employee into decision
affecting their work.
= He believes that motivation problems
usually stems from the way the organization
manages and not from the staff unwillingness
to work hard.
= Most managers over manage. They make
employee’s job too narrow and fail to give
them any decision making power.
XI. MC GREGOR’S, DOUGLAS THEORY:
A. THEORY X:
 Employees avoid and dislike work if possible.
 Employees must be directed, controlled, coerced and
threatened.
 Employees have little ambition.
 Employees avoid responsibility but want security.
 Need fear to be motivated.
 Need close supervision.
 Are motivated by rewards and punishment.
 Delegated with little responsibility.
 Do not consider personnel’s participation in planning
B. Theory Y:
Employees like and enjoy work.
Employees are self directed.
Employees seek responsibility.
Employees are imaginative and creative.
 Have underutilized intellectual capacity.
Need only general supervision.
Encouraged to participate in problem solving.
Motivated by praise and recognition.
Receives positive incentive.
C. Theory Z - Japanese Form of Participative
Management:
• Employees are hired to work for the host firm
until retirement.
• Retired employees then work on a part-time
basis for a satellite company.
• Women work temporarily and serve as a
buffer to the job security of male work force.
• Schedule of work are flexible so they can care
for their families
XII. LIKERT’S, RENSIS – PARTICIPATIVE
MANAGEMENT THEORY:
• Effective managers are highly sensitive to their
staff associates.
• Use communication to keep the group
working as a unit.
• Foster supportive relationships among all
group members.
• A human relations theory that may use
management by objectives and job
enrichment.
 FINDING JOY AT WORK
• POSITIVE MOOD:
= Directly linked to many different
performance – related behaviour.
= Joy is an individual element. A source of
happiness, pleasure, or a sense of well
being
 PATHWAYS TO JOY
• CONNECTIONS PATHWAY:
= relationship connection with colleagues, parents
and families.
Caring for
Talking with
Relating for
Helping others
• LOVE OF WORK PATHWAY:
= strong relationship and identification with work
that resulted to excitement and enthusiasm that
brought joy to the participant.
• Achievement Pathway:

= sense of pride for job well done or being

successful agent.