Motivation

MOTIVAT
ION
INTRODUCTI
ON
The same student who struggles to read a textbook for
more than 20 minutes may read a Harry Potter book in a
day. Why is this?
MOTIVATI
✔ Motivation refers to the process by which a
person’s efforts are energized, directed, and
ON
sustained toward attaining a goal.
✔ This definition has three key elements: energy,
direction, and persistence.
✔ The energy element is a measure of intensity,
MOTIVATI
✔
drive, and vigor.
Effort that’s directed toward, and consistent ON
with, organizational goals is the kind of effort
we want from employees.
✔ Finally, motivation includes a persistence
dimension. We want employees to persist in
putting forth effort to achieve those goals.
MOTIVATION PROCESS
Identifies Needs Searches for Engages in Performs Receives either Reassesses

ways to satisfy goal-directed rewards or needs
needs behaviour punishments deficiencies
MOTIVATION
• Theories of Motivation
• Maslow’s Hierarchy of Needs Theory
• Theory X and Theory Y
• Two-Factor Theory
• McClelland’s Needs Hierarchy Theory
• Equity Theory of Motivation
• Expectancy Theory
• Goal-Setting Theory
HIERARCHY OF NEEDS THEORY –
ABRAHAM MASLOW
Human beings
are motivated
Self-Actualization by a hierarchy
Needs of unsatisfied
represent the need for
self-fulfillment needs.
Esteem Needs
desire for a positive self-image
and to receive attention
Belongingness Needs
desire to be accepted by one’s peers
Safety Needs
safe and secure physical and emotional environment
Physiological Needs
most basic human physical needs
ABRAHAM MASLOW
ABRAHAM MASLOW
Abraham Maslow’s hierarchy of five needs—physiological, safety, social,

esteem, and self actualization—in which, as each need is substantially satisfied,
the next need becomes dominant.
If you want to motivate someone, according to Maslow, you need to understand

what level of the hierarchy that person is currently on and focus on satisfying
needs at or above that level, moving up the steps.
Physiological and safety needs are lower-order needs, and social, esteem, and
self-actualization are higher-order needs. Higher-order needs are satisfied
internally (within the person), whereas lower-order needs are predominantly
satisfied externally (by things such as pay, union contracts, and tenure).
Management Activity Case Study
You have recently been hired as an Organizational Development Manager at a new tech start up.
You have been tasked with organizing a system that will be aimed at increasing employee
motivation.
● Using Maslow’s Hierarchy of Needs Theory, brainstorm different actions that could motivate
your employees at each level of the hierarchy.
THEORY X AND THEORY Y – DOUGLAS
McGregor
McGREGOR
Under Theory X, managers believe employees inherently

dislike work and must therefore be coerced into performing
it. Under Theory Y managers assume employees can view
work as being as natural as rest or play, and therefore the
average person can learn to accept, and even seek,
responsibility
He proposed such ideas as participative decision making,

responsible and challenging jobs, and good group relations
to maximize an employee’s job motivation.
Unfortunately, no evidence confirms that either set of

assumptions is valid or that acting on Theory Y assumptions
will lead to more motivated workers.
McGREGOR
TWO-FACTOR THEORY - FREDERICK
HERZBERG
A theory that provides two factors that These factors are hygiene factors
affect motivation in the workplace. and motivating factors.
Also called motivation hygiene
theory.
01 02 03 04
He did this by interviewing over

200 professionals. The interviews Hygiene factors will cause an
looked into when the interviewees employee to work less if not present.
were at their most and least Motivating factors will encourage an
happiest with their jobs. employee to work harder if present.
HERZBERG
HERZBERG
TWO-FACTOR THEORY - ASSUMPTIONS
Key assumptions
▪Satisfaction and dissatisfaction function on two distinctly separate

continuums
▪Work factors (motivators) lead to satisfaction, but their absence does

not necessarily lead to dissatisfaction
▪Other work factors (hygiene factors) produce satisfaction but do not

motivate performance
TWO-FACTOR THEORY - ASSUMPTIONS
Two factors separately explain satisfaction and dissatisfaction:
▪Hygiene (or maintenance) factors: extrinsic aspects of the job context that prevent
dissatisfaction but do not cause satisfaction
▪Motivators: factors, directly related to specific intrinsic aspects of the job (job content),
that can produce high levels of motivation and lead to satisfaction
▪To motivate people, Herzberg suggested emphasizing motivators, the intrinsic factors
having to do with the job itself.
THEORY OF NEEDS – DAVID McCLELLAND
Power
Achievement
Affiliation
THEORY OF NEEDS – DAVID
McCLELLAND
The theory states that every person has one

Achievers like to solve problems and
of three main driving motivators: the needs for
achieve goals.
achievement, affiliation, or power.
Those with a strong need for affiliation
don't like to stand out or take risk, and
they value relationships above anything
else.
These motivators are not inherent; we develop Those with a strong power motivator like to
them through our culture and life experiences . control others and be in charge.
THEORY OF NEEDS – DAVID
McCLELLAND
Need for achievement (nAch) Need for power (nPow) is the need to
is the drive to excel, to achieve make others behave in a way they
in relationship to a set of would not have otherwise.
standards.
Need for affiliation (nAff) is

the desire for friendly and close
interpersonal relationships.
Process Theories of
Motivation
Process Theories of Motivation
– How people make choices to work hard or not.
– Choices are based on:

• Individual preferences.
• Available rewards.
• Possible work outcomes.
• Process Theories of Motivation
• Equity Theory
• Expectancy Theory
• Goal-Setting Theory
Equity Theory of Motivation
Situation
If someone offered you 50,000 a month on your first job after graduating from college,
you’d probably jump at the offer and report to work enthusiastic, ready to tackle
whatever needed to be done, and certainly satisfied with your pay.
How would you react, though, if you found out a month into the job that a coworker—
another recent graduate, your age, with comparable grades from a comparable school,
and with comparable work experience—was getting 60,000 a month?
You’d probably be upset! Even though in absolute terms, 50,000 is a lot of money for a
new graduate to make (and you know it!), that suddenly isn’t the issue. Now you see the
issue as what you believe is fair—what is equitable
❑Developed by J. Stacy Adams.
❑The theory that an employee compares his or her job’s input–

outcomes ratio with that of relevant others and then corrects any
inequity.
Equity Theory of Motivation – Referent
Categories
❑The referent—the other persons, systems, or selves individuals
compare themselves against in order to assess.The refrerent
categories are as below:
• Persons Category
• Includes other individuals with similar jobs in the same organization but
also includes friends, neighbors or professional associates.
• System Category
• Includes organizational pay policies, procedures.
• Self Category
• Past personal experiences and contacts and is influenced by criteria
such as past jobs or family commitments.
❑When people believe that they have been treated unfairly in

comparison to others, they try to eliminate the discomfort and restore a
perceived sense of equity to the situation.
❑Perceived inequity.
❑Perceived equity.
EXPECTANC
Y THEORY
Expectancy Theory of Motivation
❑Developed by Victor Vroom.
❑Expectancy theory states that an individual tends to act in a certain

way based on the expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual.
Expectancy Model
Expectancy Theory of Motivation –
Variables/Relationships
1. Expectancy or effort–performance linkage is the probability perceived by
the individual that exerting a given amount of effort will lead to a certain
level of performance.
2. Instrumentality or performance–reward linkage is the degree to which the

individual believes that performing at a particular level is instrumental in
attaining the desired outcome.
3. Valence or attractiveness of reward is the importance that the individual

places on the potential outcome or reward that can be achieved on the job.
Valence considers both the goals and needs of the individual.
https://www.youtube.com/watch?v=IpnzW06shsM
GOAL-
SETTING
THEORY
Goal - Setting Theory
• Developed by Edwin Locke.
• Goal-setting theory states that specific goals increase

performance and that difficult goals, when accepted, result in
higher performance than do easy goals.
Goal - Setting Theory - Conclusions
• Working toward a goal is a major source of job motivation. Studies on goal setting
have demonstrated that specific and challenging goals are superior motivating
forces.
• The conclusions of goal-setting theory apply to those who accept and are
committed to the goals. Difficult goals will lead to higher performance only if they
are accepted.
• Self generated feedback—where an employee monitors his or her own progress

—has been shown to be a more powerful motivator than feedback coming from
someone else.
• Three other contingencies besides feedback influence the goal-performance

relationship: goal commitment, adequate self-efficacy, and national culture.
• In some cases, participative set goals elicit superior performance; in other cases,
individuals performed best when their manager assigned goals.
Goal - Setting Theory - Summary
Key issues and principles in the goal-setting process:
• Set specific goals.

• Set challenging goals.
• Build goal acceptance and commitment.
• Clarify goal priorities.
• Provide feedback on goal accomplishment.
• Reward goal accomplishment.
https://www.youtube.com/watch?v=GD-0eo9hGT4
THANKS!

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MOTIVAT

Identifies Needs Searches for Engages in Performs Receives either Reassesses

Abraham Maslow’s hierarchy of five needs—physiological, safety, social,

If you want to motivate someone, according to Maslow, you need to understand

Under Theory X, managers believe employees inherently

He proposed such ideas as participative decision making,

Unfortunately, no evidence confirms that either set of

He did this by interviewing over

▪Satisfaction and dissatisfaction function on two distinctly separate

▪Work factors (motivators) lead to satisfaction, but their absence does

▪Other work factors (hygiene factors) produce satisfaction but do not

The theory states that every person has one

Need for affiliation (nAff) is

– How people make choices to work hard or not.

– Choices are based on:

❑Developed by J. Stacy Adams.

❑The theory that an employee compares his or her job’s input–

❑When people believe that they have been treated unfairly in

❑Developed by Victor Vroom.

❑Expectancy theory states that an individual tends to act in a certain

2. Instrumentality or performance–reward linkage is the degree to which the

3. Valence or attractiveness of reward is the importance that the individual

• Goal-setting theory states that specific goals increase

• Self generated feedback—where an employee monitors his or her own progress

• Three other contingencies besides feedback influence the goal-performance

• Set specific goals.

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