WORK MOTIVATION

INTRODUCTION

 MOTIVE - an emotion, desire, need, or similar impulse that causes one to

act in a particular way.
 MOTIVATE - to provide with an incentive, move to action.
 MOTIVATION AT WORK - a general term applying to the entire class
of drives, desires, needs, wishes and similar forces that induce an individual
or a group of people to work.
 DEFINITION OF WORK MOTIVATION

 “Motivation is the set of internal and external forces that cause an

employee to choose a course of action and engage in certain behaviors.”

From the definitions, it is clear that motivation has two aspects:

1. The knowledge of human needs.
2. To inspire the employees to their best towards the organizational goals.
 ELEMENTS OF WORK MOTIVATION

 Direction of Behavior:
Which behaviors does person choose to perform in an organization.
 Level of Effort:
How hard does a person work to perform chosen behavior?
 Level of Persistence:
When faced with obstacles, how hard does a person keep trying to perform a
chosen behavior successfully?
MOTIVATION EQUATION
 THE BASIS MOTIVATION PROCESS

NEEDS DRIVES INCENTIVES

 Needs are created whenever there is a physiological or psychological

imbalance
 Drives or motives are set up to alleviate needs
 Incentives defined as anything that will alleviate a need and reduce a
drive
TYPE OF MOTIVATION
 FORM OF MOTIVATION (1/2)

 Incentive: A form of motivation that involves rewards, both monetary

and nonmonetary is often called incentive motivation.
 Fear: Fear motivation involves consequences - often one that is utilized
when incentive motivation fails.
 Achievement: commonly referred to as the drive for competency; this
feeling of accomplishment and achievement is intrinsic in nature.
 FORM OF MOTIVATION (1/2)

 Growth: seek to learn and grow as individuals.

 Power: The motivation of power can either take the form of a desire for
autonomy or other desire to control others around us.
 Social: motivation by social factors - acceptance and affiliation.
 ATTITUDE OR SELF-MOTIVATION AT WORK

 ready for driven, focused discussion and behavior.

 sharp and smart enough not to be manipulated and
 to be open to positive learning.
Being in this state of mind is the challenge
 CAUSES & EFFECT OF DECREASE IN SELF-MOTIVATION

 Monotonous work.
 Driven by boss.  1. Unwilling to work.
 Bad physical condition.  2. Creates sympathy.
 Does not get along with associates.  3. Inferiority complex
 Financial problem
 SOLUTIONS TO DECREASE IN SELF-MOTIVATION.

 Making the job more interesting.

 Thinking constructively.
 Making the best possible use of one’s strong points and not dwelling on weakness.
 Adopting oneself to the situation.
 Acquiring the sensible and worthwhile principle of life
 TECHNIQUES OF MOTIVATION

1. Financial Motivators. 2. Non-financial motivators.

 Money  Appraisal, praise or recognition.
 Status and pride.
 Competition.
 Delegation of authority.
 Participation.
 Job security.
 Job enlargement.
 Quality of work life
CATEGORIES OF MOTIVATION THEORIES

Мajor theorists:
 Abraham Maslow
 David McClelland
 Frederick Herzberg
 Clayton Alderfer
 MASLOW’S HIERARCHY OF NEEDS

1. Man are wanting

being

2. Fresh needs can

motivate persons to
work.

3. Man’s needs have a

hierarchy of
importance.
 HERZBERG’S HYGIENE MAINTENANCE THEORY

 Motivator needs: related

to nature of the work and
how challenging it is.

 Hygiene needs: relate to

the physical &
psychological context of
the work.
When hygiene needs not met, workers are dissatisfied. Note: when met, they
will NOT lead to higher motivation, just will prevent low motivation
 MCCLELLAND'S THEORY OF LEARNED NEEDS

 Achievement - a drive to
accomplish objectives and get
ahead
 Power - a drive to influence
people and situation
 Affiliation - a drive to relate to
people effectively

McClelland associates each need with a distinct set of work preferences, and
managers can help tailor the environment to meet these needs
 ALDERFER'S ERG THEORY

 Growth needs - desire

for continued personal
growth and development.
 Relatedness needs -
desire for satisfying
interpersonal
relationships.
 Existence needs -
desire for physiological
and material well-being.
 MCGREGOR’S THEORY X – Y
Theory X workers
 Don’t like working
 Don’t like things to change
 Need to be told what to do
 Cant be trusted to make a decision
 Are only interested in MONEY
 Must be closely watched
 Cant be trusted or relied upon
Theory Y
 Enjoy their work
 Will work hard to get rewards
 Want to see new things happening
 Will work independently
 Can be trusted to make decisions
 Are motivated by things other than
money
 Can work unsupervised
 THANK YOU!

KALOYAN DIMITROV, Chief Assist. Prof., Ph.D.

department "Industrial business“, Business faculty,
UNIVERSITY OF NATIONAL AND WORLD ECONOMY – SOFIA
e-mail: kdimittrov@unwe.bg