Chapter

6 - MOTIVATION
Concepts

What Is Motivation?
Direction

Intensity

Persistence

What is Motivation?

Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

Having Little Ambition

Theory X

Managers See Workers As

Disliking Work
Avoiding Responsibility
Self-Directed

Theory Y

Managers See Workers As

Enjoying Work
Accepting Responsibility

Hierarchy of Needs Theory

(ABRAHAM MASLOW)
Hierarchy of Needs Theory

There is a hierarchy of five

needsphysiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the
next need becomes
dominant.
We each have a hierarchy of needs that
ranges from "lower" to "higher." As lower
needs are fulfilled there is a tendency for
other, higher needs to emerge. 1908
1970

Maslows Hierarchy of
Needs Higher-Order Needs
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.

Self
Esteem
Social
Safety
Physiological

Needs that are satisfied

internally; social, esteem,
and self-actualization
needs.

Abraham
Maslow's
Hierarchy of
needs

Self
Actualization
Needs
Esteem
Needs
Social
Needs

Safety
Needs
Basic
Needs

5 Levels

Maslows Theory and its relation to Organizational Needs

Self Actualization

Esteem
Social
Safety/Security
Physiological

Maslows Hierarchy
Of Needs

Hierarchy
Of Organizational Needs

Self Actualization

Esteem
Social
Safety/Security
Physiological

Maslows Hierarchy
Of Needs

Provide Lunch breaks, rest breaks, and

sufficient wages to purchase essentials

Hierarchy
Of Organizational Needs

Self Actualization

Esteem
Social
Safety/Security

Safe Working Environment

& Job Security

Physiological

Maslows Hierarchy
Of Needs

Hierarchy
Of Organizational Needs

Self Actualization

Esteem
Social

Community belongingness via

Team based projects & social
events

Safety/Security
Physiological

Maslows Hierarchy
Of Needs

Hierarchy
Of Organizational Needs

Self Actualization

Esteem

Recognize
achievements,
Job Titles

Social
Safety/Security
Physiological

Maslows Hierarchy
Of Needs

Hierarchy
Of Organizational Needs

Self Actualization

Provide Challenge &

opportunity
To reach full career potential

Esteem
Social
Safety/Security
Physiological

Maslows Hierarchy
Of Needs

Hierarchy
Of Organizational Needs

The Esteem Needs

There are two versions of esteem needs, a

lower one and a higher one. The lower one
is the need for the respect of others, the
need for status, fame, glory, recognition,
attention, reputation, appreciation, dignity,
even dominance. The higher form involves
the need for self-respect, including such
feelings as confidence, competence,
achievement, mastery, independence, and
freedom. Note that this is the higher
form because, unlike the respect of others,
once you have self-respect, its a lot harder
to lose!

Self-actualization : The drive to become

what one is capable of becoming

The last level is a bit different. If you want to

be truly self-actualizing, you need to have your
lower needs taken care of, at least to a
considerable extent. When lower needs are
unmet, you cant fully devote yourself to
fulfilling your potentials.
It isnt surprising, then, the world being as
difficult as it is, that only a small percentage of
the worlds population is truly, predominantly,
self-actualizing. Maslow at one point
suggested only about two percent!

Characteristic of
Self-actualized people
They have an unhostile sense of humor -preferring to joke at their own expense,
or at the human condition, and never
directing their humor at others. They
have an acceptance of self and others,
On the other hand, they are often
strongly motivated to change negative
qualities in themselves that could be
changed. Along with this comes
spontaneity and simplicity. They
preferred being themselves rather than
being pretentious or artificial.

Characteristic of
Self-actualized people

contd

Further, they have a sense of humility and

respect towards others or democratic
values -- meaning that they were open to
ethnic and individual variety, even
treasuring it. They have human kinship -social interest, compassion, humanity.
And it is accompanied by a strong ethics,
which is spiritual but seldom
conventionally religious in nature.

Characteristic of
Self-actualized people
These people have a certain
freshness of appreciation, an ability
to see things, even ordinary things,
with wonder. Along with this comes
their ability to be creative, inventive,
and original. Finally, these people
tended to have more peak
experiences than the average
person. A peak experience is one
that takes you out of yourself, that
makes you feel very tiny, or very
large, to some extent one with life or
nature or God. These experiences
tend to leave their mark on a person,
change them for the better, and
many people actively seek them out.

contd

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!

Herzbergs Two-Factor Theory

Bottom Line: Satisfaction and
Dissatisfaction are not Opposite Ends of
the Same Thing!
Hygiene
Factors:
Salary
Work
Conditions
Company
Policies

Separate constructs
Hygiene Factors---Extrinsic &
Related to Dissatisfaction

Motivation Factors---Intrinsic
and Related to Satisfaction

Motivators:
Achievement
Responsibilit
y
Growth

Contrasting Views of Satisfaction and Dissatisfaction

David McClellands Theory of Needs

Need for Achievement
The drive to excel, to
achieve in relation to a set
of standards, to strive to
succeed.

Need for Power

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

Need for
Affiliation
The desire for
friendly and close
personal
relationships.

Bottom Line:
Individuals have
different levels of
needs in each of
these areas, and
those levels will drive
their behavior

Goal-Setting Theory (Edwin

Locke)
Basic Premise: That specific and difficult
goals, with self-generated feedback, lead to
higher performance.
But, the relationship between goals and
performance will depend on
goal commitment
I want to do it & I can do it
task characteristics (simple, well-learned)
national culture

Goal Setting in Action: MBO Programs

Management
ManagementBy
ByObjectives
ObjectivesPrograms
Programs
Company
Companywide
widegoals
goals&&objectives
objectives
Goals
Goalsaligned
alignedat
atall
alllevels
levels
Based
Basedon
onGoal
GoalSetting
SettingTheory
Theory

What is MBO?
Management by Objectives (MBO)
A program that encompasses specific
goals, participatively set, for an explicit
time period, with feedback on goal
progress.
Key
KeyElements
Elements
1.
1. Goal
Goalspecificity
specificity
2.
2. Participative
Participativedecision
decisionmaking
making
3.
3. An
Anexplicit
explicittime
timeperiod
period
4.
4. Performance
Performancefeedback
feedback

Cascading of Objectives

Why MBOs Fail

Unrealistic expectations about MBO
results
Lack of commitment by top
management
Failure to allocate reward properly
Cultural incompatibilities

2007 Prentice Hall Inc.

All rights reserved.

Self-Efficacy Theory
An individuals feeling that s/he can
complete a task (e.g. I know I
can!)
Enhances probability that goals will
be achieved
Not to be confused with:
Self Esteem, which is.
Individuals degree of liking or disliking
themselves.

Self-Efficacy and Goal

Setting

Four Ways of Increasing Self

Efficacy (Bandura)
1. Enactive Mastery
2. Vicarious Modeling
3. Verbal Persuasion
4. Arousal

2007 Prentice Hall Inc.

All rights reserved.