MOTIVATION

Annisa Luthfiani
Lia Mulyani
Yanuari Falahdinna

Defining Motivation
Motivation has been defined as:
1. Those processes within an individual that
stimulate behavior and channel it in ways that
should benefit the organization as a whole
2. The forces acting on and coming from within a
person that account, in part, for the willful
direction of ones efforts toward th achievement
of specific goals
3. Motivation means three things: the person works
hard, the person keeps at his or her work, and
the person directs his or her behavior toward
appropriate goals

In general, these definitions seem to contain

three common aspects of motivation:
- Effort: concerns the magnitude, or intensity,
of the employees work-related behavior
- Persistence: concerns th sustained effort
employees manifest in their work-related
activities
- Direction: refers to the quality of an
employees work-that is, the investment of
sustained effort in a direction that benefits
the employer

Types of Motivation Theories

Type

Characteristic
s

Theories

Examples

Content

Concerned with
identifying
specific factors
that motivate
people

Need hierarchy
Existence
relatedness
growth
Motiationhygiene
Learned needs

Satisfying
peoples needs
for pay,
promotion,
recognition

Process

Concerned with
the process by
which
motivational
factors interact
to produce
motivation

Self-efficacy
Expectancy
Equity
Goal setting

Clarifying
peoples
perception of
work inputs,
performance
requirements,
and rewards

Content Theories

The four most popular content

theories of motivation are:
Maslows need hierarchy theory
Alderfers existence relatedness
growth (ERG) theory
Herzbergs motivation-hygiene
theory
McClellands learned needs theory

Maslows need hierarchy

theory
Complex
Needs

Basic
Needs

General
Factors

Need Levels

Organization
Factors

Growth
Achievement
Advancement

Selfactualization
(5)

Challenging job
Advancement in
organization
Achievement in work

Self-esteem
Esteem from
others
Recognition

Esteem
(4)

Titles
Status symbols
Promotions

Affection
Acceptance
Friendship

Social
(3)

Quality of
supervision
Compatible work
group
Professional
friendships

Safety
Security
Stability

Safety
(2)

Safe working
conditions
Fringe benefits

Alderfers existence relatedness

growth (ERG) theory
ERG theory
Developed by Clayton Alderfer.
Three need levels:
Existence needs desires for physiological
and material well-being.
Relatedness needs desires for satisfying
interpersonal relationships.
Growth needs desires for continued
psychological growth and development.
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 ERG theory
Any/all needs can influence behavior at
one time.
Frustration-regression principle.
An already satisfied lower-level need
becomes reactivated when a higher-level
need is frustrated.
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Herzbergs motivation-hygiene
theory
Developed by Frederick Herzberg.
Hygiene factors:
Elements of the job context.
Sources of job dissatisfaction.

Satisfier factors:
Elements of the job content.
Sources of job satisfaction and motivation.

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Management - Chapter 14
10

Learned Needs Theory

Proposed by David C.McClelland
Based on the premise that people
acquire or learn certain needs from
their culture
Three of these learned needs are :
1) need for Achievement (nAch)
2) need for Affiliation
(nAff)
3) need for Power (nPow)

Need for Achievement

(nAch)
People with a strong nAch want to
accomplish reasonably challenging
but attainable goals through their
own effort.
High nAch people also desire specific
feedback and recognition for their
accomplishment.

Need for Affiliation (nAff)

People with a high nAff have the
desire to friendly and close
interpersonal relationship.
They prefer to spend more time
maintaining social relationships,
joining groups, and wanting to be
loved.
High nAff people tend to be helpful
and supportive.

Need for Power (nPow)

People with a high nPow want to
influence others, take control, and
change people and situations.
McClelland suggested that there are
two types of power :
1) Personalized power
2) Socialized power

MASLOW
(need
hierarchy)

High
Order
Needs

SelfActualizati
on

Esteem

Motivator
s

Belongingnes
s, social, and
love

Basic
Need
s

Safety
and
security
Physiologic
al

Hygien
e
factors

HERZBERG
(two-factor
theory)
The work
itself:
Responsibilit
y
Advanceme
nt
Growth

Achieveme
nt
Recognitio
n

Quality of
interpersonal
relations
among peers
with
supervisors,
with
subordinates

Job
security
Working
conditions
salary

ALDERFER
(ERG
theory)

McClelland
(learned
needs)

Need for
Achievem
ent

Growth
Need for
Power

Relatedne
ss

Need for
Affiliatio
n
Existenc
e

Process Theories
The content theories of motivation attempt
to identify what motivates employees in
the workplace (e.g., advancement, selfactualization, and growth)
There are four major process theories :
a) Self-Efficacy Theory
b) Expectancy Theory
c) Equity Theory
d) Goal-setting Theory

Self Efficacy Theory

Self Efficacy has three dimension :
1. Magnitude
2. Strength
3. Generality

Past Performance

Vicarious Experience
SELF-EFFICACY
Verbal Persuasion

Emotional Cues

Implication for practice

Edwin locke and gary latham
suggested that goal-setting theory
and self-efficacy theory complement
each other.

Expentancy theory
With application to organizational
setting
Based assumptions :
1. That people join organization with
expectations about their
need,motivation, past experience
2. Individual behavior is a result of
conscious choice
3. People want different things from
organization

Basic expectancy model

Outcomes
Expectancy
Instrumentality
valence

Equity theory
Herzberg found that feeling of
inequity a frequently reported source
of dissatisfaction among employees
Stacy adams has developed the most
detailed and organizationally
relevant equity theory
Equity theory assert that employees
hold certain belief about the output
they receive from their work and the
input they invest to obtain these

 Metods of restoring equity

1. Alter input
2. Alter outcome

Implication for practice

Organization justice
Distributive justice
Interactional justice

Goal-setting theory
1. Difficult goals lead to higher performance than do easier
goals
2. Spesific goals lead to higher performance than do vague
goals such as do your best
3. The mechanisms by which goals affect performance are
directing attention and action,mobilizing effort,increasing
persistence, and motivatinh a search for appropriate
performance strategies
4. Feedback appears necessary for goal setting to work
5. Goal commitment is necessary if goals are to affect
performance
6. Individual differences in factors like personality and education
are not generally related to goal-setting performace