MOTIVATION

Motivation– Concept, types and importance

Theories of Motivation- Maslow- Hierarchy of needs,
Herzberg-Two factor theory

7-0
Defining Motivation
The result of the interaction between the individual and the
situation.

The processes that account for an individual’s

intensity, direction, and persistence of effort toward
attaining a goal – specifically, an organizational goal.

Three key elements:

– Intensity – how hard a person tries
– Direction – effort that is channeled toward, and
consistent with, organizational goals
– Persistence – how long a person can maintain effort

7-2
Early Theories of Motivation
These early theories may not be valid, but they do form the
basis for contemporary theories and are still used by
practicing managers.

1.Maslow’s Hierarchy of Needs Theory

2.McGregor’s Theory X and Theory Y
3.Herzberg’s Two-Factor Theory
4.McClelland’s Theory of Needs

7-3
1. Maslow’s Hierarchy of Needs
There is a hierarchy of five needs. As each need is substantially
satisfied, the next need becomes dominant.

Assumptions Self-Actualization
Higher Order – Individuals cannot
Esteem move to the next
Internal higher level until
Social all needs at the
current (lower)
Lower Order Safety level are satisfied
External Physiological – Must move in
hierarchical order

See E X H I B I T 7-1

7-4
Maslow’s Needs Hierarchy Theory

Need to
know Lowest unmet need
Self-
actual-
has strongest effect
ization Need for
beauty When lower need is
Esteem satisfied, next higher
need becomes the
Belongingness primary motivator
Self-actualization -- a
Safety
growth need because
people desire more
Physiological rather than less of it
when satisfied

5-5
Evaluating Maslow’s Theory

• Latest Additions
Need to
know
Self-
actual-
ization Need for
beauty

Esteem

Belongingness

 Criticism :
Safety  Lack of support for theory

 People have different

Physiological hierarchies – don’t
progress through needs in
the same order

 Needs change more

rapidly than Maslow
stated
 3.Two-Factor Theory (Frederick Herzberg)
Basic assumptions of Herzberg's theory are:

Presence of Hygiene factor will not cause satisfaction but their

absence will cause dissatisfaction.
Presence of motivational factors will cause satisfaction but their
absence will not cause dissatisfaction

A theory that identifies two sets of factors that influence job satisfaction:
Motivators
Job-content factors such as achievement, recognition,
responsibility, advancement, and the work itself
Hygiene Factors
Job-context variables such as salary, interpersonal relations,
technical supervision, working conditions, and company policies and
administration
 Motivation–Hygiene Theory of Motivation

Motivation factors increase job

satisfaction
• Company policy and
administration
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
• Increasing Salary
Hygiene factors avoid
job dissatisfaction
Criticisms of the Two-Factor Theory
Herzberg says that hygiene factors must be met to remove
dissatisfaction. If motivators are given, then satisfaction
can occur.

Herzberg is limited by his methodology

– Participants had self-serving bias
Reliability of raters questioned
– Bias or errors of observation
No overall measure of satisfaction was used
Herzberg assumed, but didn’t research, a strong
relationship between satisfaction and productivity

7-9
HOW TO MOTIVATE

6-10
Financial and Non financial techniques of
Motivation
Financial Non Financial
 Take your employees to lunch
 Pay & Incentive  Throw a small company or
department party
 Gain Sharing  Offer leadership opportunities
 Profit sharing  Give employees the
 Stock options recognition they deserve
 Retirement benefits  Write an appreciation letter
 Allow high performers a more
flexible schedule
 Provide one-on-one time
 Job Security & Employee
involvement 6-11
Some modern ways to motivate-Alternative
Work Arrangements

 Flextime
– Flextime allows employees to choose the hours they work
within a defined period of time.
 Job Sharing
– Job sharing allows two or more individuals to split a
traditional 40-hour-a-week job.
 Telecommuting
– Telecommuting allows workers to work from home at least 2
days a week on a computer linked to the employer’s office.

8-12
Social and Physical Context of Work which
motivate
 Social Context
– Some social characteristics that improve job performance include:
• Interdependence
• Social support
• Interactions with other people outside of work

 Physical Context
– The work context will also affect employee satisfaction
• Work that is hot, loud, and dangerous is less satisfying
• Work that is controlled, relatively quiet, and safe
will be more satisfying

8-13
Employee Involvement
Employee involvement is a participative process
that uses employees’ input to increase their
commitment to the organization’s success.

Examples of Employee Involvement Programs

• Participative Management
• Representative Participation

8-14
Using Rewards to Motivate Employees
 Although pay is not the primary factor driving job
satisfaction, it is a motivator.
– Establish a pay structure
– Variable-pay programs

8-15
Reinforcement Theory
 Similar to goal-setting theory, but focused on a
behavioral approach rather than a cognitive one.

– Behavior is environmentally caused

– Thought (internal cognitive event) is not important
• Feelings, attitudes, and expectations are ignored
– Behavior is controlled by its consequences – reinforcers
– Is not a motivational theory but a means of analysis of
behavior
– Reinforcement strongly influences behavior but is not likely
to be the sole cause

7-16
 Global Implications
 Motivation theories are often culture-bound.
– Maslow’s hierarchy of needs theory
• Order of needs is not universal
– McClelland’s three needs theory
• nAch presupposes a willingness to accept risk and performance
concerns – not universal traits
– Adams’ equity theory
• A desire for equity is not universal
• “Each according to his need” – socialist/former communists
 Desire for interesting work seems to be universal.
– There is some evidence that the intrinsic factors of
Herzberg’s two-factor theory may be universal

7-17
Summary and Managerial Implications
 Need Theories (Maslow, Alderfer, McClelland,
Herzberg)
– Well known, but not very good predictors of behavior
 Goal-Setting Theory
– While limited in scope, good predictor
 Reinforcement Theory
– Powerful predictor in many work areas
 Equity Theory
– Best known for research in organizational justice
 Expectancy Theory
– Good predictor of performance variables but shares many of
the assumptions as rational decision making
7-18
Thank you!!

6-19