Motivation Presentation

Maslow

Maslow drew up what he called a hierarchy of

needs, with basic needs at the bottom and
higher needs at the top.

Maslow claimed that people must satisfy their

lower needs before moving on to a higher level.
 Maslow
M a s l o w 's H i e r a r c h y o f n e e d s

S e lf- a c t u a lis a t io n

E s te e m n e e d s

S o c ia l N e e d s

S a fe ty n e e d s

B a s ic N e e d s
 Herzberg

Herzberg developed the idea of job

satisfaction. This is the pleasure that people
get from their work.

To gain job satisfaction, Herzberg thought four

factors need to be present:
 Herzberg

1. Recognition - having good or hard work

recognised, especially by managers.

2. Achievement - the personal feeling

gained from knowing that a job has been
done well.
 Herzberg
3.Promotion - this comes from recognition and
achievement which lead to a more senior
job.

4. Responsibility - this comes from

promotion, and increases a person’s sense of
recognition. It results in a greater sense of
achievement.
 Herzberg
• Herzberg also noted that there • If these factors are
were hygiene factors that are missing morale
essential for a happy and motivation are
workforce. These are include lower and can lead
good pay and working to unhappy
conditions, as shown by a workers and a fall
clean and safe workplace, the in output
control of noise and fumes and
good rest breaks.
 McGregor
Theory X
• Workers cannot be • They have to be told
trusted. what to do.
• They work only for the • They must be
money. supervised closely
• They do as little as • They avoid
possible. responsibility.
• They cannot be relied
on.
 McGregor
Theory Y
• Workers enjoy their • They can take initiatives.
work • They enjoy
• They work hard and responsibility.
expect to be reasonably • They are willing to take
paid. decisions.
• They are honest • They can work without
trustworthy supervision.
• They are able to • Money is not their only
organise themselves motivation.
 McGregor
• Firms that believe theory X have many rules and
regulations. There may be few chances of promotion
and workers are not valued.

• Firms that believe in theory Y encourage their

workers. They want to see them grow and give them
opportunities for further training and experience.
They allow them to use their initiative to gain
promotion.