NATURE, THEORIES, AND

APPLICATION OF MOTIVATION,
NEEDS AND VALUES
 The Human Relations Model
A management Worker Satisfaction
model that views
the employee as
socially motivated leads to . . .
and operates from
the assumption
that a social need-
satisfied worker is Enhanced Worker
a productive Performance
worker.
 Where do we begin?
What will motivate you in the future?
• Read through the following statements.
Reflect and select those eight items that
are most important in terms of motivating
you?
• Keep your answers. When we discuss
need theories later in the chapter, we will
come back to score this instrument.
1. A positive working
environment
2. Good pay
3. Lots of freedom on the job
4. Praise for a job well done
5. Interesting and challenging
work
6. people with whom I enjoy
working
7. Knowing that there will be
consequences for poor
performance
8. A clearly written job
description’
9. Chance for promotion
10.A nice office
11. Personal respect
12. A generous retirement
program
13. Performance evaluations
14. Doing important work
15. Time off from work
16. Serving the public and
making the community a
better place to live
17. Regular hours
18. Knowing “inside”
information about what is
going on at work
19. Opportunity for learning
and growth
is the inner power or energy that pushes
one toward performing a certain action.
Motivation strengthens the ambition,
increases initiative and gives direction,
courage, energy and the persistence to
follow one's goals.
 General Components of Motivation

• Individual differences
• Nature of the job
• Organization itself
 Motivation vs. Job Satisfaction
Job satisfaction is an attitude or feeling about one’s
job. It includes satisfaction with pay, coworkers,
supervision, promotion, and the organization.

Motivation has deeper roots. It includes not only

attitudes about the job but also factors such as
individual needs. Needs are based on personality
and values and are related to things that are lacking
and are desired. It has a strong behavioral aspect—
the drive to act—that is not necessarily present in
job satisfaction.
 Kinds of Motivation
• Positive vs Negative
❑Motivating forces can be positive, as in
impelling one to reach a certain goal. They
can also be negative, as in driving one
away from an unwanted situation.
• Internal vs External
❑There is internal motivation, or push. It’s
an internal state that impels one to act
towards achieving a certain goal. Then
there is external motivation, or pull. It’s
when an external goal influences one’s
behaviour towards them.
• Basic vs learned Motivation leans on
motives
❑Basic or primary motives are unlearned
and common to both animals and humans.
We’re talking hunger, thirst, sex,
avoidance of pain, and perhaps
aggression and fear.
❑The learned or secondary motives
include achievement, power, recognition,
love...
 Nature of Motivation
a. Motivation energizes and gives it direction. A
motivated person will work harder and
persevere longer than an unmotivated person.
b. Motivation is the strength of the drive toward
an action.
c. Motivation is said to be ad hoc (short time) or
transitory. What motivates a person now ceases
to motivate him later since needs, values and
environment change.
 Motivation-Behavior Model

BEHAVIOR GOAL/EFFECT

NEEDS/VALUES MOTIVATION
It shows that motivation is strongly influenced by needs and
values. Needs are the basic components in our life we
cannot do without. Values are the life’s artifacts that we
prize and cherish most. Like needs, they can also be
arranged according to one’s priorities. A need could also
be a value or vice versa.

The figure also suggests that there are certain worker types
of human behavior which may not have specific goals. In
fact, behavior may result in something other than or in
addition to fulfillment. Such a phenomenon is called
serendipity. Behavior may have an effect other than that
which was intended.
 Changing Perspectives on Motivation

• Needs Theories
• Expectancy Theories
• Goal-Setting Theories
• Equity Theories
 A. NEEDS THEORIES
Need theories revolve
around the fulfillment of an
internal state, that makes
certain outcomes appear
attractive. These theories
form the basic foundations
of motivation theories, and
are the most
straightforward.
1. Maslow’s Hierarchy of Needs
• BY: Abraham Maslow (1908-1970)
Identified sets of basic human needs and
suggested that they could be arranged in a
hierarchy based on their importance to the
individual
• Alderfer’s ERG Model (By: Clayton
Alderfer)
❑condensed Maslow's five human needs
into three categories:
Existence, Relatedness and Growth
• Mcclelland’s Human Motivation Theory (By:
David Mcclelland)
❑advocated the Three Needs Theory
a. Need for Achievement-the drive to excel, to
achieve in relation to a set of standards, to
strive to succeed.
b. Need for Affiliation- The desire for friendly
and close interpersonal relationships.
c. Need for Power-the need to make others
behave in a way that they would not have
behaved otherwise
• Theory of X and Y (By: Douglas McGregor)
Theory X Theory Y
Assumptions Assumptions

Employee is lazy People like to work.

Managers must closely Must create work setting to build

supervise initiative

Create strict rules and defined Provide authority to workers

rewards
 B. GOAL SETTING THEORY
BY: EDWIN LOCKE AND GARY LATHAM

• states that goal setting is essentially linked

to task performance
Locke and Latham’s Five Principles Of
Effective Goal Setting

1. Clarity. A goal must be specific and

clear.
2. Challenge. An easy or tedious goal is
demotivating. But keep a realistic
balance: don’t expect anyone on your
team to spin straw into gold.
3. Commitment. Your employees have to understand and
buy in to the goal from the outset.
4. Feedback. Provide regular feedback throughout the whole
process. This helps to keep the goal on track.
5.Task complexity. Think about realistic timescales, and
break down the process into sub-goals with regular reviews.
C. HERZBERG'S MOTIVATION-HYGIENE
THEORY
BY: FREDERICK HERZBERG (1923-2000)

Based on this theory motivating factors

(intrinsic) can encourage workers or employees
to work harder while hygiene (extrinsic)
encourage employees to work harder but it can
also encourage workers to become
unmotivated if this factor is not present in the
organization.
• Now we can return to the self-assessment
exercise presented earlier in the chapter in
the “Where Do We Begin?” section.
Compare your questionnaire answers to
Herzberg’s categories as shown here:
 Maintenance Motivating Factors
Factors
Items 1, 2 , 6, 7, 8, Items 3, 4, 5, 11, 16
9, 10, 12, 13, 14, and 19
15, 17, and 18

What do your answers tell you about what

motivates you? What do you need to be
motivated?
Elements contribute positively to the motivating
potential of a job (Hackman and Oldham)

• Skill variety—The job requires varying skills, activities,

tasks, and talents.
• Task identity—The job allows completion of a whole and
identifiable piece of work or work product.
• Task significance—The work is important and has a
positive impact on others in the organization or
• outside of it.
• Autonomy—The workers have a degree of discretion
and control over their work.
• Feedback—The work provides direct and clear
information on the effectiveness of performance.
 D. EQUITY THEORY
BY: JOHN STACEY ADAMS

• Based on the notion of social exchange – people

make choices based on their assessments of
particular situations before exerting effort to achieve
organizational goals.
• Equity theorists suggest that people evaluate this
exchange based on what they perceive to be fair or
advantageous compared with what others receive
or the effort required.
• Motivation is a consequence of perceived inequity.
E. VROOM’S EXPECTANCY THEORY
BY: VICTOR H. VROOM (1932-PRESENT)

❖founded on the basic notions that people will

be motivated to exert a high level of effort
when they believe there are relationships
between the effort they put forth, the
performance they achieve, and the outcomes/
rewards they receive.
 F. CARROT AND STICK THEORY
By: JEREMY BENTHAM (1748—1832)

❖ considers that all people are self-

interested and are motivated by the
desire to avoid pain and find pleasure.
Any worker will work only if the reward
is big enough, or the punishment is
sufficiently unpleasant.
❖ It comes from the old story that to
make a donkey move, one must put a
carrot in front of him or dab him with a
stick from behind.
Reinforcement, Reward, and Punishment
• B. F. Skinner (1971) His work focused on
what he called operant behavior.
He suggested the four approaches of
operant conditioning.

Reinforcement-refers to those consequences of

a particular action that either increase or
decrease the likelihood of the behavior being
repeated
1. Positive reinforcement involves a positive reward
2. Negative reinforcement refers to the removal of
a negative consequence

3. Punishment-consequences that reduce the

likelihood of a behavior being repeated.

4. Extinction- involves the removal of a

previously valued consequence.