DEBRE MAEKOS UNIVERSITY

INSTITUTE OF TECHNOLOGY

SCHOOL OF CIVIL AND WATER RESOURCE ENGINEERING

CONSTRUCTION TRCHNOLOGY AND MANAGEMENT AC

INDIVIDUAL ASSIGNMENT OF HUMAN RESOURCE MANAGEMENT

IN CONSTRUTION

BIRUK GETACHEW………………………………………TER/0471-11

S UBMITTED TO INS:BAZEZEW
SUB/DATE: MAR 12 2022
What Is Motivation?

 Willingness to exert high levels of effort toward organizational goals.

 Conditioned by the effort’s ability to satisfy some organizational need.
 Motivation is generally defined as that which explains the direction and magnitude of behavior,
or in other words, it explains what goals people choose to pursue and how actively or intensely
they pursue them.

1 Maslow’s Hierarchy of Needs

Abraham Maslow (1970) suggested that certain needs have priority over others. Physiological needs like
breathing, thirst, and hunger come before psychological needs such as achievement, self-esteem, and the
need for recognition .

 It’s probably safe to say that the most well-known theory of motivation is Abraham Maslow’s
hierarchy of needs. He hypothesized that within every human being there exists a hierarchy of
five
needs. These needs are:

 Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs
 Safety: Includes security and protection from physical and emotional harm
 Social: Includes affection, belongingness, acceptance, and friendship
 Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement; and
external esteem factors such as status, recognition, and attention
 Self-actualization: The drive to become what one is capable of becoming; includes growth,
achieving one’s potential, and self-fulfillment

2 Aldefer’s ERG Theory

•Alderfer after re working on Maslow’s theory argued that the are three groups of core needs existence,
relatedness growth.
•Existence concerned with providing our basic material requirements. They include the items of
physiological and safety needs.
•Relatedness–the desire for maintaining important interpersonal relationship. Thus includes the social
need.
•Growth– an intrinsic desire for personal development. This includes both self esteem and self
actualization needs.

3 Herzberg’s Two-Factor Theory

•Frederick Herzberg with the belief that an individual's relation to work is basic & that one’s attitude to
ward work can very well determine successor failure proposed this theory.
•According to him certain characteristics tend to be consistently related to job satisfaction & others to job
dissatisfaction.
•Intrinsic factors such as work itself, responsibility & achievement seem to be related to job satisfaction.
•Extrinsic factors such as supervision ,pay ,company policies &working conditions lead to job
dissatisfaction.
4 McClelland’s Acquired Need Theory

McClelland’s theory of needs was developed by David McClelland and his associates.16 The theory
focuses on three needs: achievement, power, and affiliation. They are defined as follows:
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 interpersonal relationships

5 Reinforcement theory
A counterpoint to goal-setting theory is reinforcement theory. The former is a cognitive approach,
proposing that an individual’s purposes direct his or her action. In reinforcement theory, we have
a behaviorist approach, which argues that reinforcement conditions behavior. The two are clearly at odds
philosophically. Reinforcement theorists see behavior as being environmentally caused .
Reinforcement theory ignores the inner state of the individual and concentrates solely on what happens to
a person when he or she takes some action.

6 Equity theory

When we see the ratio as unequal, we experience equity tension. J. Stacy Adams has proposed that this
negative tension state provides the motivation to do something to correct it.
The referent that an employee selects adds to the complexity of equity theory. Evidence indicates that the
referent chosen is an important variable in equity theory. There are four referent comparisons that an
employee can use:
1. Self-inside: An employee’s experiences in a different position inside his or her current organization
2. Self-outside: An employee’s experiences in a situation or position outside his or her current
organization
3. Other-inside: Another individual or group of individuals inside
the employee’s organization
4. Other-outside: Another individual or group of individuals outside the employee’s organization

Leadership theories
What is leadership?
Leadership has been defined in different ways by different set of scholars. Leadership is defined as the
ability to influence a group towards the achievement of a vision or set of goals.
1 Great Man Theory/Trait Theory of Leadership
The assumption behind trait theory was that „leaders are born and not made‟. This concept was popularly
known as the „Great Man Theory‟ of leadership. The great man theory was originally proposed by
Thomas Carlyle in 1949 and the assumption behind this theory is that „great leaders will arise, when there
is great need‟. The theory also assumes that a leader cannot be a normal person and they are different
from the average person in terms of personality traits such as intelligence, perseverance and ambition.
However, a proposition of „Great Woman‟ finds no place, especially in leadership studies mainly due to
the fact that gender issues were out of context, when the theory was proposed and moreover, it was only
male members of the society who were into such research and such biasness was hardly realized by the
people then.

2 Behavioural Theories
Behavioural theories concentrate on „what the leaders do. Though behavioural theories make its
contribution in understanding leadership effectiveness, it cannot be considered as the utmost option, to
determine the success of leadership. In other words, it cannot be said with utmost clarity that a leader
depicting a certain kind of leadership traits and behaviours are always successful. At times, the situational
contexts play a strong role in determining the effectiveness of leaders

3 Contingency/Situational Theories
Assumes Sometimes the success of a leader does not depend upon the qualities, traits and behaviour of a
leader alone. The context in which a leader exhibits her/his skills, traits and behaviour matters, because
same style of functioning may not be suitable for different situations. Thus the effectiveness of leadership
also depends upon situations. Several research studies, when analyzing the reason for inconsistent results
in differing conditions with the same leadership style, laid their focus on situational variables. This theory
views leadership in terms of a dynamic interaction between a number of situational variables like the
leader, the followers, the task situation, the environment, etc

4 Transactional Theory of Leadership

There are several assumptions that underlie the transactional theory, which are as follows:
 People perform their best when the chain of command is definite and clear
 Workers are motivated by rewards and punishments.
 Obeying the instructions and commands of the leader is the primary goal of the followers.
 Subordinates need to be carefully monitored to ensure that expectations are met.

5 Transformational Theory of Leadership

Transformational leadership is also equated to an extent with the charismatic leadership. In order to bring
transformation in the followers‟ or employees‟ interest and reshape their capacity, one critical component
that has been considered essential is the charisma of the leader. In this form of leadership, a leader
inspires her/his followers to transcend their own self-interests for the betterment of the organization.
Transformational leaders pay attention to the developmental needs and concerns of the followers, and
inspire followers to give a new outlook for the old problems and thus motivate the followers towards
achievement of the goals of the organization, by giving them new perspective.
References
 Lecture note of HRM course (by instructor Bazezew msc)
 Lecture not of introduction to management
 http://managementstudyguide.com
 http://managementhelp.org/leadership
 Wikipedia