What is Motivation?

Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
 Behaviour
Goal
Need  Work hard
 Get a pay raise
(deficiency)  Find another job
 Become union member
and pressure
management

Tension
Reduction

The Motivation Framework

Maslow’s Hierarchy of Needs
NEEDS
General Examples Organizational Examples

Self-
Challenging job
Achievement actualization

Job
Status Esteem title
Friends
Friendship Belongingness at work
Pension
Stability Security plan
Base
Food Physiology salary
 Assumptions of Maslow’s
Hierarchy
Movement up the Pyramid
•Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.

•Individuals Maslow Application:

therefore must
A homeless person
move up the
hierarchy in order will not be motivated to
meditate!
 Maslow’s Hierarchy of Needs
A Content Perspective
• What factor or factors motivate people
• Weakness of Theory
– Five levels of need are not always present
– Order is not always the same
– Cultural differences
• Need’s Hierarchy in China…an example:
– Belonging
– Physiological
– Safety
– Self actualizing in service to society
 Alderfer’s ERG Theory
A Content Perspective
• Existence needs
– Physiological
• Relatedness needs
– How one individual relates to his/her social
environment
• Growth needs
– Achievement and self actualization
 Alderfer’s ERG Theory
A Content Perspective

Satisfaction-Progression Frustration-Regression

Growth Needs

Relatedness
Needs

Existence Needs
 EXISTENCE NEEDS

• This group of needs is concerned with

providing the basic requirements for
material existence, such as physiological
and safety needs.
• In a work context this need is satisfied by
money earned in a job for the purchase of
food, shelter, clothing, etc.
 RELATEDNESS NEEDS
• This group of needs focuses on the desire
to establish and maintain interpersonal
relationships with family, friends, co-
workers and employers. Interact with
other people, receive public recognition,
and feel secure around people.
• The amount of time most people spend
at work this need is normally satisfied to
some extent by their relationships with
colleagues and managers
 GROWTH NEEDS
• These needs are about the fulfilment of
desires to be creative, productive and to
complete meaningful tasks.
• These needs are all about by personal
development. In a work context a person's
job, career, or profession can provide a
significant satisfaction of growth needs
 conclusion
• Clayton Alderfer extended and simplified
Maslow's Hierarchy into a shorter set of
three needs: Existence, Relatedness and
Growth (hence 'ERG'). Unlike Maslow, he
did not see these as being a hierarchy, but
being more of a continuum.
 Content Theories
• McGregor’s Theory X and Theory Y
Theory X and Theory Y

Theory X Theory Y

Avoid
Work is Natural
Work

Must be Self-
Controlled Direction

Avoid Seek
Responsibility Responsibility

Good Decisions
Seek Security
Widely Dispersed
Theory X
 Theory X
- Theory X assumes that employees are naturally unmotivated and dislike
working, and this encourages an authoritarian style of management.
According to this view, management must actively intervene to get
things done. This style of management assumes that workers:

 Dislike working.

 Avoid responsibility and need to be directed.

 Have to be controlled, forced, and threatened to deliver what's needed.

 Need to be supervised at every step, with controls put in place.

 Need to be enticed to produce results; otherwise they have no

ambition or motivation to work.
 Theory X Continued
X-Type organizations tend to be top heavy, with
managers and supervisors required at every step to
control workers. There is little delegation of
authority and control remains centralized.

McGregor recognized that X-Type workers are in

fact usually the minority, and yet in large scale
production environment, X Theory management
may be required and can be unavoidable.
Theory Y
 Theory Y Continued
 This management style tends to be more widely appropriate. In Y-
Type organizations, people at lower levels of the organization are
involved in decision making and have more responsibility.

 Theory X and Theory Y relate to Maslow's hierarchy of needs in how

human behavior and motivation are main priorities in the workplace in
order to maximize output. In relation to Theory Y, the organization is
trying to create the most symbiotic relationship between the managers
and workers, which relates to Maslow's needs for self-actualization and
Esteem.

 For self-actualization issues relate to Esteem when the manager is

trying to promote each team member's self-esteem, confidence,
achievement, happiness, respect of others, and respect by others.
Comparing Theory X and Theory Y
 Comparing Theory X and Theory Y
 Motivation
Theory X assumes that people dislike work; they want to
avoid it and do not want to take responsibility. Theory Y
assumes that people are self-motivated, and thrive on
responsibility.

 Management Style and Control

In a Theory X organization, management is authoritarian,
and centralized control is retained, while in Theory Y, the
management style involves employees in decision making,
but retains power to implement decisions.
 Work Organization
Theory X employees tend to have specialized and often repetitive
work. In Theory Y, the work tends to be organized around wider areas
of skill or knowledge; Employees are also encouraged to develop
expertise and make suggestions and improvements.

 Rewards
Theory X organizations work on a ‘carrot and stick’ basis, and
performance is part of the overall mechanisms of control. In Theory Y
organizations, appreciation is also regular and important, but is usually
a separate mechanism from organizational controls. Theory Y
organizations also give employees frequent opportunities for
promotion. Accepting creative and innovative ideas provided by
employees.
Application

 Although Theory X management style is widely

accepted as poor to others, but somehow, it has its
place of beneficial in large scale production
operation and unskilled production-line work.

 Theory Y-style management is suited to knowledge

work and professional services. Professional service
organizations naturally evolve Theory Y-type
practices by the nature of their work; Even highly
structure knowledge work, such as call center
operations, can benefit from Theory Y principles to
encourage knowledge sharing and continuous
improvement.
TWO FACTOR
THEORY

OR
Herzberg's
Motivation-Hygiene
Theory
 ALL ABOUT TWO FACTOR
THEORY

Two Factor Theory states that there

are certain factors in the workplace that
cause job satisfaction, while a separate
set of factors cause dissatisfaction
• The theory was based around interviews with 203
American accountants & engineers in Pittsburgh,
chosen because of their professions' growing
importance in the business world by Herzberg.

• The subjects were asked to relate times when they felt

exceptionally good or bad about their present job or
any previous job, and to provide reasons, and a
description of the sequence of events giving rise to
that positive or negative feeling.
Herzberg’s Motivation-Hygiene
Theory
• Satisfaction which is mostly affected by the "motivator factors".
Motivation factors help increase the satisfaction but aren't that
affective on dissatisfaction.
• Dissatisfaction is the results of the "hygiene factors". These
factors, if absent or inadequate, cause dissatisfaction, but their
presence has little effect on long-term satisfaction.
• Motivators (e.g. challenging work, recognition,
responsibility) which give positive satisfaction, arising
from intrinsic conditions of the job itself, such as
recognition, achievement, or personal growth, and

• Hygiene factors (e.g. status, job security, salary and

fringe benefits) which do not give positive satisfaction,
although dissatisfaction results from their absence.
These are extrinsic to the work itself, and include
aspects such as company policies, supervisory
practices, or wages/salary .
 McClelland’s Needs Theory
• Three-Needs Theory
– There are three major acquired needs that are
major motives in work.
– Need for achievement (nAch)
• The drive to excel and succeed
– Need for power (nPow)
• The need to influence the behavior of others
– Need of affiliation (nAff)
• The desire for interpersonal relationships
Non-financial Incentives
Individual Incentives
 Status: It is the ranking of
positions, rights and duties in
the organisation. Research
indicated the fact that middle
and higher level employees
prefer escalations in status to
increments in pay.
 Promotion: It is the vertical
movement of a person in the
organisation. Promotions are
accompanied by increased
responsibilities, enhanced
prestige and power, usually.
Since promotions depend on
good performance, most
employees try to attain these
if the organisation provides
the opportunities.
 Responsibility: People want to
handle responsible and
challenging jobs. If the job is
responsible, it satisfies people
in more than one way.
Group Incentives
 Social Importance of Work:
People want jobs with high
social status. They are
prepared to accept such
jobs, even when the pay is
comparatively less. High
status jobs enhance the
social status of an individual
in the society. E.g.,
preferring to work in a
foreign bank rather than in a
good private financial
institution.
 Team Spirit: People prefer to
work in well-knit groups.
Those organisations that
encourage their employees
to do the jobs in a
cooperative manner, attract
people automatically. When
team spirit is encouraged
among employees, they will
put in their maximum in the
service of the organisation.
Organisational Incentives
 Participation: People prefer
organisations that offer them
good opportunities to
participate in the decision
making process.
Participation enables people
to offer valuable suggestions
and concrete ideas and see
that these are actually
translated into action.
 Sound Human Relations: A
positive work climate where
people are treated as
human beings is an
important reward. It permits
people to work with
enthusiasm and spirit and
contribute their best.
Cont…