MGT162

After completing this chapter, students

should be able to:
•Explain the basic motivation process
•Outline how goal setting is used as a
tool for motivating individuals
•Describe how the reinforcement
approach is used to increase and
decrease behavior in an organizational
setting
 The forces acting upon or within a person
that cause that person to expend to
behave in a specific, goal-directed
manner.
 It is a psychological process that gives
purpose and direction to behavior.
 The management process of influencing
people’s behavior to behave in a way that
ensures the accomplishment of some goal.
 A psychological process that gives purpose
and direction to behavior.
 Motivation × Ability =
Performance
M ×A= P
 Motivation x Ability = Performance
 

Eg: You are motivated to become an accountant.

 
Motivation x Ability = Performance
(Goal & desire) (Education, (Accountant)
Knowledge)
Figure 14.1 The Relationship between Motivation and
Performance
 Approaches to Motivation
• Needs-Based Approaches
– Describe the specific human needs or factors
within a person that energize, direct, and stop
behavior.
• Process Approaches
– Explain how thought or cognitive processes of
individuals influence behavior.
• Reinforcement Approaches
– Focus on how learning and consequences mold
behavior.
Traditional Model

 Often associated with Frederick Taylor and

Scientific Management.
 through a system of wage incentives – the more
workers produced, the more they earned.
Human Relations Model

Oftenassociated with Elton

Mayo and his
contemporaries.
 managers could motivate
employees by
acknowledging their social
needs and by making them
feel useful and important.
Human Resources Model

 Often associated with Douglas McGregor.

 Theory X – people have an inherent dislike of work.
 Theory Y – people want to work and can derive great
deal of satisfaction from work.
Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Model

 According to Maslow, individuals have various needs and try to
satisfy these needs using a priority system or hierarchy.
 Maslow specified five (5) fundamental needs people have.
 Lower-order needs must be satisfied before higher-order
needs can be addressed.
 No consistent evidence exists that the satisfaction of a
need at one level will decrease its importance and
increase the importance of the next-higher needs.
Figure 14.2 Maslow’s Hierarchy of Needs
 Physiological needs
 Needs such as food, water, air, and shelter
 Needs a good, comfortable working conditions such as basic wage or
salary
 Managers who focus on physiological needs assume that people work
mainly for money and are primarily concerned with comfort and their
rate of pay.

 Security needs
 Needs to have a safe physical and emotional environment.
 Needs protection against threats or unsafe working environment such
as job security and predictable work environment.
 Managers will often emphasize rules, job security and fringe benefits.
 Affiliation needs
 Needs for friendship, love and a feeling of belonging.
 Needs acceptance by others such as association and communication with
others and being part of the group.
 Individuals value their work as an opportunity for finding and establishing
friendly interpersonal relationships.

 Esteem needs
 Needs for personal feelings of achievement and self-worth and by
recognition, respect and prestige from others.
 Managers who focus on esteem needs try to foster employees’ pride in
their work and use public rewards and recognition for services.
 Self-Actualization needs
 Needs for self-fulfillment and the opportunity to achieve one’s
potential.
 Peoples who strive for self-actualization accept themselves
and use their abilities to the fullest and most creative extent.
 Managers who emphasize self-actualization may involve
employees in designing jobs or make special assignments that
capitalize on employees’ unique skills.
 Herzberg found that the factors leading to job satisfaction were
separate and distinct from those that lead to job dissatisfaction.
Motivator factors
 Related to job content or what people actually do in their
work.
 Achievement, recognition, the work itself, responsibility
and advancement
Hygiene factors
 Associated with the job context in which the job is
performed.
 Company policy, administration, supervision, salary,
working conditions, interpersonal relationship
 Expectancy Model
 Equity Model
 Goal Setting
 Reinforcement
Theory
 The expectancy model suggests that motivation to
expend effort to do something is determined by three
basic individual perceptions.
 The perception that effort will lead to performance.
 The perception that rewards are attached to
performance.
 The perception that the outcomes, or rewards, are
valuable to the individual.
 Expectancy
 The belief that a particular level of effort will be followed

by a particular level of performance.

 Instrumentality
 The probability assigned by the individual that a specific

level of achieved task performance will lead to various

work outcomes.
 Valence
 The value or importance that the individual attaches to

various work outcomes.

 Effort

Expectancy

Performance

Instrumentality

Outcomes: Rewards

Valence
 Equity model focuses on an individual’s feelings about
how fairly he or she is treated in comparison with
others.
 People have a perception of the ratio of their inputs
compared to their own outcomes in a situation.
 They also have a perception of the ratio of everyone
else’s inputs to outcomes.
 Then, each person compares his or her own ration to
that of everyone else.
 To reduce a perceived inequity, a person may take one
of the following actions:
 Change work inputs either upward or downward to an
equitable level.
 Change outcomes to restore equity.
 Psychologically distort comparisons.
 Change the comparison person he or she is using to
another person.
 Leave the situation (e.g., quit the job or transfer to
another department).
 A process intended to increase efficiency and effectiveness
by specifying the desired outcomes toward which
individuals, groups, departments, and organizations work.
 Goals setting serves three purposes:
 Guide and direct behavior toward overall organizational
goals and strategies.
 Provide challenges and standards against which the
individual can be assessed.
 Define what is important and provide a framework for
planning.
 Effective goal setting
should be:
 S pecific

 M easurable

 A chievable

 R esults oriented

 T ime related
 Based on the idea that people learn to repeat
behaviours that are positively rewarded (reinforced)
and avoid behaviours that are punished (not
reinforced).
 The application of reinforcement theory is frequently
called behaviour modification because it involves
changing one’s own behavior or the behaviour of
someone else.
 Positive Reinforcement
 The administration of positive
and rewarding consequences
following a desired behaviour.
 Negative Reinforcement
 Also called avoidance learning,
strengthens desired behaviour by
allowing escape from an
undesirable consequence.
 Extinction
 The withdrawal of the positive
reward or reinforcing
consequences for an undesirable
behaviour.
 Punishment
 The administration of negative
consequences following
undesirable behaviour.
 The application of Reinforcement Theory is called
behavior modification.
 The reason is that the intent of applying the concepts is
to change or modify, one’s own, or someone else’s
behaviour.
 Hopefully, managers reward behaviour of employees
that is desirable for the organization (high performance)
and ignore behaviour that is not, or even punish it.

END OF CHAPTER 5