Motivation is the willingness of a

person to exert high levels of effort to

satisfy some individual need or want.
* The effort is a measure of intensity.
* Need – Some internal state that makes
certain outcomes appear attractive.
Learning Outcomes: Motivation
Describe the five levels of Maslow’s Hierarchy Theory
Outline the three areas of Alderfer’s ERG model
Contrast McGregor’s Theory X and Theory Y
Describe the impact of the three needs of the
McClelland Theory
Explain the Goal-setting Theory for motivation
Explain the relationship between the three
contingencies of Vroom’s Expectancy Theory
Gain a greater understanding of one’s own
motivational needs through self assessment
 Motivation is the driving force to achieve a goal /
fulfil a need

Needs Desired
& Expectations Behaviour / Action Goals

Fulfilment
 Extrinsic – ‘tangible rewards’ (e.g. salary, benefits, security,
contracts etc) – largely outside of manager’s direct control
 Intrinsic – ‘psychological’ rewards (e.g. being appreciated, doing
challenging work, positive recognition, using one’s ability etc ) –
can be heavily influenced by manager’s behaviour and actions

‘You don’t motivate individuals – you create the environment to enable self
motivation – that is managements prime role’
 Accepted Definition
Performance = Function of Ability x Motivation

Alternative Definition
Performance = Function of Ability x Clarity x Opportunity x Motivation
 Challenging job, achievement,
Growth, advancement, creativity
advancement
Self
Actualisation
Job title, social recognition,
Self-respect, prestige, status
Esteem

Work relations, professional

Affection, belonging, love Social
associations
Safe working conditions, benefits
Security, stability, protection
Safety job security
Food, water, sleep
Pay, cafeteria, benefits
Physiological
Achievement

Power

Affiliation
*The need for Achievement:
….…..is the drive to accomplish challenging goals.
*The need for Power:
……..is the desire to control others; to influence others’
behavior according to one’s wishes.
*The need for Affiliation:
…….. is the desire for close relationships with others.
Theory X Theory Y
*Managers are pessimistic *Managers are more
about workers’ optimistic about workers’
capabilities. capabilities.
*Managers believe people *Managers believe people
dislike work, seek to enjoy work, willingly
avoid responsibility, and accept responsibility,
are not ambitious. exercise self-control,
*Employees must be have the capacity to
closely supervised. innovate, and work
Herzberg’s Two-Factor Theory

Dissatisfaction Not dissatisfied Positive

and but satisfaction
demotivation not motivated and motivation

Hygiene Factors Motivational Factors

•Company policies
•Achievement
•Quality of supervision
•Career advancement
•Relations with others
•Personal growth
•Personal life
•Job interest
•Rate of pay
•Recognition
•Job security
•Responsibility
•Working conditions
 Chapter 6 Prentice Hall, 2001

Expectancy Theory
(Vroom)

Individual 1 Individual 2 Organisational

Effort Performance Rewards

1. Effort-Performance relationship = Expectancy

Personal
2. Performance-Rewards relationship = Instrumentality
Goals
3. Rewards-Personal goals relationship = Valence

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 Your tutor offers you £1 million if you memorise the textbook by tomorrow morning.

Expectancy Instrumentality Valence

Effort - Performance Link Performance - Rewards Link Rewards - Personal Goals Link

No matter how much effort Your tutor does not look There are a lot of wonderful things
you put in, probably not possible like someone who has £1 million you could do with £1 million
to memorise the text in 24 hours

E=0 I=0 V=1

Conclusion: Though you value the reward, you will not be motivated to do this task.
 Effects on Person
Goals Directs attention
Specific Energises Performance
Difficult Encourages persistency
Accepted New strategies developed

Feedback
Based on the premise that people’s goals or intentions play an important
part in determining behaviour. Effort is regulated by the perceived
difficulty of the goal and the individual’s commitment.
 Focuses on how people interpret the perceived
causes of behaviour. It is a function of Internal
Attributions (personal factors such as ability, effort)
and External Attributions (environmental factors
such as task difficulty, luck). Typical perceptual
problems can arise from:
 Stereotyping
 the halo effect
 perceptual defence
 projection
Based on Social Exchange theory. Focuses on people’s feelings of
how fairly they have been treated in comparison with the
treatment received by others
 Self-fulfilment and satisfaction
 Difficult goals lead to higher performance
 Motivation to act depends on the attractiveness of
the outcome
 What are your talents?
What is your ultimate career goal?
What can you achieve in 2 years?
What are your personal goals?
* Motivation is what makes people go and it is
a reaction of some internal stimuli.
* Motivation towards better performance
depends on the satisfaction of needs.
* Needs are felt and their intensity varies from
one person to another, from time to time,
and so does the extent to which they are
motivating.
 Chapter 6 Prentice Hall, 2001

Motivation

Direction

Intensity Persistence

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