CHAPTER EIGHT

Motivation
 1. MOTIVATION
Motivation is a psychological feature that
arouses an organism to act towards a
desired goal and elicits, controls, and
sustains certain goal-directed behaviours.
It can be considered as driving force; a
psychological one that compels or
reinforces an action toward a desired goal.
1.1 BASICS OF MOTIVATION
 1.2 THEORIES OF MOTIVATION
1.2.1 THEORY X AND Y
 Theory X Assumptions:
 People inherently dislike work
 People must be coerced or controlled to do work
to achieve objectives
 People prefer to be directed
 Theory Y Assumptions:
 People view work as being as natural as play
and rest
 People will exercise self-direction and control
towards achieving objectives they are
committed to
 People learn to accept and seek responsibility
1.2.2 NEED HIERARCHY
A. PHYSIOLOGICAL NEEDS
 These are biological needs.
 They consist of needs for oxygen, food,
water, and a relatively constant body
temperature.
 They are the strongest needs because if a
person were deprived of all needs, the
physiological ones would come first in the
person's search for satisfaction
B. SAFETY NEEDS
 When all physiological needs are satisfied and
are no longer controlling thoughts and behaviors,
the needs for security can become active.
 Adults have little awareness of their security
needs except in times of emergency or periods of
disorganization in the social structure (such as
widespread rioting).
 Children often display the signs of insecurity and
the need to be safe.
C. NEEDS OF LOVE, AFFECTION AND
BELONGINGNESS
 When the needs for safety and for
physiological well-being are satisfied, the
next class of needs for love, affection and
belongingness can emerge.
 Maslow states that people seek to
overcome feelings of loneliness and
alienation.
 This involves both giving and receiving
love, affection and the sense of belonging.
 D. NEEDS FOR ESTEEM
 When the first three classes of needs are
satisfied, the needs for esteem can become
dominant.
 These involve needs for both self-esteem and
for the esteem a person gets from others.
 Humans have a need for a stable, firmly
based, high level of self-respect, and respect
from others.
 When these needs are satisfied, the person
feels self-confident and valuable as a person
in the world. When these needs are frustrated,
the person feels inferior, weak, helpless and
worthless
E. NEEDS FOR SELF-ACTUALIZATION
 When all of the foregoing needs are
satisfied, then and only then are the needs
for self-actualization activated.
 Maslow describes self-actualization as a
person's need to be and do that which the
person was "born to do."
 "A musician must make music, an artist
must paint, and a poet must write."
SELF-ACTUALIZATION (CONT’D)
 These needs make themselves felt in signs
of restlessness.
 The person feels on edge, tense, lacking
something, in short, restless.
 If a person is hungry, unsafe, not loved or
accepted, or lacking self-esteem, it is very
easy to know what the person is restless
about. It is not always clear what a person
wants when there is a need for self-
actualization.
1.2. 3 HERZBERG'S TWO FACTOR
THEORY
 Herzberg interviewed a number of people in
different professions at different levels to find
out two things:

Those factors that MOTIVATED them

in the workplace
 These were identified as factors that gave
employees an incentive to work resulting in job
satisfaction. They are also referred to as
'motivators'. These motivators increased the job
satisfaction of the employee and further increased
their efficiency.
CONT’D
 Those factors that PREVENTED JOB
DISSATISFACTION
 These were identified as factors that
prevented job dissatisfaction. These did
not make the employees happy (or have
job satisfaction): it just removed the
unhappiness out of working. They are also
referred to as 'hygiene' factors. Such
hygiene factors, if not satisfied, had an
effect of reduced employee efficiency
 HERTZBERG TWO FACTOR THEORY
CONT’D
 Hygiene factors are those whose absence can create job
dissatisfaction:
 Supervision
 Company policy
 Working conditions
 Salary
 Peer relationship
 Security
 Motivator factors increase job satisfaction:
 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Growth
 1.2.4. MCCLELLAND'S
MOTIVATIONAL THEORY
A. Need for Achievement
 Personal responsibility
 Feedback
 Moderate risk
B. Need For Power
 Influence
 Competitive
C. Need for Affiliation
 Acceptance and Friendship
 Cooperative
NEED FOR ACHIEVEMENT
A strong need for achievement is a drive to
succeed and excel.
 It depends on how well individuals are
motivated to perform their work tasks.
 People with a high need for achievement like to
take responsibility for solving problems; they
tend to set moderately difficult goals for
themselves and take calculated risks to meet
those goals; and they greatly value feedback on
how well they are doing.
NEED FOR POWER
 The need for power deals with the degree
of control a person desires over his or her
situation.
 People think about their control and
influence they have over others and how
they can influence to change people’s
behavior, gain authority and status and
dominate decisions.
 Manipulating and controlling others
satisfy their needs.
NEED FOR AFFILIATION
 Many people spend much of their time
thinking about developing warm, friendly,
personal relationships with others in the
organization.
 They have a high need for affiliation;
more sensitive to others feelings, seek to
establish friendly relationships in groups,
share agreeable and supportive ideas
1.3 MOTIVATIONAL THEORY
THAT FOCUS ON BEHAVIOR
Goal Setting Theory
Equity Theory
Vroom’s Expectancy Theory
GOAL SETTING THEORY
 Specific goals increase performance, and
difficult goals, when accepted, result in higher
performance than easy goals.
EQUITY THEORY
An employee compares her/his job's inputs-
outcomes ratio with that of referents.
If the employee perceives inequity, she/he will
act to correct the inequity:
 Lower productivity
 Reduced quality
 Increased absenteeism
 Voluntary resignation.
VROOM’S EXPECTANCY THEORY
 Expectancy is the extent to which an individual
believes that a specific action will result in a
particular outcome
 There are two types of expectancies:

Effort- performance (E-P) and

Performance – Outcome (P-O)
EFFORT PERFORMANCE (E-P)
 Involves a person believing that increased effort will in
fact lead to increased performance.
PERFORMANCE OUTCOME (P–O)
 Expectancies are beliefs that a certain performance will
lead to a particular outcome.
 Individuals expect certain consequences of their
behavior, which affect their decisions on how to behave.
VALENCE
 is the outcome of a particular behavior, or power to
motivate, which varies from individual to individual.
 Valence is the value or preference, an individual places
on an outcome.
 Given a choice, individuals tend to select the level of
performance that seems to have the best chance of achieving
an outcome they value.
EXPECTANCY THEORY (SUMMARY)
 An individual will act in a certain way based on
the expectation that the act will be followed by a
given outcome and on the attractiveness of that
outcome to the individual.
 Effort -------> Performance linkage (How
hard will I have to work?)
 Performance -------> Reward linkage (What
is the reward?)
 Attractiveness (How attractive is the reward?)
EXPECTANCY (CONT’D)
 EXPECTANCY x VALENCY = LEVEL OF
MOTIVATION
The End!!!!