THE NATURE OF

MOTIVATION

Presenter:
Jenny B. Macalib-og
Juvelyn M. Estrebor
 Motivation
 Intrinsic and Extrinsic Motivation
 Five Core Character of the Job
 Prosocially Motivation
 William McDonough
 Outcomes and Input
 Expectancy Theory
 Container Store Motivational Approach
 Need Theories
 Abraham Maslow
 Clayton Alderfer
 Frederick Herzberg
 David McClelland
Motivation
 is defined as the energy or the force that
stimulates a person to act towards the
fulfilment of one's desired goal.
 it is central to management because it
explains why people behave the way they
do in an organization.
 explains why employee at Enterprise
Rent a Car provide excellent customer
service and also explains why a waiter is
polite or rude.
 William McDonough
 intrinsic and prosocial motivation comes
from saving the natural environment from
pollution and waste and encouraging large
corporation and their managers to do the
same.
 He also advocate the “Cradle to Cradle”
design that entails manufacturing products
using biodegradable raw materials so that
when a product is no longer useful, the
materials it was made of either can be used
over and over again in other products or will
organically decompose.
Expectancy theory
 outlines the connection employees expect
between effort and reward. If an employee does
very well and puts forth additional effort, they will
likely expect to be rewarded accordingly. In a
retail setting, for example, a cashier might offer to
work a double shift when a manager is short
staffed, but would expect praise and perhaps
additional compensation for doing so.
 Employees who do not feel rewarded become
unmotivated. Think about how you might feel if
you continually worked as hard as possible but
never received additional recognition or
compensation. Would you continue to work as
hard as possible, or would you think 'why bother?'
The Container Store’s Motivational Approach

 it means that each employee work as a

leader-and that those in managerial
positions still work the floor to tidy up
displays. Results are extremely positive,
with retail chain boasting significantly
lower turnover rates than other chain in
the industry.
 It is founded by Kip Tindell and Garrett
Boone from Dallas, Texas, in 1978.
 According to expectancy theory, high motivation results
from high levels of expectancy, instrumentality, and
valence. If any one of these factor is low, motivation is
likely to be low. No matter how tightly desired outcomes
are linked to performance, if a person thinks it is
practically impossible to perform at a high level, then
motivation to perform at a high level is exceedingly low.
Abraham Maslow
 A psychologist proposed that all people seek
to satisfy five basic kinds of needs:
physiological needs, safety needs,
belongingness needs, esteem needs, and
self-actualization needs or the “Maslow’s
Hierarchy of Needs”
 it is an arrangement of five basic needs that,
according to Maslow, motivate behavior.
Maslow proposed that the lowest level of
unmet needs is the prime motivator and that
only one level of needs is motivational at a
time
Clayton Alderfer
 Collapses the five categories of needs
in Maslow’s hierarchy into three
universal categories: existence,
relatedness, and growth
 Alderfer’s ERG Theory
 Constitute a hierarchy of needs and
motivate behavior. Alderfer proposed
that needs at more than one level can
be motivational at the same time.
Frederick Herzberg
 adopting an approach different from Maslow’s
and Alderfer’s. He focuses on two factors:
(1)outcomes that can lead to a high levels of
motivation and job satisfaction and (2)outcomes
that can prevent people from being dissatisfied.
 Herzberg Motivator-Hygiene Theory
 a need theory that distinguishes between
motivator needs(related to the nature of work
itself) and hygiene needs(related to the physical
and psychological context in which the work is
perform) and proposes that motivator needs
must be met for motivation and job satisfaction
to be high.
David McClelland
 Psychologist who has extensively researched the
needs for achievement, affiliation and power.
 McClelland’s Acquired Needs Theory
 Achievement- the extend to which an individual
has a strong desire to perform challenging task
well and to meet personal standards for
excellence.
 Affiliation- the extend to which an individual is
concerned about establishing and maintaining
good interpersonal relations, being liked and
having the people around him or her get along
with each other.
 Power- the extend to which an individual desires
to control od influence other.
 Managing a group of people with different
personalities is never easy. But if you're
managing or leading a team, it's essential
to know what motivates your people, how
they respond to feedback and praise, and
what tasks fit them well. David
McClelland's Human Motivation Theory
gives you a way of identifying people's
motivating drivers. This can then help you
to give praise and feedback effectively,
assign them suitable tasks, and keep
them motivated.
 Need for The Theory
Achievement
(nAch)
(nAch) of Needs

Need for
Power
(nPow)
(nPow)

Need for David

Affiliation McClelland
(nAff)
(nAff)

Prentice Hall, 2000 Chapter 4 30

Thank You…