THEORIES on

MOTIVATION
and X, Y, ZAranza, Glory Be
Group 2

Espanola, Shirly
Mamalo, Alija
Porras, Alyssa
Samandalan, Johari
 Definition of Motivation
Motivation - the process of
arousing and sustaining goal-
directed behavior. It is also
the process of inspiring
people in order to intensify
their desire and willingness
for executing their duties
effectively and for
cooperating to achieve the
common objectives of an
enterprise.
 THEORIES OF MOTIVATION
• Maslow's Hierarchy of Needs
• Herzberg's Two factor Theory
• McClelland’s Need Theory
• McGregors’ X and Y Theories
• Ouchis’ Z Theory
 MASLOW ‘S THEORY OF MOTIVATION
• We all have a hierarchy of needs that ranges from "lower"
to "higher." As lower needs are fulfilled there is a tendency
for other, higher needs to emerge.”
• Maslow’s theory maintains that a person does not feel a
higher need until the needs of the current level have been
satisfied.
• Abraham Maslow postulated that a person will be
motivated when, all his needs are fulfilled.
Maslow’s Hierarchy of Needs
Self Actualization
SA
Self Esteem
er
rd
to
es
gh

Social Needs
hi
o t
st
we
Lo

Safety Needs

Physiological Needs
• Physiological Motivation: Provide ample breaks
for lunch , pay salaries that allow workers to buy
life's essentials.
• Safety Needs: Provide a working environment
which is safe, relative job security, and freedom
from threats.
• Social Needs: Generate a feeling of acceptance,
belonging by reinforcing team dynamics.
• Esteem Motivators: Recognize achievements,
assign important projects, and provide status to
make employees feel valued and appreciated.

• Self-Actualization: Offer challenging and

meaningful work assignments which enable
innovation, creativity, and progress according to
long-term goals.
 LIMITATIONS AND CRITICISM

• Maslow’s hierarchy makes sense but little evidence

supports its strict hierarchy. Research has challenged the
order imposed by Maslow’s pyramid. As an example, in
some cultures, social needs are regarded higher than any
others.
• Little evidence suggests that people satisfy exclusively
one motivating need at a time.
 Herzberg’s Two-factor Theory
Frederick Herzberg performed studies to
determine which factors in an employee's work
environment caused satisfaction or dissatisfaction.
He published his findings in the 1959 book The
Motivation to Work and He classified the needs into
two broad categories; namely hygiene factors and
motivating factors.
 Herzberg’s Two-Factor Theory
Hygiene Factor - work condition related to dissatisfaction
caused by discomfort or pain
– maintenance factor
– contributes to employee’s feeling not dissatisfied
– contributes to absence of complaints
Motivation Factor - work condition related to the
satisfaction of the need for psychological growth
– job enrichment
– leads to superior performance & effort
 Motivation–Hygiene
Theory of Motivation
• Company policy & Motivation factors
administration increase job satisfaction
• Supervision
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement
• Status recognition
• Security • Work itself
• Responsibility
• Advancement
Hygiene factors avoid
job dissatisfaction • Growth
• Salary
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.
 LIMITATION AND CRITICISM

• Critics consider Herzberg's two factor theory to be

simplistic - what motivates me may be a dissatisfier
for someone else.
• Its for individuals, not as a homogeneous group
with one set of wants and needs.
• Some factors may be within your control, some
may not.
 McClelland’s Theory of Needs
He affirms that we all have three motivating
drivers, which do not depend on our gender or
age. Namely:
– Need for Achievement
– Need Power
– Need for Affiliation
• David Clarence McClelland (May
20, 1917 – March 27, 1998) was an American
social psychologist. He is known for his work
in the field of motivation and especially his
theory of people's "need for achievement.

He developed innovative ways of measuring

psychological characteristics. McClelland
recognized competence and motivation to
achieve as the characteristics best able to
predict success on tasks.

Together with John Atkinson, he developed the

scoring system for the Thematic
Apperception Test (TAT) which is used in
achievement motivation research.
 McClelland’s Need Theory:
Need for Achievement
Need for Achievement - a
manifest (easily perceived)
need that concerns
individuals’ issues of
excellence, competition,
challenging goals,
persistence, and overcoming
difficulties.
 Need for Achievement
• Personal Responsibility, Feedback, Moderate risk

• Typical Behaviors:

High: must win at any cost, must be on top, and receive

credit.
Low: Fears failure, avoids responsibility
 McClelland’s Need Theory:
Need for Power
Need for Power - a manifest
(easily perceived) need that
concerns an individual’s need
to make an impact on others,
influence others, change
people or events, and make a
difference in life.
 Need for Power
• Influence, Competitive
• Typical Behaviors:

High: Demands blind loyalty and harmony, does not

tolerate disagreement.

Low: Remains aloof, maintains social distance

 McClelland’s Need Theory:
Need for Affiliation
Need for Affiliation - a
manifest (easily perceived)
need that concerns an
individual’s need to establish
and maintain warm, close,
intimate relationships with
other people
 Need for Affiliation
• Acceptance, Friendship, and Cooperative
• Typical Behaviors:

High: Desires control of everyone and everything,

exaggerates own position and resources.

Low: Dependent/subordinate, minimizes

own position and resources
McGregor’s X and Y
Theories
 THEORY X
McGregor believe that this theory relies on the
authoritarian style of management, where the
managers are required to give instructions and keep
a close check on each employee. As it is assumed,
the employees are not motivated and they dislike
working.
Theory X is a motivational theory, which involves
high supervision and control over the subordinates,
and greater degree of centralization.
 Assumptions of Theory X
• The employee is lazy and dislikes work.
• The employee is not ambitious and dislikes responsibility
and therefore prefers to be led.
• The employee is self- centered and indifferent towards the
organizational interest.
• The management must intervene to keep the employees
working towards the economic end. They must be
persuaded, rewarded, motivated, punished, and
controlled to get the work completed.
• Most Employee resist change.
 THEORY Y
According to McGregor, this theory relies on the
participative style of management, where the managers
assume that the employees are self- directed and self-
motivated to accomplish the organizational objectives.
Theory Y, is an advanced theory, wherein it is assumed
that the workers are self-directed and self-motivated, for
growth and development and takes active part in decision
making.
 Assumptions on Theory Y
• The average human being does not inherently dislike
work, they are creative and self-motivated and likes to
work with greater responsibilities.
• Employees are self-directed amd self-controlled and
therefore the threat of punishment is not only the means
for getting the desired results.
• The extent to which an employee is committed to
objectives is determined by the rewards associated with
their achievement.
• The average human being is ambitious and is ready to
take responsibilities. He likes to lead rather than to be led
by others.
• The employees exercise a relative high degree of
imagination and creativity in solving the complex
organizational problems.
Ouchis’ Z Theory
 THEORY Z
William Ouchi believes that this theory relies on
Participative management and workplace teamwork
approach or Japanese Management Style. This is a
development beyond theory X and Y that blended the
best of Eastern and Western management practices. He
argued that the secret to their success was not what they
were producing but how they were managing their
people.
 Benefits of Theory Z
• Increased employee’s commitment
• Improved morale
• Improved Job Satisfaction
• Drastic Increases in productivity
 Assumptions of Theory Z
• Employees seek to build cooperative and intimate
working relationships with their coworkers. In other words,
Employees have a strong desire for affiliation.
• Employees expects reciprocity and support frim the
company.
• Employees can be trusted to do their jobs to their utmost
ability and look after for their own and other’s well-being.
 Theory Z suffers from the following limitations:

• It merely provides job security and may fail to develop

loyalty among employees.
• Participation of employees in the decision-making
process is very difficult.
• Theory Z suggests organisation without any structure.
• The theory may not be applicable in different cultures.
THANK YOU! :)