School of Business

Department of Management and International Management

Introduction to Business Management

Chapter 16

Motivation Theory and Practice

Fall
2021 - 2022
Course code - Chapter 16
Planning Ahead —Key Takeaways
Explain theories of how individual needs motivate
behavior.
Identify the influences of goal-setting, and self-
efficacy processes on motivation.
Explain how job designs and alternative work
schedules influence motivation.

COURSE CODE - CHAPTER NUMBER

Objective 16.1: Individual Needs and Motivation

Key Takeaways:
Explain theories of how individual needs motivate behavior. (P404 to P409)

1. Individual Needs and Motivation

a) Hierarchy of needs theory
b) ERG theory
c) Two-factor theory
d) Acquired needs theory

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 Individual Needs and Motivation

Motivation—the forces within the individual

that account for the level, direction, and
persistence of effort expended at work

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 Individual Needs and Motivation

Needs
◦ Unfulfilled physiological and psychological
desires of an individual
◦ Explain workplace behavior and attitudes
◦ Create tensions that influence attitudes and
behavior
◦ Good managers and leaders facilitate employee
need satisfaction

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 Individual Needs and Motivation

Hierarchy of needs theory (p405406)

◦ Developed by Abraham Maslow
◦ Lower-order and higher-order needs affect
workplace behavior and attitudes
◦ Lower-order needs:
◦ Physiological, safety, and social needs
◦ Desires for physical and social well being
◦ Higher-order needs:
◦ Esteem and self-actualization needs
◦ Desire for psychological growth and development

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Figure 16.1 Opportunities for satisfaction in
Maslow’s hierarchy of human needs (p405)

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 Individual Needs and Motivation

Hierarchy of needs theory

◦ Deficit principle
◦ A satisfied need is not a motivator of behavior
◦ Progression principle
◦ A need at one level does not become activated until
the next lower-level need is satisfied

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 Individual Needs and Motivation

ERG theory (p406-407)

◦ Developed by Clayton Alderfer
◦ Three need levels
Existence Relatedness
Growth needs
needs needs
• desires for • desires for • desires for
physiological satisfying continued
and material interpersonal psychological
well-being relationships growth and
development

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 Individual Needs and Motivation

ERG theory
◦ Any/all needs can influence behavior at one time
◦ Frustration-regression principle
◦ An already satisfied lower-level need becomes
reactivated when a higher-level need is frustrated

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 Individual Needs and Motivation

Two-factor theory (p407-408)

◦ Developed by Frederick Herzberg
◦ Hygiene factors:
◦ Elements of the job context
◦ Sources of job dissatisfaction
◦ Satisfier factors:
◦ Elements of the job content
◦ Sources of job satisfaction and motivation

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Figure 16.2 Elements in Herzberg’s two-factor
theory (p407)

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 Individual Needs and Motivation

Acquired needs theory (p408-409)

◦ Developed by David McClelland
◦ People acquire needs through their life
Need for
experiences Achievement
◦ Needs that are acquired: (nAch)

Need for Need for

Affiliation Power
(nAff) (nPower)

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 Individual Needs and Motivation

Acquired needs theory

◦ Need for Achievement (nAch)
◦ Desire to do something better or more efficiently, to solve
problems, or to master complex tasks
◦ People high in (nAch) prefer work that:
◦ Involves individual responsibility for results
◦ Involves achievable but challenging goals
◦ Provides feedback on performance

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 Individual Needs and Motivation

Acquired needs theory

◦ Need for Power (nPower)
◦ Desire to control other persons, to influence their behavior,
or to be responsible for other people
◦ Personal power versus social power
◦ People high in (nPower) prefer work that:
◦ Involves control over other persons
◦ Has an impact on people and events
◦ Brings public recognition and attention

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 Individual Needs and Motivation

Acquired needs theory

◦ Need for Affiliation (nAff)
◦ Desire to establish and maintain friendly and warm
relations with other persons
◦ People high in (nAff) prefer work that:
◦ Involves interpersonal relationships
◦ Provides for companionship
◦ Brings social approval

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 Summary
s;lsdka;dlk;dlk
• One of the most important managerial responsibilities is to create conditions
under which other persons feel inspired to work hard. This is called
Motivation.
• Managers should attempt to help people satisfy important needs through
their work, and try to eliminate obstacles that block need satisfactions.
• As for Maslow’s theory, higher order needs include esteem and self-
actualization, whereas lower-order focus on desires for psychological
development and growth.
• The ERG theory: The E for existence needs , the R for relatedness, and the G
for growth needs.
• The Two factors theory has two elements: a Satisfier factor, and a Hygiene
factor.
• In the Acquired needs Theory, the needs are divided into three parts: need
for Achievement, need for Power and need for Affiliation.
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 16.4: Motivation and Job Design (p419-424)

 Explain how job designs and alternative work schedules

influence motivation.

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 16.4: Motivation and Job Design

Job design (p419)

◦ The process of arranging work tasks for
individuals and groups .
◦ Jobs should be designed so that both
performance and satisfaction have better result .

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 Motivation and Job Design

Job simplification (p 419)

◦ Standardizing work procedures and employing
people in well-defined and highly specialized
tasks
◦ Simplified jobs are narrow in job scope and low
in job depth
◦ Automation
◦ Total mechanization of a job
◦ Most extreme form of job simplification

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 Motivation and Job Design

Potential advantages of Potential disadvantages of

job simplification: job simplification:
• Easier and quicker • Productivity suffers
training of workers • Cost increases due to
• Workers are less difficult absenteeism/ turnover
to supervise of unhappy workers
• Workers are easier to • Poor performance may
replace result from worker
• Development of boredom/ alienation
expertise in doing
repetitive tasks

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 Motivation and Job Design

Job rotation and job enlargement:

◦ Expands job scope
◦ Job rotation
◦ Increases task variety by periodically shifting workers
among jobs involving different task assignments
◦ Job enlargement
◦ Increases task variety by combining two or more tasks
previously assigned to separate workers
◦ Horizontal loading

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 Motivation and Job Design

Job rotation and job enlargement:(p420)

◦ Expands job scope
◦ Job rotation
◦ Increases task variety by periodically shifting workers
among jobs involving different task assignments
◦ Job enlargement
◦ Increases task variety by combining two or more tasks
previously assigned to separate workers
◦ Horizontal loading

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 Motivation and Job Design

Job enrichment (p420)

◦ Building more opportunities for satisfaction into a
job by expanding its content
◦ Increases job depth by adding work planning
duties normally performed by a supervisor

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 Motivation and Job Design

Focuses attention on the extent to which five core

job characteristics are present in a job:
◦ Skill variety
◦ Task identity
◦ Task significance
◦ Autonomy
◦ Feedback

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 Motivation and Job Design

How to improve core job characteristics:

◦ Form natural units of work
◦ Combine tasks
◦ Establish client relationships
◦ Open feedback channels
◦ Practice vertical loading

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Motivation and Job Design

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 Motivation and Job Design

Alternative Work Schedules: (p422-424)

Flexible working hours
◦ Any work schedule that gives employees some
choice in the pattern of their daily work hours
◦ Core time — all employees must be at work
◦ Flextime — allows employees to schedule around
personal and family responsibilities

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 Motivation and Job Design

Potential benefits of flexible working hours:

◦ People have greater autonomy in work
scheduling while ensuring maintenance of work
responsibilities
◦ Organizations can attract and retain employees
who have special non-work responsibilities
◦ Worker morale may be improved

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 Motivation and Job Design

Alternative Work Schedules:

Compressed workweek
◦ Allows a full-time job to be completed in less
than the standard 5 days of 8-hour shifts
◦ Benefits — more leisure time, lower commuting costs,
lower absenteeism, and potentially improved
performance
◦ Disadvantages — increased fatigue, family adjustment
problems, increased scheduling problems

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 Motivation and Job Design

Alternative Work Schedules:

Job sharing
◦ One full-time job is split between two or more
persons
◦ Potential advantages of job sharing:
organizations benefit by employing talented
people who are unable/unwilling to commit full-
time

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 Motivation and Job Design

Alternative Work Schedules:

Telecommuting
◦ A work arrangement that allows a portion of
scheduled work hours to be completed outside
of the office
◦ Hoteling
◦ Virtual offices

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 Motivation and Job Design

Potential advantages of telecommuting:

◦ Freedom from
◦ Constraints of commuting
◦ Fixed hours
◦ Special work attire
◦ Direct contact with supervisors
◦ Increased productivity
◦ Fewer distractions
◦ Being one’s own boss
◦ Having more personal time
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 Motivation and Job Design?

Potential disadvantages of telecommuting:

◦ Working too much
◦ Having less personal time
◦ Difficulty in separating work and personal life
◦ Less time for family
◦ Feelings of isolation
◦ Loss of visibility for promotion
◦ Difficulties supervising work-at-home employees
from a distance

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 Motivation and Job Design

Contingency workers
◦ Part-time workers who supplement the full-time
workforce, often on a long-term basis
Part-time work
◦ Work done on any schedule less than the
standard 40-hour workweek and does not qualify
person as a full-time employee

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 Motivation and Job Design

Implications of part-time work:

◦ Provides employers with flexibility in controlling
labor costs and dealing with cyclical labor
demands
◦ Temporary workers may lack commitment and
be less productive
◦ Contingency workers are often paid less and
don’t receive important fringe benefits

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 Summary
s;lsdka;dlk;dlk

• According to the Goal setting theory, properly set and well-managed task goals can
be highly motivating, and provides direction to people in their work .

• A Self-Efficacy Theory is a person’s belief that he or she is capable of performing

a task.

• Job designs and alternative work schedules can directly influence motivation,
through flexible working hours, Job sharing, Job rotation, job simplification,
Telecommuting, Compressed work week, ….

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