MOTIVATION

Matorres, Mayor, Capalihan,

 Motivation
Individuals

Within individuals at different

times.
 Motivation
We define motivation as the
processes that account for an
individual’s intensity, direction,
and persistence of effort toward
attaining a goal.

While general motivation is

concerned with effort toward any
goal.
 Key elements
The three key elements in our definition
are intensity, direction and persistence:

Intensity - describes how hard a person tries.

Direction - that benefits the organization.
Persistence - which measures how long a
person can maintain effort.
EARLY THEORIES
 Early Theories
 Hierarchy of Needs Theory
 Theory X and Theory Y

 Two-Factor Theory

 McClelland’s Theory of
Needs
Hierarchy of Needs Theory
1. Physiological. Includes hunger, thirst, shelter, sex, and
other bodily needs.
2. Safety. Security and protection from physical and
emotional harm.
3. Social. Affection, belongingness, acceptance, and
friendship.
4. Esteem. Internal factors such as self-respect,
autonomy, and achievement, and external factors such as
status, recognition, and attention.
5. Self-actualization. Drive to become what we are
capable of becoming; includes growth, achieving our
potential, and self-fulfillment.
Hierarchy of Needs Theory

Higher-order

Lower-order
Hierarchy of Needs Theory

Higher-order needs are satisfied

internally (within the person)

Lower-order needs are

predominantly satisfied externally (by
things such as pay, union contracts,
and tenure).
Hierarchy of Needs Theory

Uncertainty-avoidance
Security needs would be
characteristics are
on top of the hierarchy
strong

High on nurturing Social needs on

characteristics top
Hierarchy of Needs Theory

Scores high on the

nurturing criterion Group work
Hierarchy of Needs Theory

Firstly, to make sure the deficiency

needs are met.

Secondly, it implies creating a

proper climate in which employees
can develop their fullest potential.
 Theory X and Theory Y
Douglas McGregor proposed
two distinct views of human
beings: one basically negative,
labeled Theory X, and the
other basically positive, labeled
Theory Y.
Theory X and Theory Y
 Theory X and Theory Y
Under Theory X , managers believe
employees inherently dislike work and
must therefore be directed or even coerced
into performing it.

Under Theory Y , in contrast, managers

assume employees can view work as being
as natural as rest or play, and therefore the
average person can learn to accept, and
even seek, responsibility.
 Theory X Theory Y

Theory Y assumes
Theory X assumes that
that people are self-
people dislike work; they
Motivation motivated, and
want to avoid it and do not
thrive on
want to take responsibility.
responsibility.

Theory Y, the
management style is
In a Theory X participative:
organization, management Management
Management
is authoritarian, and involves employees
Style/Control
centralized control is in decision making,
retained. but retains power to
implement
decisions.
 Theory X Theory Y
In Theory Y, the work
tends to be organized
around wider areas of
Theory X employees tend to skill or knowledge;
Work
have specialized and often Employees are also
Organizations
repetitive work. encouraged to develop
expertise and make
suggestions and
improvements.
In Theory Y
organizations, appraisal
is also regular and
Theory X organizations work on important, but is usually
a ‘carrot and stick’ basis, and a separate mechanism
Rewards and
performance appraisal is part of from organizational
Appraisal
the overall mechanisms of controls. Theory Y
control and remuneration. organizations also give
employees frequent
opportunities for
promotion.
 Theory X and Theory Y
Therefore, he proposed
such ideas as participative
decision making, responsible
and challenging jobs,
and good group relations to
maximize an employee’s job
motivation.
Two-Factor Theory
Psychologist Frederick Herzberg
wondered, “What do people
want from their jobs?” The
responses differed significantly
and led Hertzberg to his two-
factor theory —also called
motivation-hygiene theory.
Two-Factor Theory
Two-Factor Theory
 Quality of supervision
 Pay

 Company policies

 Physical working conditions

and relationships with others

 Job security

As hygiene factors .
Two-Factor Theory
Two-Factor Theory
 Promotional opportunities
 Personal growth opportunities

 Recognition

 Responsibility

 Achievement

Motivators or Satisfiers
 Creating Motivation In The Work Place
 Insure hygiene factors are sufficient enough so
employees don't become demotivated.
 Ensure work is rewarding and challenging to
motivate employees to work harder.
 Continually develop employees to keep
motivation high.
 Reward and Recognise high achieving
employees.
 If possible Rotate employee's roles to keep Job
interest high.
 Insure employees have training resources to
continually develop themselves.
Two-Factor Theory
Criticisms include the following:
1. Herzberg’s methodology is limited
because it relies on self-reports.
2. The reliability of Herzberg’s methodology
is questionable.
3. No overall measure of satisfaction was
utilized.
4. Herzberg assumed a relationship between
satisfaction and productivity, but he looked
only at satisfaction
McClelland’s Theory of Needs

E
McClelland’s Theory of Needs
Need for achievement (nAch) is the drive
to excel, to achieve in relationship to a set of
standards.

Need for power (nPow) is the need to

make others behave in a way they would not
have otherwise.

Need for affiliation (nAff) is the desire for

friendly and close interpersonal relationships.
McClelland’s Theory of Needs
First, when jobs have a high
degree of personal
responsibility and feedback
and an intermediate, degree
of risk, high achievers are
strongly motivated.
McClelland’s Theory of Needs
Second, a high need to
achieve does not
necessarily make
someone a good
manager, especially in
large organizations.
McClelland’s Theory of Needs

Third, needs for

affiliation and power
tend to be closely
related to managerial
success.
McClelland’s Theory of Needs
We may rank high on them but not
know it—measuring them is not easy.

In the most common approach, a

trained expert presents pictures to
individuals, asks them to tell a story
about each, and then scores their
responses in terms of the three needs.
CONTEMPORARY
THEORIES
(1) SELF – DETERMINATION THEORY
“It’s strange,” “I started work at
the Humane Society as a
volunteer. I put in 15 hours a
week helping people adopt pets.
And I loved coming to work.

Then, 3 months ago, they

hired me full-time at $11 an
hour. I’m doing the same work
I did before. But I’m not
finding it nearly as much fun.
(1) SELF – DETERMINATION THEORY
 people prefer to feel they have control
over their actions

 so anything that makes a previously

enjoyed task feel more like an obligation
than a freely chosen activity will
undermine motivation.
(1) SELF – DETERMINATION THEORY
Cognitive evaluation theory
- which hypothesizes that
extrinsic rewards will reduce intrinsic
interest in a task.

 Whenpeople are paid for work, it feels less like

something they want to do and more like
something they have to do.
(1) SELF – DETERMINATION THEORY

Extrinsic Intrinsic
- Required by teachers - When you love reading it
 We can relate this to organizations
because when organizations use
extrinsic rewards as payoffs for
superior performance, employees
feel they are doing a good job less
because of their own intrinsic desire
to excel.
(1) SELF – DETERMINATION THEORY
What does self-determination
theory suggest for providing
rewards?
- providing FEEDBACK that could
improve intrinsic motivation.

- Deadlines and specific work standards

 (1) SELF – DETERMINATION THEORY
Self-concordance
- how strongly peoples’ reasons for pursuing goals
are consistent with their interests and core values.
• If individuals pursue • If people who pursue
goals because of an goals for extrinsic
intrinsic interest, they reasons (money, status,
are more likely to attain or other benefits) are
their goals and are happy less likely to attain their
even if they do not. goals and less happy
even when they do.
(1) SELF – DETERMINATION THEORY
OB research suggests that people
who pursue work goals for
intrinsic reasons are more
satisfied with their jobs, feel they
fit into their organizations better,
and may perform better.
(2) Job Engagement
Thoughts

Behavior

Emotions
 (2) Job Engagement
Investment of an employee’s physical,
cognitive, and emotional energies into
job performance
One key is the
degree to which
an employee What makes people
believes it is more likely to be
meaningful to
engage in work engaged in their jobs?

Another factor is
a match
between the Leadership
individual’s behaviors that
values and inspire workers to
those of the
organization. a greater sense
of mission
One key is the
degree to which
an employee
What mak
believes it is
meaningful to more like
engage in work engaged in

Another factor is a
match between
the individual’s
 What makes people
more likely to be
engaged in their jobs?

Another factor is a
match between Leadership be
the individual’s that inspire wo
values and those of a greater sense
the organization. mission
makes people
likely to be
d in their jobs?

Leadership
behaviors that
inspire workers to a
greater sense of
mission.
 (2) Job Engagement
“Dark side” to engagement

- positive relationships between engagement

and work–family conflict.
(3) Goal Setting
Each one of you is
physically ready. Now,
get out there and do
your best. No one can
ever ask more of you
than that.”
 (3) Goal Setting
 In the late 1960s, Edwin Locke proposed that
intentions to work toward a goal are a major
source of work motivation.

Goals tell an employee what needs

to be done and how much effort is
needed.
 (3) Goal Setting
 Specific goals increase performance

 Difficult goals, when accepted, result in higher performance than do easy

goals

 Helps us to give focus

 Helps to energize us
 Helps us to persist
 Lead us to discover strategies

 Feedback leads to higher performance than does non feedback.

 Self-generated feedback—with which employees are able to monitor their

own progress—is more powerful than externally generated feedback.
 (3) Goal Setting
Three other factors influence the goals–
performance relationship:

 Goal commitment

 Task characteristics

 National culture
 (3) Goal Setting
 Goal commitment

is most likely to occur when goals are

made public, when the individual has an
internal locus of control, and when the
goals are self-set rather than assigned.
 (3) Goal Setting
 Task Performance
- goals themselves seem to affect
performance more strongly when tasks are
simple rather than complex, well learned
rather than novel, and independent rather
than interdependent.
 (3) Goal Setting
 National Culture
- setting specific, difficult, individual
goals may have different effects in different
cultures.

• In collectivistic and high-power-distance cultures, achievable

moderate goals can be more highly motivating than difficult ones.

• Assigned goals appear to generate greater goal commitment in

high than in low power distance cultures.
 (3) Goal Setting
Implementing Goal-Setting

 Management by objectives (MBO)

- emphasizes participatively set goals that
are tangible, verifiable, and measurable.
Management by objectives (MBO)
Management by objectives (MBO)
(3) Goal Setting
SELF EFFICACY THEORY
 Refers to an individual’s belief that he or
she is capable of performing a task.
SELF EFFICACY THEORY
 Sources of self-efficacy:

 Enactive mastery
 Vicarious modelling

 Verbal persuasion

 Arousal
REINFORCEMENT THEORY
 The individual’s behaviour is a function
of its consequences
REINFORCEMENT THEORY
 Operant conditioning theory
 Peoplelearn to behave to get something they
want or to avoid something they don’t want.
EQUITY THEORY
 Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
EQUITY THEORY
 Six choices:

• Change inputs
• Change outcomes

• Distort perceptions of self

• Distort perceptions of others

• Choose a different referent

• Leave the field

EQUITY THEORY
 Organizational justice
 the
overall perception of what is fair in the
workplace

3 Key elements:
 DistributiveJustice
 Procedural Justice
 Interactional Justice
EXPECTANCY THEORY
• The strength of our tendency to act a
certain way depends on the strength of
our expectation of a given outcome and its
attractiveness.
EXPECTANCY THEORY
 Three relationships:

 Effort-performancerelationship
 Performance-reward relationship

 Rewards-personal goals relationship