Definition of Motive:

An inner state that energizes, activates, or moves,

and that directs or channels behavior toward goals.
Definition of Motivation:
The willingness to exert high levels of effort to reach
organizational goals, conditioned by the efforts ability
to satisfy some individual need.
3 measures of resulting behavior: direction, strength,
and persistence

Motivation Theories

Maslows needs hierarchy theory

Herzberg's two-factor theory

Expectancy theory

Goal setting theory

Maslows Hierarchy
of Needs Theory
Five

groups of basic needs

Physiological needs: basic requirements of the human body; food, water,

sleep, sex

Safety needs: desires of a person to be protected from physical and

economic harm

Social: desire to give and receive affection; be in the company of others

Esteem needs: self-confidence and sense of self-worth

Esteem from others: valuation of self from other people

Self-esteem: feeling of self-confidence and self-respect

Self-actualization needs: desire for self-fulfillment

Maslows Hierarchy of Needs

Esteem

Social

Safety

Physiological

Selfactualization

Maslows Hierarchy
of Needs Theory

Need hierarchy

Unsatisfied need is a potential motivator of behavior

Satisfied need is no longer a motivator

Focus on more than one need: promotion leads to more money (esteem and
physiological)

Need satisfaction follows the order shown but is flexible

Weak empirical support

Remains a classic interpretation of behavior

Herzberg's 2-factor Theory

The growth or motivator factors that are intrinsic

to the job are [in order of decreasing importance]:
achievement, recognition for achievement, the work
itself, responsibility, and growth or advancement.
The dissatisfaction-avoidance or hygiene
factors that are extrinsic to the job include [also in
order of decreasing importance]: company policy
and administration, supervision, interpersonal
relationships, working conditions, salary, status, and
security.

Herzberg's 2-factor Theory

Job

Enrichment: To increase the content of

motivators in a job.

Reducing

the number and frequency of controls

Making

the worker responsible for checking

his/her own work

Establishing

a direct relationship between

worker and the customer (internal or external)

Increasing

authority and autonomy

Comparison Between Maslows Hierarchy

of Needs Theory and Herzberg's 2-factor Theory
Maslows Hierarchy
of Needs Theory

Herzberg's 2-factor
Theory

1.

Self actualization

2.

Esteem

High order needs

1.
.
1.

Social

2.

Safety

3.

Physiological

Low order needs

1.

High order needs

Low order needs

Satisfier factors

Dissatisfied factors

Expectancy Theory

Expectancy theory

Developed by Victor Vroom.

Key expectancy theory variables:

Expectancy belief that working hard will result in desired level of performance.

Instrumentality belief that successful performance will be followed by rewards.

Valence value a person assigns to rewards and other work related outcomes.

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Elements in the expectancy theory of

motivation.

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10

Expectancy theory

Expectancy theory

Motivation (M), expectancy (E), instrumentality (I), and valence (V) are
related to one another in a multiplicative fashion:

M=ExIxV

If

either E, I, or V is low, motivation

will be low.

Expectancy theory

Managerial implications of expectancy theory

To maximize expectancy, managers should:

Select workers with ability.

Train workers to use ability.

Support work efforts.

Clarify performance goals.

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Expectancy theory

Managerial implications of expectancy theory

To maximize instrumentality, managers should:

Clarify psychological contracts.

Communicate performance-outcome possibilities.

Identify rewards that are contingent on performance.

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13

Expectancy theory

Managerial implications of expectancy theory

To maximize valence in a positive direction, managers should:

Identify
Adjust

individual needs.

rewards to match individual needs.

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14

Goal-setting theory

Developed

by Edwin Locke.

Properly

set and well-managed task goals can be highly

motivating.

Motivational
Provide
Clarify

effects of task goals:

direction to people in their work.

performance expectations.

Establish
Provide

a frame of reference for feedback.

a foundation for behavioral self-management.

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15

Goal setting theory

Key issues and principles in the goal-setting process:

Set specific goals.

Set challenging goals.

Build goal acceptance and commitment.

Clarify goal priorities.

Provide feedback on goal accomplishment.

Reward goal accomplishment.

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Goal-setting theory
Goal-setting theory
Participation in goal setting
Unlocks the motivational potential of goal setting.
Management by objectives (MBO) promotes participation.

When participation is not possible, workers will respond positively if supervisory

trust and support exist.

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Techniques of Motivation

Motivation Through The Job Design

Motivation Through Rewards

Motivation Through Employee Participation

Other Motivation Techniques For The Diverse Work

Motivation Through Job Design

A person will be highly motivated to perform if he is assigned a job he likes.

In motivating through the use of job design, two approaches may be used:

Fitting people to jobs

1.

Realistic job previews where management provides honest explanations of what a job
actually entails

2.

Job rotation-where people are moved periodically from one specialized job to another

3.

Limited exposure-where a workers exposure to a highly fragmented and tedious job is

limited

Fitting jobs to people

1.

Job enlargement-where or more specialized tasks in a work flow sequence is combined

into a single job.

2.

Job enrichment-where efforts are made to make jobs more interesting, challenging,
and rewarding

Motivating Through Rewards

Rewards consist of material and psychological benefits to employees for

performing tasks in the workplace. Properly administered reward systems can
improve job performance and satisfaction.
TWO CLASSIFICATION OF REWARDS

1.

Extrinsic-those which refer to payoffs granted to the individual by another

party. Examples: Money, Employee Benefits, Promotions, Recognition, Status
Symbols, Praise, Etc.

2.

Intrinsic rewards-those which are internally experienced payoffs which are

self-granted. Examples: Sense of Accomplishment, Self-esteem and Selfactualization.

Motivating Through Rewards

Management of Extrinsic Rewards: To motivate job performance effectively,

extrinsic rewards must be properly managed in line with the following:

1.

It must satisfy individual needs;

2.

The employees must believe effort will lead to reward;

3.

Rewards must be equitable;

4.

Rewards must be linked to performance.

Motivation Through Rewards

TYPE OF BENEFITS

FEATURE

1. Monthly pay

Depends on qualifications of employee

2.13th month pay

Given at mid-year

3. 14th month pay

Given at yearend

4. Housing allowance

Given to permanent employees

5. Sick leave benefits

15 days a year with pay

6. Vacation leave benefits

15 days a year with pay

7. Pension plan

Given to permanent employees

8. Paid vacation trip

Given to employees with outstanding

performance

9. Health insurance

Given to permanent employees

10. Accident insurance

Given to permanent employees

Motivation Through Employee

Participation

When employees participate in deciding various aspects of their jobs, the

personal involvement, oftentimes, is carried up to the point where the task is
completed.

The Specific Activities Identified where employees may participate:

1.

Setting goals

2.

Making decisions

3.

Solving problems, and

4.

Designing and implanting organizational changes.

Motivation Through Employee

Participation

More popular approaches to participation:

1.

Quality Control Circles. A method of direct employee participation

2.

Self-managed teams. When workers have reached a certain degree of

discipline, they may be ripe for forming self-managed teams

Motivation Through Employee Participation

The Quality Control Circle Process
Quality circle members
brainstorm, gather
data, and establish
cause and effect

Results are measured

and feedback,
recognition and rewards
given to quality control
circle members

Quality circle members

prepare solutions and
recommendations

Management considers
quality circle
recommendations and
makes decisions

Requisites to Successful Employee

Participation Program
1.

A profit-sharing or gainsharing plan.

2.

A long-term employment relationship with good job security.

3.

A concerted effort to build and maintain group cohesiveness

4.

Protection of the individual employees rights

Other Motivation Techniques

1.

Flexible work schedules: There is an arrangement , called flextime, which

allows employees to determine their own arrival and departure times within
specified limits.

2.

Family support services: Employees are oftentimes burdened by family

obligations like caring for children.

3.

Sabbaticals: A sabbatical leave is one given to an employee after a certain

number of years of service.