MOTIVATION

CHAPTER 4

@ZURAIDAH MOHAMED ISA/UiTM KEDAH/2008

Defining Motivation
Motivation
The processes that account for an individuals
intensity, direction, and persistence of effort
toward attaining a goal.

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries

DEFINITION
MOTIVATION IS CONCERNED
WITH WHY PEOPLE ACT OR
DO THINGS THEY DO OR
WHY THEY REFRAIN FROM
DOING THINGS THEY DO NOT
WANT TO DO

The willingness to exert high

levels of effort to reach
organizational goals,
conditioned by the efforts
ability to satisfy some
individual need

Components
of Motivation

Motivation

Effort
Organizational
Goals

Needs

IMPORTANCE

To attract people to join

organization and remain in it
To induce employees to exert
energy and effort at an acceptable
rate
To maintain and develop
organizations human resources

MOTIVATION PROCESS

Unfulfilled Needs

Search Behavior

Satisfaction of Needs

Rewards
( Reduction of tension)

The Motivation Process

Exhibit 10.1

Hierarchy of Needs Theory

(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five

needsphysiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the next
need becomes dominant.

Self-Actualization
The drive to become what one is capable of becoming.

Maslows Hierarchy of Needs

NEEDS
General Examples

Organizational Examples

Achievement

Selfactualization

Challenging
job

Status

Esteem

Job
title

Friendship

Belongingness

Stability
Food

Friends
at work
Pension
plan

Security

Base
salary

Physiology

Figure 16.2

Maslows Hierarchy of Needs

Lower-Order Needs

Higher-Order Needs

Needs that are satisfied

externally; physiological
and safety needs.

Needs that are satisfied

internally; social, esteem,
and self-actualization
needs.

E X H I B I T 61

Source: Motivation and Personality , 2nd ed,, by A.H. Maslow , 1970.

Reprinted by per mission of Prentice Hall, Inc., Upper Saddle River, NJ.

Assumptions of Maslows
Hierarchy
Movement up the Pyramid
Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
Individuals therefore

Maslow Application:

must move up the

A homeless person

hierarchy in order.

will not be motivated to

meditate!

Theory X and Theory Y

(Douglas McGregor)
Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.

Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making decisions,
and exercise self-direction and
self-control when committed to
a goal.

Having Little Ambition

Theory X
Managers See Workers As
As

Disliking Work
Avoiding Responsibility
SelfSelf-Directed

Theory Y

Enjoying Work

Managers See Workers As

As

Accepting Responsibility
Prentice Hall, 2001

14

Two-Factor Theory (Frederick

Herzberg)
Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction,

while extrinsic factors are associated with
dissatisfaction.
Hygiene Factors
Factorssuch as company policy
and administration, supervision,
and salarythat, when adequate
in a job, placate workers. When
factors are adequate, people will
not be dissatisfied.

Two-Factor Theory (Frederick

Herzberg)

Bottom Line: Satisfaction and Dissatisfaction are

not Opposite Ends of the Same Thing!
Hygiene
Factors:

Separate constructs

Salary
Work
Conditions

Hygiene Factors--Extrinsic & Related

to Dissatisfaction

Motivators:
Achievement
Responsibility
Growth

Company
Policies

Motivation Factors--Intrinsic and

Related to
Satisfaction

ERG Theory (Clayton Alderfer)

ERG Theory
There are three groups of core needs: existence,
relatedness, and growth.

Core Needs

Concepts:

Existence: provision of
basic material
requirements.

More than one need can

be operative at the same
time.

Relatedness: desire for

relationships.

If a higher-level need
cannot be fulfilled, the
desire to satisfy a lowerlevel need increases.

Growth: desire for

personal development.

ERG Theory
Alderfer
Similar to Maslow. We have needs, but in
this case they are not hierarchically
arranged
Satisfying a need may increase its
strength
Existence Needs
Relatedness Needs
Growth Needs

David McClellands Theory of

Needs
Need for Achievement

Need for Affiliation

The drive to excel, to achieve

in relation to a set of
standards, to strive to
succeed.

The desire for friendly

and close personal
relationships.

Need for Power

nPow

The need to make others

behave in a way that they
would not have behaved
otherwise.

nAch

nAff

Equity Theory

A motivation model focusing on an

individuals feelings about how fairly he /
she is treated in comparison with others

Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
Referent
Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside

Equity Theory (contd)

E X H I B I T 67

Equity Theory (contd)

Distributive Justice
Perceived fairness of the
amount and allocation of
rewards among individuals.
Procedural Justice
The perceived fairness of
the process to determine
the distribution of
rewards.

Implications for Managers

Motivating Employees in Organizations
Recognize individual differences.
Use goals and feedback.
Allow employees to participate in decisions
that affect them.
Link rewards to performance.
Check the system for equity.