MOTIVATION

CHAPTER 8
MASLOW’S HIERARCHY OF NEEDS
Abraham Maslow a psychologist
believed that all people have needs to
be satisfied, and that they will work
towards satisfying those needs, a need
is what a person requires. He assumed
these needs could be arranged
according to their importance in a
series of steps known as Maslow’s
Hierarchy of needs.
 THE ROLE OF
MOTIVATION
Why do we need motivated employees?

 Motivated employees are needed in our rapidly

changing workplaces.

 Motivated employees help organizations survive.

 Motivated employees are more productive.

 APPLYING
MASLOW'S NEEDS HIERARCHY –
BUSINESS MANAGEMENT
IMPLICATIONS
 Physiological
Motivation

• Provide ample breaks for lunch

and recuperation to employees.

• Pay good 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, sense of
belongingness

• Community by reinforcing team dynamics.

 Esteem
Motivators
• Recognize achievements.
• Provide status/rewards 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.
• Participation in decision making.
 McGregor’s theory X
and theory Y
Theory X and theory Y are theories of
motivation created by Douglas McGregor
in the 1960’s. They describe two different
management viewpoints of the workforce
and how it impacts motivation.
 McGregor’s theory X
and theory Y
Theory X managers believe employees:
• Need to be controlled
• Don’t like work
• Need to be pushed to be more productive
• Need incentive schemes
• Have to be directed to do things they don’t
enjoy
 McGregor’s theory X
and theory Y
Theory Y managers believe employees:
• Want to be involved
• Can think for themselves and make decisions
• Share ownership of tasks
• Will find work more rewarding if given
responsibility and a variety of tasks
• Have good ideas
• Can engage in some form of self-management
 McGregor’s theory X and
theory Y

☹ Theory X workers tend to be unhappy in

the workplace.
☺ Theory Y workers are more productive
and motivated.
 Herzberg's Motivators
and Hygiene Factors
• Frederick Herzberg was a psychologist interested in the
correlation between employee attitude and workplace
motivation.
• He wanted to find out what made people feel satisfied and
unsatisfied when it came to the workplace.
• After spending countless hours interviewing employees about what made
them feel both good and bad about their jobs, Herzberg developed a
theory of workplace motivation called the two-factor theory.
• The two-factor theory is based on the assumption that there are two sets
of factors that influence motivation in the workplace by either enhancing
employee satisfaction or hindering it.
 Hygiene Factors
• The first of the two are called hygiene factors.
• Herzberg used the term 'hygiene' to describe factors
that cause dissatisfaction in the workplace.
• These factors do not motivate employees. However,
when they are missing or inadequate, hygiene
factors can cause serious dissatisfaction.
• Hygiene factors are all about making an employee
feel comfortable, secure, and happy. When hygiene
factors are not fulfilled, it feels like something is
missing or not quite right,
• Pay - The pay or salary structure should be
appropriate and reasonable.
• Company Policies and administrative policies
- The company policies should not be too
rigid.
• Physical Working conditions - The working
conditions should be safe, clean and hygienic.
• Interpersonal relations - The relationship of
the employees with his peers, superiors and
subordinates should be appropriate and
acceptable.
• Recognition - The employees should be praised and
recognized for their accomplishments by the managers.
• Sense of achievement - The employees must have a
sense of achievement.
• Growth and promotional opportunities - There must be
growth and advancement opportunities in an
organization to motivate the employees to perform well.
• Responsibility - The employees must hold themselves
responsible for the work. They should minimize control
but retain accountability.
• Meaningfulness of the work - The work itself should be
meaningful, interesting and challenging for the
employee to perform and to get motivated.
 McClelland’s Theory of
Needs
• The acquired-needs model focuses on three
particularly important or relevant needs in
the work environment:
• Need for achievement
• Need for affiliation
• Need for power
• The model proposes that when a need is
strong, it will motivate the person to engage
in behavior to satisfy that need.
• Need for Achievement
• The drive to excel, to accomplish
challenging tasks, and to achieve a standard
of excellence.

• Need for Power

• The desire to influence and control one’s
environment.

• Need for Affiliation

• The desire for friendly and close
interpersonal relationships.
 Dominant Characteristics of This Person
Motivator

Has a strong need to set and accomplish

challenging goals.
Takes calculated risks to accomplish their goals.
ACHIEVEMENT
Likes to receive regular feedback on their progress
and achievements.
Often likes to work alone.
Wants to belong to the group.
Wants to be liked, and will often go along with
AFFILIATION whatever the rest of the group wants to do.
Favors collaboration over competition.
Doesn't like high risk or uncertainty.
Wants to control and influence others.
Likes to win arguments.
POWER
Enjoys competition and winning.
Enjoys status and recognition.
 Mayo and human
relations
Elton Mayo found that people achieved more when they
got positive attention. His studies on human relations
found two key areas that motivated workers:
1. Good communication and being involved in decision
making. Mayo believed that managers needed to
pay attention to each individual and involve them
within the business decisions.
2. Group work is key. Mayo thought that workers
should socialise together and he encouraged group
activities and company social events. If workers feel
part of the business they should perform better.