MGT162

After completing this chapter, students should

be able to:

 Explain the basic motivation process

 Outline how goal setting is used as a tool for
motivating individuals
 Describe how the reinforcement approach is
used to increase and decrease behavior in
an organizational setting
 The forces acting upon or within a person
that cause that person to expend to
behave in a specific, goal-directed manner.
 It is a psychological process that gives
purpose and direction to behavior.
 The management process of influencing
people’s behavior to behave in a way that
ensures the accomplishment of some goal.
 Motivation x Ability = Performance

Eg: You are motivated to become an accountant.

Motivation x Ability = Performance

(Goal & desire) (Education, (Accountant)
Knowledge)
Traditional Model

 Often associated with Frederick Taylor

and Scientific Management.
 through a system of wage incentives – the
more workers produced, the more they
earned.
Human Relations
Model

 Often associated with

Elton Mayo and his
contemporaries.
 managers could
motivate employees by
acknowledging their
social needs and by
making them feel
useful and important.
Human Resources Model

 Often associated with Douglas McGregor.

 Theory X – people have an inherent dislike of
work.
 Theory Y – people want to work and can
derive great deal of satisfaction from work.
Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Model

 According to Maslow, individuals have
various needs and try to satisfy these
needs using a priority system or
hierarchy.

 Maslow specified five (5) fundamental

needs people have.
 NEEDS

General Examples Organizational Examples

Self- Challenging
Achievement Actualization job
Needs

Job
Status Esteem Needs
title

Friends
Friendship Social Needs
at work

Pension
Stability Security Needs
plan

Base
Food Physiological Needs
salary
 Physiological needs
 Needs such as food, water, air, and shelter
 Needs a good, comfortable working conditions such as
basic wage or salary
 Managers who focus on physiological needs assume that
people work mainly for money and are primarily concerned
with comfort and their rate of pay.

 Security needs
 Needs to have a safe physical and emotional environment.
 Needs protection against threats or unsafe working
environment such as job security and predictable work
environment.
 Managers will often emphasize rules, job security and fringe
benefits.
 Affiliation needs
 Needs for friendship, love and a feeling of belonging.
 Needs acceptance by others such as association and
communication with others and being part of the group.
 Individuals value their work as an opportunity for finding and
establishing friendly interpersonal relationships.

 Esteem needs
 Needs for personal feelings of achievement and self-worth
and by recognition, respect and prestige from others.
 Managers who focus on esteem needs try to foster employees’
pride in their work and use public rewards and recognition for
services.
 Self-Actualization needs
 Needs for self-fulfillment and the opportunity to achieve one’s
potential.
 Peoples who strive for self-actualization accept themselves
and use their abilities to the fullest and most creative extent.
 Managers who emphasize self-actualization may involve
employees in designing jobs or make special assignments that
capitalize on employees’ unique skills.
Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Model

 Herzberg found that the factors leading to
job satisfaction were separate and distinct
from those that lead to job dissatisfaction.
 Motivator factors
▪ Related to job content or what people
actually do in their work.
 Hygiene factors
▪ Associated with the job context in which
the job is performed.
 Expectancy Model
 Equity Model
 Goal Setting
 Reinforcement
Theory
 The expectancy model suggests that motivation to
expend effort to do something is determined by
three basic individual perceptions.
 The perception that effort will lead to performance.
 The perception that rewards are attached to
performance.
 The perception that the outcomes, or rewards, are
valuable to the individual.
 Expectancy
 The belief that a particular level of effort will be
followed by a particular level of performance.
 Instrumentality
 The probability assigned by the individual that a
specific level of achieved task performance will lead
to various work outcomes.
 Valence
 The value or importance that the individual
attaches to various work outcomes.
 Effort

Expectancy

Performance

Instrumentality

Outcomes: Rewards

Valence
 Equity model focuses on an individual’s feelings
about how fairly he or she is treated in
comparison with others.
 People have a perception of the ratio of their inputs
compared to their own outcomes in a situation.
 They also have a perception of the ratio of everyone
else’s inputs to outcomes.
 Then, each person compares his or her own ration to
that of everyone else.
 To reduce a perceived inequity, a person may take
one of the following actions:
 Change work inputs either upward or downward to an
equitable level.
 Change outcomes to restore equity.
 Psychologically distort comparisons.
 Change the comparison person he or she is using to
another person.
 Leave the situation (e.g., quit the job or transfer to
another department).
 A process intended to increase efficiency and
effectiveness by specifying the desired outcomes
toward which individuals, groups, departments, and
organizations work.
 Goals setting serves three purposes:
 Guide and direct behavior toward overall
organizational goals and strategies.
 Provide challenges and standards against which
the individual can be assessed.
 Define what is important and provide a framework
for planning.
 Effective goal setting
should be:
 S pecific
 M easurable
 A chievable
 R esults oriented
 T ime related
 Based on the idea that people learn to repeat
behaviors that are positively rewarded
(reinforced) and avoid behaviors that are
punished (not reinforced).
 The application of reinforcement theory is
frequently called behavior modification
because it involves changing one’s own
behavior or the behavior of someone else.
 Positive Reinforcement
 The administration of positive and rewarding
consequences following a desired behaviour.
 Negative Reinforcement
 Also called avoidance learning, strengthens
desired behaviour by allowing escape from
an undesirable consequence.
 Extinction
 The withdrawal of the negative reward or
reinforcing consequences for an
undesirable behavior.
 Punishment
 The administration of negative
consequences following undesirable
behavior.
 The application of Reinforcement Theory is
called behavior modification.
 The reason is that the intent of applying the
concepts is to change or modify, one’s own,
or someone else’s behaviour.
 Hopefully, managers reward behaviour of
employees that is desirable for the
organization (high performance) and ignore
behaviour that is not, or even punish it.