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    Topic 4 Motivation: The Nature of Motivation

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    Elly Marican
    Motivation is the set of forces that causes people to behave in certain ways. Maslow's Hierarchy of Needs suggests five levels of needs must be satisfied. - Physiological security Belongingness Esteem Self-actualization.

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    Topic 4 Motivation: The Nature of Motivation

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    Elly Marican
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    Motivation is the set of forces that causes people to behave in certain ways. Maslow's Hierarchy of Needs suggests five levels of needs must be satisfied. - Physiological security Belongingness Esteem Self-actualization.

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    Motivation is the set of forces that causes people to behave in certain ways. Maslow's Hierarchy of Needs suggests five levels of needs must be satisfied. - Physiological security Belongingness Esteem Self-actualization.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    89 views7 pages

    Topic 4 Motivation: The Nature of Motivation

    Uploaded by

    Elly Marican
    Motivation is the set of forces that causes people to behave in certain ways. Maslow's Hierarchy of Needs suggests five levels of needs must be satisfied. - Physiological security Belongingness Esteem Self-actualization.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 7

    TOPIC 4 MOTIVATION

    Copyright Houghton Mifflin Company. All rights reserved.

    4-1

    The Nature of Motivation


    If an employee chooses to work hard one day, and work just hard enough to avoid warning, or as little as possible on another day, what then is Motivation?
    Motivation is the set of forces that causes people to behave in certain ways.

    Copyright Houghton Mifflin Company. All rights reserved.

    4-2

    Elements in the Definition of Motivations

    Effort Organizational goals Needs

    Copyright Houghton Mifflin Company. All rights reserved.

    4-3

    Motivation
    Approaches to Motivation
    Maslow Douglas McGregor Frederick Herzberg Traditional Approach Human Relation Approach Likert
    System 1 & 2 System 3 & 4

    Copyright Houghton Mifflin Company. All rights reserved.

    4-4

    Types of Motivation Theories Motivation Theories / Perspectives are?


    Approaches to motivation that try to answer the question, What factors in the workplace motivate people?

    Maslows Hierarchy of Needs


    Physiological Security Belongingness Esteem Self-actualization Suggest that five level of needs must be satisfied (starting with lower level need)
    Copyright Houghton Mifflin Company. All rights reserved. 4-5

    Figure 16.2: Maslows Hierarchy of Needs

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    4-6

    Physiological Needs
    Most basic needs Needs for survival General example : food, water and shelter Organizational examples : wages & work environment

    Security / Safety
    Needs deals with physical and psychological safety from external threats i.e. job security, freedom from threats, adequate insurance and retirement package

    Belongingness /Social
    Need for companionship/friendship, personal sense of belonging i.e. to be loved, need for social interaction so that employees feel as part of the team or work group

    Self-Esteem
    Growth need Needs for self-image and self-respect and the need for recognition and respect from others i.e. job titles, nice offices, opportunities for advancement, prestige, status, reward, recognition

    Self-actualization
    The company realized ones potential for continued growth and individual development Managers let the employees participate in decision making and opportunity to learn new things
    Copyright Houghton Mifflin Company. All rights reserved. 4-7

    Behavioral Theory on How Employees Behave Toward Work Introduced by Douglas McGregor How managers value their employees behavior toward work? Managers use two theories
    Theory X Theory Y

    Copyright Houghton Mifflin Company. All rights reserved.

    4-8

    Theory X Assumptions (pessimistic or -ve assumptions):


    Employees dislike work. Employees are irresponsible. Employees lack ambition. Employees resist change. Traditionally, manager use coercive power to motivate their employees

    Theory Y Assumptions (optimistic or +ve assumptions):


    Employees are willing to work. Employees are self directed. They accept responsibility. Employees are creative. They are self-controlled.

    To ensure employees are motivated, managers should apply participative decision making, leadership which enable staff to make decision and participate.
    4-9

    Copyright Houghton Mifflin Company. All rights reserved.

    The Importance of Motivation in the Workplace


    What are the three factors that determine individual performance?
    Motivation: The desire to do the job. Ability: The capability to do the job. Work environment: The resources needed to do the job.
    Copyright Houghton Mifflin Company. All rights reserved. 4 - 10

    What Was the Traditional Approach?


    Economic gain was the primary thing that motivated employees. Money was more important to employees that the nature of the job. Employees could be expected to perform any kind of job if they were paid.

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 11

    What Is the Human Relations Approach?

    It emphasizes the role of social processes in the workplace. Employees want to feel useful and important. Are these social needs more important than money?

    YES!

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 12

    What Is the Frederick Herzbergs Two-Factor Theory? Suggests that peoples satisfaction and dissatisfaction are influenced by two independent set of factors. Can you name them?
    Motivation factors. Hygiene factors.

    The following is a micro view of the Two-Factor theory:


    Copyright Houghton Mifflin Company. All rights reserved. 4 - 13

    The Two-Factor Theory


    Motivation factors (work content):
    Achievement Recognition The work itself Responsibility Advancement and growth
    CONCLUSION :
    Managers must promote both factors to motivate staffs
    Copyright Houghton Mifflin Company. All rights reserved. 4 - 14

    Hygiene factors (work & social environment):


    Supervisors Working conditions Interpersonal relations Pay and security Company policies and administration

    Likerts 4 Management System


    System 1 Exploitive authoritative
    decisions are taken at the top of the hierarchical structure, there is a tight authoritarian control over performance and coercive power may be used.

    System 2 Benevolent authoritative


    again decisions are taken at the top of the hierarchical structure, but in return for their loyalty, employees will be treated reasonably well.

    System 3 Consultative
    management retains the right to take all decision but discuses common problems with its employees. The atmosphere is more one of co-operation and there is a 2-way exchange of information.

    System 4 Participative group


    more participative in terms of employee involvement in management decisions than System 3. mutual trust develops between employees and management. Decisions are often taken by group decision-making processes and supervision is supportive rather than authoritative.

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 15

    Likerts 4 Management System


    System System 1 Description Threats from management serve as the motivation to those in the lower level A less autocratic system than the first, but there is still significant lack of communication between lower and upper levels of the system Marked increase in communication between levels from the previous two groups People on all levels of the system have responsibility and work together to achieve common goals. Trust No trust Motivation Fear, threats, punishment Interaction Little interaction, always distrust Little interaction, always cautious

    System 2

    Master/ servant

    Reward, punishment

    System 3

    Substantial but incomplete trust Complete trust

    Reward, punishment, some involvement Based on participation and improvements

    Moderate interaction, some trust Extensive interaction, friendly, high trust

    System 4

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 16

    What Are the Individual Human Needs?


    Need for achievement:
    The desire to accomplish a goal or task more effectively than in the past.

    Need for affiliation:


    The desire for human companionship and acceptance.

    Need for power:


    The desire to be influential in a group and to control ones environment.

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 17

    Popular Motivational Strategies Empowerment:


    The process of managers enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.

    Participation:
    The process of giving employees a voice in making decisions about their own work.

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 18

    New Forms of Working Arrangements


    Flexible work schedules. Job sharing. Compressed work schedules. Telecommuting: Working at
    home and communicate with consumer, peers and office through telephone, internet, etc.

    Copyright Houghton Mifflin Company. All rights reserved.

    4 - 19

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