MOTIVATION
Definition of Motivation

The will to achieve

Factor that cause, channel & sustain an individual’s
behavior (Stoner).

The willingness to put forth effort in the pursuit of
organizational goals (Mondy).

The forces acting upon or within a person that cause that
person to expend effort to behave in a specific, goaldirected manner (Lewis, Goodman & Fandt).
Why Motivation Importance?
i)
To attract people to join organization and remain in it.
ii)
To induce employees to exert energy and effort at an
acceptable rate.
iii)
To maintain and develop organization’s human resources.
iv)
Human must be interested to work with full dedication and
not only obligation.
v)
Task or job done must be deal with full of sense of
responsibilities.
vi)
Must be creative, spontaneous and innovative.
Basic Motivation Process
Motivation combines with ability to result in performance; that is,
Motivation X Ability = Performance
Ability include:
i)
Mental skills
ii)
Mechanical skills
iii)
Psychomotor skills
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Basic values of motivation
Diagram 7.1 : The Motivation Process
Unfulfilled
Needs
Search
Behavior
Satisfaction
of Needs
Rewards
(Reduction of
tension)
Source: J. Dubrin, Andrew, Essential of Management, 2nd ed.
 Needs especially those unfulfilled ones are drives or forces that
will initiate certain behavior in individuals.
 The unfulfilled needs often create tension in individuals.
 To reduce the amount of tension or anxiety in them, individuals
often engage in certain behavior.
 This behavior will then help those individuals to satisfy their
earlier unfulfilled needs.
 Those individuals will feel rewarded and thus reduced their
amount of tension and anxiety.
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Major Approaches to Motivation
Approach
Theories
Primary
concern
Contents Theory
Process Theory
i.
Maslow’s Theory
i.
Expectancy
of Hierarchy
Theory
Needs
ii.
Herzberg’s Two
ii.
Equity Theory
Factor Theory
iii.
Theory X &
iii.
Reinforcement
Theory Y (Mc
Theory
Gregor)
iv.
Atkinson and Mc
Clelland
Concern
with
what Concern with how people
motivates people.
are motivated.
MOTIVATION THEORIES
i)
Content Theory
This theory tells us what people need require living fulfilling
lives, particularly with regard to work. Need is any physiological
or psychological deficiency that an individual feels some
compulsion to eliminate. Need vary among individuals. This is
because people are different in nature.
a)
Abraham Maslow’s Need Hierarchy
High
Self-Actualization Need
Self-Esteem Need
Social Need
Safety Need
Low
Physiological Need
Source: Arthur G. Bedian (1993), ‘Management’, The Dryden Press, Orlando,
Page 441
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
Introduced by Abraham Maslow. Maslow states that all people
possessed a set of five needs in them. These five needs are
arranged in a hierarchical order.
Physiological Need
These needs are our most basic needs. These needs are necessary
for our survival. Examples of these needs are basic requirement for
food, water and shelter from the environment
Safety Need
This is the second level of needs. This set of needs deals with our
physical and psychological safety from external threats. Examples;
job security, freedom from threats and a need for clearly defined
regulations
Social Need
This is the third level of needs. Social need is the need for
companionship or personal sense of belonging, desire for friendship
and love. Example; need to love somebody as well as the need for
social interaction
Self-Esteem Need
This is the fourth level of need. It is also known, as growth need.
Needs for personal feelings of achievement and self-worth.
Examples; respect from other, opportunities for advancement,
recognition achievement as well as prestige and status.
Self-Actualization Need
The fifth level of need is the self-actualization needs. It is also one of
the higher order needs. It comprises needs for the development of
one’s full potential or the realization of one’s own potential. Needs for
self-fulfillment and the opportunity to achieve one’s potential.
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5 Needs
Means
i.
iii.
iv.
v.
Opportunities for
achievement.
Encouragement of
creativity.
Chance for advancement.
Autonomy.
Challenging job
- Realization of one’s
potential
- Creativity
- Interdependence
- Self-expression
i.
ii.
iii.
iv.
v.
Promotions
Praise
Name in newsletter
Private office
Job title
- Recognition
- Respect, sense of
accomplishment
- Responsibility
Self-Actualization
Need
ii.
Self- Esteem
Need
Social Need
Safety Need
Physiological
Need
Examples
i. Sponsor athletic teams
ii. Permit informal group
activities
iii. Encouragement
iv. Develop professional
friendship
v. Hold office parties
-
i.
ii.
iii.
iv.
v.
- Security
- Stability
- Freedom from fear or
threat
- Avoidance of pain
- Peace
Medical insurance
Guaranteed compensation
Retirement plan
Safe working conditions
Job security
i. Adequate salary
ii. Comfortable working
conditions
iii. Free meals
iv. Clothing allowance
v. Company housing
-
Friendship
Group membership
Affection
Acceptance
Interaction with others
Sleep
Rest
Food
Air
Water
House
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b)
Herzberg’s Two Factor Theory
In the late 1950s, Frederick Herzberg and his associates
conducted a study of the job attitudes of 200 engineers and
accountants. Herzberg placed responses in one of 16 categories
were consistently related to job satisfaction and dissatisfaction.
This theory was termed the tow-factor theory: -
i)
Hygiene factor (Dissatisfiers)
 It is associated with the working setting of an individual,
often called jib context. Hygiene factor causes feeling of job
dissatisfaction. Including salary, working conditions,
company policy, security and relationship with supervisors.
 Hygiene leading to job dissatisfaction
 It is associated with the work setting of an individual called
job context.
Job Context
Company policies and administration
Supervision
Relations with peers
Relations with supervisor / boss
Relations with workers
Working conditions
Pay
Job security
Status
ii)
Motivating Factor (Satisfiers)
 Satisfier related to the job content of individuals. Satisfier
factor causes feelings of satisfaction. Including
achievement, recognition, responsibility and advancement
– all related to the job content and the rewards of work
performance.
 Motivators leading job satisfaction
 Factors that related to the job content of individuals
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Job Content
Achievement
Recognition
Work Itself
Responsibility
Advancement
Personal Growth
c) Douglas McGregor’s Theory
This theory was developed by Douglas Mc Gregor. This theory
describes the views or perception of manager with regard to their
employees. This perception and views are termed Theory X and
Theory Y.
Theory-X
Theory-Y

By nature,
ambition.

Willing to work; work is
as natural as play or
rest.

Dislike responsibility
irresponsible

Satisfaction
work.
Passive and resistant to
change.

Assume responsibility.

Inherently disliking work


Avoiding work whenever
possible
Readiness to direct
behavior
toward
organizational goals.

Capable of
themselves
direction)

Capable of self-control

Frequently
using
imagination, ingenuity
and
creativity
in
accomplishing

lacking
of
/

Feeling that work is of
secondary importance

Preferring to be led than
to lead

Having to be pushed by
managers o work.
through
directing
(self-
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Theory-X
 Theory X has a pessimistic view of motivation with regard
to employee. In order to make sure that their employees
do their work, managers have to apply the autocratic style
of leadership where the employees have to be constantly
directed and controlled.
 Coercive power will be used.
Theory-Y
 Theory Y is optimistic. To ensure high job performance,
managers need only to apply the participative style of
leadership, where employees are allowed more
participation, freedom and responsibility in their work.
 The Theory Y manager will delegate the authority and he
allows employees to participate in decision-making.
 Greater job autonomy and task-variety is offered to
employees.
d)
McClelland’s Achievement Motivation Theory
 Proposed by David McClelland and J.W. Atkinson.
 Achievement, power and affiliation are three important
needs that help to understand motivations:
i.
ii.
iii.
Need for Achievement
The drive to excel, to
achieve in relation to a set
of standards, to strive & to
succeed.
Need for Power
The need to make others
behave in away that they
would not have behaved
otherwise.
Need for Affiliation
The desire for friendly and
close
interpersonal
relationship.
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ii)
Process Theory
(a)
Porter-Lawler Model
 Process theory of motivating addresses the thought
process through which individuals give meaning to rewards
that will allow them to influence their behavior. In other
words, process theory explains how individuals are
motivated or the steps that occur when individuals are
motivated.
 This model explains why some people choose to invest
more or less effort in their work. It called equity theory
because it deals with how we determine the equitability of
our work-reward relationship with our employer.
Value of
reward
Perceived
equitable
rewards
8
Abilities &
Trails
1
4
Performance
(accomplishm
ent)
6
Effort
3
Intrinsic
rewards
7a
Satisfaction
9
Extrinsic
rewards
7b
Perceived
Effort 
reward
probability
2
Role
perceptions
5
Source: Terry and Franklin (1982), Principles of Management, 8th Edition,
Richard D. Irwin, pg. 316
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
According to this model, there are 2 major influence on work
effort (Box 3):
i.
the employee’s personal estimate of the probability that a
given level of effort will lead to a reward (Box 2)
ii.
the degree to which the likely rewards are of any personal
value to the workers (Box 1)

Two major influences on the employee’s expectation that effort
will lead to performance (Box 6) & the degree to which the
employee feels that he/she has the abilities / trails to perform
well (Box 4).

Role perception (Box 5) refers to how well that employee fells
that he/she understands the nature of the job.

Extrinsic rewards (Box 7b)
 Example: base pay, incentive pay, job status, employee benefits,
promotion & gift of any kind.
 It should represent a variety (something of everybody) & should be
contingent upon performance.
 Personal activities associated with extrinsic reward: formal
compensation programs, promotion policies, seniority and collective
bargaining activities.

Intrinsic rewards (Box 7a)
 Those rewards that are provided directly to the employee as a function
of performing the job.
 Example: feelings of accomplishment for a job well done, feelings of
satisfaction for succeeding at a task

The value on these rewards will be based on our perception of
how equitable they are & to what extent they can satisfy our
needs.
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
Implications:
 Employers should create an environment where employees
know what is expected of them, believe that they are
capable of accomplishing what is expected, feel that their
personal effort will affect valued & equitable rewards for
their performance efforts.
b)
Reinforcement Theory
Associated with the psychologist B.F. Skinner and other, shows
how the consequences of past behavior affect future actions in a
cyclical learning process. This process may be expressed as
follows:

Response
Consequences
Future
Response
The individual’s own voluntary behavior (response) to a situation
or event (stimulus) is the cause of specific consequences. If those
consequences are positive, the individual will in the future tend to
have similar responses in similar situations. If those consequences
are unpleasant, the individual will tend to change his or her
behavior in order to avoid them. According to this theory, a person
is motivated when he or she responds to stimuli in consistent
patterns of behavior over time.
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