THE BASICS OF MOTIVATION

MOTIVATION- the process that

account for an individual's intensity,
direction, & persistence of effort
toward attaining goals.
-concerned with effort toward
any goal.
 EARLY THEORIES OF MOTIVATION
1). HIERARCHY OF NEEDS
-Abraham Maslow
- best known theory of motivation.
-our needs motivate us.
-for every human being, there exist a
hierarchy of 5 needs.
 Physiological needs- air, water, food,
shelter, sleep, clothing, sexual intercourse
& bodily needs.
 Safety needs- security & protection
from physical or emotional harm.
 Love and Belongingness-social
activities, affection, acceptance, &
friendship.
 Esteem needs - internal factors: self-
respect, autonomy, & achievement;
 external factors: status, recognition &
attention. Being part of group.
 Self-actualization- what we are capable
of becoming, growth, potentials, & self-
fulfillment.

2). THEORY OF X & THEORY OF Y

-Douglas McGregor
-there are 2 human behavior at work.
 THEORY OF X- managers believe
that employees inherently dislike work
& must therefore be directed or even
coerced onto performing it.
-tight control, no development.
 THEORY OF Y- manager assume
that employees can view work as being
natural, learn to accept, & take
responsibility.
-liberating, control, development.
3). McCLELLAND THEORY OF
NEEDS.
-every person has one of three main
driving motivators.
-These motivators are not inherent; we
develop them through our culture and life
experiences.
 Need for Achievement- is the drive
to excel, to achieve in relationship to a
set of standards.
 Need for Power- is the need to make
others behave in a way they would not
have otherwise.
 Need for Affiliation- is the desire for
friendly & close interpersonal
relationship.
CONTEMPORARY THEORIE OF
MOTIVATION
1) SELF-DETERMINATION
THEORY
-people prefer to feel they have control
over their action, so anything that makes
a previously enjoyed task feel more an
obligation than a freely chosen activity
will undermine motivation.
- Extrinsic rewards- external outcomes
such as salary, feedback, recognition.
-Intrinsic rewards- internal interest,
interest in work, respect, dignity.
 Self-concordance-how strongly
people's reasons for pursuing goals are
consistent with their interest & core
values.
2).GOAL-SETTING THEORY
-Edwin Locke
- goal setting is essentially linked to task
performance.
-goal setting should have:
 specificity
 challenges/ difficult
 feedback
-S.M.A.R.T.
3).IMPLEMENTING GOAL THEORY
-implementation & application of goal
setting at work.
-Management by objectives-
emphasizes participatively set goals that
are tangible, verifiable & measurable.

OTHER CONTEMPORARY
THEORIES OF MOTIVATION
1). SELF-EFFICACY THEORY
-Albert Bendura
-an individual believe that he is capable
in performing a task.
-there are high self-efficacy & low
efficacy individuals.
4 WAYS SELF-EFFICACY CAN
INCREASE
 Enactive Mastery-gaining relevant
experience with task or job.
 Vicarious Modeling- becoming more
confident because you see someone else
is doing the task. Comparing of
competency.
 Verbal Persuasion- increase
confidence through verbal motivation.
 Arousal- increased self-efficacy
because of energizing state.
2).EQUITY THEORY
- J. Stacy Adam
-employee compare what they get
from their job.
-they take ratio of their outcome to
their input & compare it to the ratio of
other, usually someone similar like co
workers.
ORGANIZATIONAL JUSTICE-
fairness in a workplace.
 Distributive Justice- perceived
fairness of the outcome.
 Procedural Justice- perceived
fairness of process used to determine
the outcome.
 Informational Justice- degree to
which employees are provided
explanations for decision & keep
informed.
  Interpersonal Justice- perceived
degree to w/c one is treated with
dignity & respect
3). EXPECTANCY THEORY
-Victor Vroom
-the strength of our tendency to act a
certain way depends on the strength of our
expectation of a given outcome & its
attractiveness.
 3 Relationship of E.T.
 Effort-Performance Relationship-
exerting a given amount of effort will
lead to a good performance.
 Performance-Reward Relationship-
believes that performing at a particular
level will to the attainment of desired
outcome.
  Reward-Personal Goals Relationship-
organizational reward satisfy an
individual's personal goals or needs.
WORKPLACE MOTIVATION.

JOB ENGAGEMENT-the investment of

employee's physical, cognitive, &
emotional energies into job performance.