Motivational

Theories: Content
and Process
Theories
Carl Kervin
Sapungan
 Module 3: Motivational Theories:
Content and Process Theories
1.1 Maslow’s Hierarchy of Needs
1.2 Herzberg’s Two Factors Theory
1.3 Three-Needs Theory
1.4 Theory X & Theory Y
1.5 ERG Theory of Motivation
1.6 Mayo’s Motivation Theory
1.7 Equity Theory
1.8 Expectancy Theory
1.9 Taylor’s Scientific Theory
1.10 Self Efficacy Theory
1.11 Reinforcement Theory
1.12 Locke’s Goal Setting Theory
 01
Maslow’s
Hierarchy of
Needs
 Introduction
We each have a hierarchy
of needs that ranges from
"lower" to "higher." As lower
needs are fulfilled there is
a tendency for other, higher
needs to emerge.”

Maslow’s theory maintains

that a person does not feel
a higher need until the needs
of the current level have
been satisfied.
Abraham Maslow

● Professor of Psychology
● Columbia University
● Original thinker
● Predecessors focused on
the abnormal and the
ill
● Maslow focused on
positive qualities of
● people
 Maslow’s
Abraham Maslow Hierarchy of needs
● Proposed in his paper –
A Theory of Human
Motivation, in 1943
● Focuses on describing
the stages of growth in
humans
● On study of exemplary
people such as Albert
Einstein, etc, rather
than mentally crippled
or mentally ill
The Hierarchal Model
Being Need D
e
f
i
c
i
t
N
e
e
d
s
Physiological Needs
● Mostly, literal
requirements for human
survival
● If not met, the human
body cannot function
● Metabolic needs – air,
water, food, rest
● Clothing, shelter –
needed by even animals
● Could be classified as
basic animal needs
Safety Needs
● Once physical needs
are met, safety needs
take over
● Personal including
emotional
● Health and well-being
● Financial, job
security
● Safety of property
against natural
disasters,
calamities, wars, etc
● Law & order
Social Needs
● Need to love and be
loved
● Need to feel a sense
of belonging and
acceptance
● Small groups – clubs,
office teams,
school/college houses
● Large groups –
political parties,
Sports teams,
facebook
Esteem Needs
● Need to be respected by
others and in turn respect
them
● Sense of contribution, to
feel self-valued, in
profession or hobby
● Lower - respect of others,
the need for status,
recognition, fame, prestige,
and attention
● Higher - self-respect, the
need for strength,
competence, mastery, self-
confidence, independence and
freedom
Self Actualization Needs
● What a man can be, he
must be
● Intrinsic growth of what
is already in a person
● Growth-motivated rather
than deficiency-
motivated
● Cannot normally be
reached until other lower
order needs are met
● Rarely happens - < 1%
● Acceptance of facts,
spontaneous, focused on
problems outside self,
without prejudice
 02
HERZBERG'S
TWO-FACTOR
THEORY
HERZBERG'S MOTIVATION-
HYGIENE THEORY

● Frederick Herzberg
performed studies to
determine which factors
in an employee's work
environment caused
satisfaction or
dissatisfaction. He
published his findings in
the 1959 book The
Motivation to Work.
 Motivating factors
Achievement
Recognition Work itself
Responsibility
Advancement Growth

Hygiene factors
Company policy
Supervision
Relationship w/Boss
Work conditions
Salary
Relationship w/Peers
 03
Three-Needs
Theory
 04
Theory X &
Theory Y
Douglas McGregor, an
American social
psychologist, proposed
his famous X-Y theory
in his 1960 book “ The
Human Side of
Enterprise”
 05
ERG Theory of
Motivation
ALDERFER’S ERG MODEL
It includes all material and physiological
desires (e.g., food, water, air,
clothing, safety, physical love and
Existence
affection). Needs
Encompass social and external esteem;
relationships with significant others
like family, friends, co-workers and Relatedness
employers. This also means to be Needs
recognized and feel secure as part of
a group or family.
Internal esteem and self-actualization;
these impel a person to make creative
or productive effects on himself and
the environment (e.g., to progress Growth
toward one's ideal self). This Needs
includes desires to be creative and
productive, and to complete meaningful
tasks.
 06
Mayo’s
Motivation Theory
MAYO’S THEORY OF MOTIVATION
The work of Elton Mayo is
famously known as
“Hawthorne Experiments.”
He conducted behavioural
experiments at the
Hawthorne Works of the
American Western Electric
Company in Chicago.
He made some illumination
experiments, introduced
breaks in between the work
performance and also
introduced refreshments
during the pause’s. On the
basis of this he drew the
conclusions that motivation
was a very complex subject.
It was not only about pay,
work condition and morale but
also included psychological
and social factors.
 the central conclusions
drawn were :
The need for
recognition and a sense
of belonging are very
important.

1
2 3

People are motivated by Attitudes towards work

more than pay and are strongly influenced
conditions. by the group.
 07
Equity Theory
 John Stacey Adams' equity theory helps
explain why pay and conditions alone do
not determine motivation. It also
explains why giving one person a
promotion or pay-rise can have a
demotivating effect on others.

time, effort, loyalty, hard

ts work, commitment, ability,
adaptability, flexibility,
tolerance, determination,
enthusiasm, personal
sacrifice.

Typical outcomes are job

uts security, esteem, salary,
employee benefits, expenses,
recognition, reputation,
responsibility, sense of
achievement, praise, thanks.
 08
Expectancy
Theory
VICTOR H. VROOM
Is a business school professor at
the Yale School of Management.
He holds a PhD from University of
Michigan.
Vroom's primary research was on
the expectancy theory of
motivation, which attempts to
explain why individuals choose to
follow certain courses of action
in organizations, particularly
in decision-making and leadership
His most well-known books are
Work and Motivation, Leadership
and Decision Making and The New
Leadership.
 M E I V
o x n a
t p s l
i e t e
v c r n
a t u c
t a m e
i n e
o c n
n y t
Expectancy theory a
l
proposes that a i
individual will decide to t
y
behave or act in a
certain way because they
are motivated to select a
Expectancy theory is about specific behaviour over
the mental processes
regarding choice, or
other behaviours due to
choosing. It explains the what they expect the
processes that an result of that selected
individual undergoes to
make choices. In the study behaviour will be.
of organizational behavior,
expectancy theory is a
motivation theory first
proposed by Victor Vroom of
the Yale School of
Management.
 Expectancy
Expectancy is a person’s estimate
of the probability that job-
related effort will result in a
given level of performance.
Expectancy is based on
probabilities and ranges from 0 to
1. If an employee sees no chance
that effort will lead to the
desired performance level, the
expectancy is 0. On the other
hand, if the employee is
completely certain that the task
will be completed, the expectancy
has a value of 1. Generally,
employee estimates of expectancy
lie somewhere between these two
extremes.
Instrumentality
Instrumentality is an individual’s
estimate of the probability that a
given level of achieved task
performance will lead to various
work outcomes. As with expectancy,
instrumentality ranges from 0 to
1. For example, if an employee
sees that a good performance
rating will always result in a
salary increase, the
instrumentality has a value of 1.
If there is no perceived
relationship between a good
performance rating and a salary
increase, then the instrumentality
is 0.
Valence
Valence is the strength of an employee’s
preference for a particular reward.
Thus, salary increases, promotion, peer
acceptance, recognition by supervisors,
or any other reward might have more or
less value to individual employees.
Unlike expectancy and instrumentality,
valences can be either positive or
negative. If an employee has a strong
preference for attaining a reward,
valence is positive. At the other
extreme, valence is negative. And if an
employee is indifferent to a reward,
valence is 0. The total range is from -1
to +1. Theoretically, a reward has a
valence because it is related to an
employee’s needs. Valence, then,
provides a link to the need theories of
motivation
 09
Taylor’s
Scientific Theory
 Frederick Taylor Scientific management is a
theory of management that
Taylor’s main focus: analyzes and synthesizes
Maximize workers workflow.
capacity and profits
PROBLEM:
Get employees to work Its main objective is
at their maximum improving economic
capacity efficiency, especially labor
PRIMARY FOCUS: productivity.
TASKS
one of the earliest attempts
to apply science to the
engineering of processes and
to management.
“The Father of Scientific
Scientific management is
Management”
sometimes known as Taylorism
after F.W. Taylor.
The Evolution of Management Theory
Taylor’s 4 principles of
scientific management
 10
Self Efficacy
Theory
Self efficacy theory
There are fours ways(EVVA)

self efficacy can be

Self-efficacy theory, increased or help us to
also known as social improve self efficacy
cognitive theory or
social learning 1. Enactive mastery
theory, refers to an
individual’s belief 2. Vicarious modeling
that he or she is
capable of performing 3. Verbal persuasion
a task.
4. Arousal
 Self efficacy theory
Vicar
ctive mod
astery
Enactive mastery is This source is vicarious
gaining relevant modeling or becoming
experience with the more confident because
task or job. If an you see someone else
individual has been doing the task. For
able to do a job example, it X loses
successfully in the weight then it increases
past, then he or she Y’s confidence that he
will be more confident can also lose weight
to be able to do it in too.
the future.
 Self efficacy theory
Arou
bal
suasion
This source is verbal Arousal leads to an
persuasion, which is energized state, which
becoming more drives a person to
confident because complete the task. The
someone convinces you person gets ‘psyched up’
that you have the and performs better. But
skills necessary to be when arousal is not
successful. relevant, then arousal
Motivational speakers hurts performance.
use this tactic a lot.
 11
Reinforcement
Theory
REINFORCEMENT THEORY Operant Conditioning
Theory
An individual’s behavior is a
function of its consequences. He is a father of
operant
It is based on “law of effect” conditioning
theory
A counterpoint to goal setting
theory • But his work
was based on
Individual’s behavior with Thorndike’s law
positive consequences tends to of effect.
be repeated, but individual’s • Skinner introduced a new
behavior with negative term into the Law of Effect -
consequences tends not to be Reinforcement.
repeated.
 12
Locke’s Goal
Setting Theory
 Thanks!
Carl Kervin M. Sapungan
Understanding the
complexities involved
in motivating people
is not an easy job
since human behaviour
is unpredictable and
is the result of
multiple causes. Three
kinds of theories have
evolved.