Chapter II – Nature,

Theories and
Application of
Motivation, Needs and
Values
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 � Motivation – is the intrinsic inducement that
propels an individual to think, feel and perform
in certain ways.
� Theories of Motivation
1. Maslows Hierarchy of needs – this theory
was postulated by Abraham Maslow.
2. Herzberg’s two-factor theory – discovered by
Frederick Herzberg.
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 Maslow’s Hierarchy of Needs
NEEDS
General Examples Organizational Examples

Self-
Challenging job
Achievement actualization

Job
Status Esteem title
Friends
Friendship Belongingness at work
Pension
Stability Security plan
Base
Food Physiology
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salary
 Assumptions of Maslow’s
Hierarchy
Movement up the Pyramid
•Individuals cannot move to the next higher level
until all needs at the current (lower) level are
satisfied.
Maslow Application:
•Individuals therefore
must move up the A homeless person
hierarchy in order will not be motivated to
meditate!
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 Herzberg’s Motivation-Hygiene
Theory
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

�Theories of Motivation
2. Herzberg’s two-factor theory
a. Hygienic/ maintenance factor - these are
elements or conditions in work that makes the
employees neutrally satisfied , meaning, they are
satisfied but not necessarily motivated. Absence
of this factor will lead to dissatisfaction.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Theories of Motivation
a. Hygienic/ maintenance factor
Ex: Salary, job security, working
conditions, status, company policies,
interpersonal relationship, and
technical supervision.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

b. Motivator/job content factors – these are the real

motivators such as achievement, recognition,
responsibility, advancement, professional growth,
appreciation, nature of work (challenging,
personal satisfaction, expression of oneself)
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

�Theories of Motivation
3. Need achievement theory – it was developed by
David Mc Clelland.
a. Need for achievement – high level of job
performance and success.
b. Need for power – drive to influence people and
situations.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

�Theories of Motivation
3. Need achievement theory – it was developed by
David Mc Clelland.
c. Need for affiliation – to develop warm, friendly,
and personal relation
d. Need for competence – a drive to do quality
work
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
� Theories of Motivation
4. Expectancy theory – a theory
developed by Victor H. Vroom. This
theory explain that motivation is a
result of strong desires (valence) and
strong beliefs (Expectancy). By way of
equation: valence X expectancy =
motivation.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

�Theories of Motivation
5. Theory X and Y – this theory was postulated by
Mc Gregor.
a. Theory X – views human beings as inherently
lazy and hence must be motivated by force
(threatened with punishment to make him
increased productivity)
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Theories of Motivation
5. Theory X and Y – this theory was postulated by
Mc Gregor.
b. Theory Y – contends that external force or
punishment is not the best way of motivating
individuals because they are capable of
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exercising self-direction and self-control.

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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Theories of Motivation
6. Reinforcement theory – developed by B.F.
Skinner composed of three components:
a. Stimulus – the environmental setting in which
the behavior occur (performance)
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b. Response – the behavior itself

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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
�Theories of Motivation
6. Reinforcement theory
c. Reinforcement – the reward given for good
performance only.
Performance is conditioned by giving reward-
giving. If they are told they are winners, they
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become winners. if they are told losers, they are

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losers.
 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Theories of Motivation
7. Maturity theory – proposed by Chris
Argyrie on maturity and immaturity.
IMMATURE MATURE

Passive Active
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Dependent Independent
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
� Theories of Motivation
7. Maturity theory

IMMATURE MATURE

Short term perspective Long term perspective

Lack of self awareness Awareness of self

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Subordinate Equal
position position 18
 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

�Theories of Motivation
8. Theory of equilibrium – developed by
Barnard-Simon which simply explain that
equal wages must be paid for equal work
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Theories of Motivation
9. The carrot and the stick theory – the carrot is money in the
form of pay or bonuses whereas the stick is in the form of
fear – fear of loss of job, loss of income, reduction of bonus,
demotion and some other penalty has been and will continue
to be a strong motivator although admittedly not the best
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kind of motivator.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Models of Organizational Behavior

1. Supportive model – this model builds and maintains a
sense of personal worth and importance like
developing worker’s initiative, participation in decision-
making etc.
2. Collegial model – is an extension of supportive model
wherein the workers have a common purpose to
achieve. There is team effort & unity
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

�Models of Organizational Behavior

3. Custodial model – employers began caring for the security
needs of the workers and this depends largely on economic
resources by giving benefits/incentives.
4. Autocratic model – it depends on power and authority.
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 Chapter II – Nature, Theories and
Application of Motivation, Needs and Values
� Conflict – is any situation in which two or more
parties feel themselves in disagreement.
� Stages of Development of Conflict
1. Latent conflict – at the initial stage of conflict,
the basic conditions exists but have not yet
been recognized.
2. Perceived conflict – the cause of the conflict
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is recognized by one or both of the participants.

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 Chapter II – Nature, Theories and
Application of Motivation, Needs and Values
� Stages of Development of Conflict
3. Felt conflict – tension began to build between
the participants, although seemingly, there is no
struggle yet.
4. Manifest conflict – the struggle is under way
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 Chapter II – Nature, Theories and
Application of Motivation, Needs and
Values
�Stages of Development of Conflict
5. Conflict aftermath – the conflict is ended by a
resolution or by suppression. It might either lead
to better cooperation or to a new conflict that may
be more disastrous or violent in nature.
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 Chapter II – Nature, Theories and
� Causes of Conflict
Application of Motivation, Needs and Values
1. Organizational change – people have different
perspective over the direction to go, the way to
take, the resources needed and the probable
outcome.
2. Personality clashes – individual differences is a
basic concept affecting organizational behavior.
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 Chapter II – Nature, Theories and
Application of Motivation, Needs and Values
�Causes of Conflict
3. Different set of values – people having
different beliefs and orientations.
4. Threats to status – when one’s status is
threatened, face-saving virtually becomes a
potent driving force as the individual struggle to
uphold the desired image.
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 Chapter II – Nature, Theories and
Application of Motivation, Needs and Values
� Causes of Conflict
5. Contrasting perceptions – Perception is the act of
apprehending by means of the senses or of the mind.
6. Lack of trust – trust is the belief in and reliance on
the integrity, and the ability of a person or thing.
7. Role dissatisfaction
8. Role ambiguity
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 Why Conflict Arises?

Type “A” Personality

Vs.

Type “B Personality
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 Type ”A” Personality
� Highly Competitive
� Strong Personality
� Restless when inactive
� Seeks Promotion Punctual
� Thrives on deadlines
� Maybe jobs at once
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 Type “B” Personality
� Works methodically
� Rarely competitive
� Enjoys leisure time
� Does not anger easily
� Does job well but doesn’t need
recognition
� Easy-going
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 Aggressive People
� Body language
� Stiff and straight

� Points, bangs tables to emphasize points

� Folds arms across body Aggressive people

� Verbal language are basically
insecure….. Try to
� “I want you to…” avoid them.

� “You must…”

� “Do what I tell you!”

� “You’re stupid!”
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 Submissive
Body Language
People
�
� Verbal Language
� Avoids eye
contact � “I’m sorry”
“It’s all my fault”
� Stooped
�

posture � “Oh dear”

� Speaks quietly

� Uneasy Submissive people

have a great sense
of inferiority
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 Assertive People
� Body language

� Stands straight

� Appears composed

� Smiles

� Maintains eye contact

� Verbal language

� “Let’s”

� “How shall we do this?”

� “I think… What do you think?”

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� “I would like…”
 Types of Conflict
� Within an individual
� Between two individuals

� Within a team of individuals

� Between two or more teams

within an organization
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 Preventing Conflict
� Review past conflicts
� Assess communication skills of those involved
� Read body language of participants
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 Preventing Conflict
� Try to reduce conflict

� Realize that communication is colored by personal

experience, beliefs, fear, prejudices

� Try to be neutral

� Plan the timing and place of the conversation

� Realize that outside stress may add to confrontation

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� Eliminate/reduce external interruptions

 Aids to Communication
� Listen Actively � Tailor words to person
� Relax � Determine the best timing
� Observe body language � Determine the best place
� Develop interest in others � Why is the conversation
interests necessary
� Ask for clarification
� Plan what you are going to
say
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 Personalities Who Cause Conflict

� Aggressor
� Passive

� Absentee

� Error prone

� Negative attitude

� Chatterbox

� Do nothing
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 Personalities Who Cause Conflict

� Unreliable
� Time waster
� Resentful person
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 This lesson explores how conflicts
can be resolved by looking at
things fairly, and how a mediator
can help to make this happen.
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 RESOLVING
RESOLVING CONFLICT
CONFLICT
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 When we get into arguments with
people, the problem won’t be sorted
until both parties feel that they have
been treated fairly.

Grrrrr….. Grrrrr…..
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 In order to make things fair, all parties have to:
� Understand
� Avoid making things worse
� Work together
� Find a solution
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 First we have to try to understand –
by putting ourselves in the other
person’s shoes.
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 Each person must be allowed to say how
they feel – without being interrupted.

In order for it to work:

Each person must listen carefully to what

the other has to say.
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 Everyone must make sure they don’t
make
the situation worse … so
NO:
put downs
revealing of secrets
screaming or shouting
fighting, kicking, pushing!
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 Each person must be determined to work together with
the others.

This means:
Taking turns
Speaking quietly, but firmly
Active listening
Talking about how you feel, without
blaming anyone.
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 Now find a SOLUTION by brainstorming together.

Think of as many ideas as possible!

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 All parties must take responsibility for their part
of the agreement.

And stick to what has been decided.

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 …. And be prepared to talk again if
things aren’t improving.
How’s about
another chat?
O.K. That’s cool!
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 Glossary
� Negotiate - to discuss something

� Mediate – to act as a go between

� Resolve–to make your mind up

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 Managing
Emotions
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 Identifying Emotions and
their Effects
� There are some emotions that are more significant than
others in regard to conflict.
These are:
� Anger
� Resentment
� Hurt
� Guilt
� Regret
� Fear
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
Anger
� When appropriately expressed, anger can be a fire
for change. When it is misdirected or inappropriately
expressed it can be destructive.
Resentment
� This is like frozen anger and is a feeling that blames
others for a situation or a hurt we feel.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

Hurt
� Underneath resentment and anger there is often
hurt. Acknowledging that you feel hurt is
empowering.

Guilt
� Guilt can be very destructive when we allow it to
gnaw away at us.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

Regret
� Often we show anger or resentment we are also
hiding regret. Fear, anxiety and embarrassment
block the expression of regret.
Fear
� We often experience this when we feel out of
control of a situation.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
Identifying Motions and their Effects
Fear
� Fantasy False
� Experienced or Evidence
� As Appearing
� Reality Real
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values

� Managing Conflict
1. Avoiding – is the physical or mental withdrawal
from a conflict.
2. Smoothing – is accommodating the other
party’s interests.
3. Forcing – is employing power tactics to win.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
� Managing Conflict
4. Compromising – is characterized by mutual agreement
of both parties to give into or give up some demands to
promote harmonious relationship.
5. Confronting – is to face the conflict directly and work with
it through a mutually satisfactory resolution.
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 Chapter II – Nature, Theories and Application of
Motivation, Needs and Values
�Review Questions:
1. To what extent, and how, is money an effective factor to
induce a worker to work hard in an organization?
2. Discuss the role of the manager in the technology of
behavior.
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