MGT162 FUNDAMENTALS OF MANAGEMENT

GROUP IM1101A

TOPIC 5 : MOTIVATION (ASSIGNMENT 5)

Prepared by :

 Y/N (STUDENT NUMBER)

 Y/N (STUDENT NUMBER)
 Y/N (STUDENT NUMBER)
 Y/N (STUDENT NUMBER)
 Y/N (STUDENT NUMBER)

QUESTIONS & ANSWERS NOTE(S) OR

REFERENCE(S)
MARCH 2016,
QUESTION 1: PART D Q1.
Relate Two-Factor theory introduced by Frederick Hertzberg to motivate
employees in an organization.
JANUARY 2018,
PART D, Q2.
Frederick Hertzberg found that the factors leading to job satisfaction
were separate and distinct from those that lead to a job dissatisfaction.
Thus, he classified these job factors into two categories.

The first category is motivator factors. This factor is related to job

content or what people actually do in their work. For instance, the job itself,
achievement, responsibility given, recognition, and advancement opportunity.
The job itself must be interesting, varied and provide enough of a
challenge to keep employees motivated. A job also must give an employee a
sense of achievement. This will provide a proud feeling of having done
something difficult but worthwhile. As for responsibility given, employees
should “own” their work. They should hold themselves responsible for this
completion and not feel as through they are being micromanaged. Promotion
opportunities also should exist for the employee.

The second category is hygiene factors. This factor is associated with

the job context in which the job is performed. For instance, company
policies, working environment, and interpersonal relationship at workplace.
Company policies should be fair and clear to every employee. They must
also be equivalent to those of competitors. The working environment means
that the equipment and the working environment should be safe, fit for
purpose and hygienic. For interpersonal relationships, there should be no
tolerance for bullying or cliques. A healthy, amiable and appropriate
relationship should exist between peers, superiors and subordinates.

QUESTION 2: MARCH 2017,

In 1943, a psychologist Abraham Maslow introduced the most widely known PART B, Q2.
and popular theory of motivation. With the aid of a diagram, discuss the
Maslow Hierarchy of Needs Theory.

According to Maslow, individuals have various needs and to try to

satisfy these needs using a priority system or hierarchy. Thus, he specified
five fundamentals needs people have

First, the physiological needs. Examples of physiological needs are

food, water, air and shelter. Employees need a good, comfortable, safe
working condition and basic salary. Managers who focus on physiological
needs assume that people work mainly for money and are primarily
concerned with comfort and their rate of pay. Therefore, they will motivate
workers by fulfilling those needs.

Next, the security needs. For example, safe physical and emotional
environments. Employees need protection against threats or unsafe working
environment. Therefore, they need job security and predictable work
environment. Managers will then motivate employees by emphasizing on
rules, job security and fringe benefits.

After that, the affiliation needs or also known as social needs. For
example, friendship, love and a feeling of belonging. Employees value
acceptance by others such as association and communication with others and
being part of the group in the workplace. They value their work as an
opportunity for finding and establishing friendly interpersonal
relationships.
 The next level is esteem needs. For example, personal feelings of
achievement and self-worth through recognition, respect and prestige from
others. Managers who focus on esteem needs try to foster employees’ pride
in their work and use public rewards and recognition for services.

The last level of the hierarchy is self-actualization needs. It is

individuals’ needs for self-fulfillment and the opportunity to achieve one’s
potential. People who strive for self-actualization will use their abilities to
the fullest and most creative extent. Managers who emphasizes
self-actualization may involve employees in special assignments that
capitalize on employees’ unique skills.

QUESTION 3: JUNE 2018,

Behaviour with positive consequences will be repeated while behaviour with PART D, Q2.
negative consequences will be avoided.
With appropriate example, discuss four (4) components of behaviour
modification under Reinforcement Theory.

Reinforcement Theory is based on the idea that people learn to

repeat behaviours that are positively rewarded (reinforced) and avoid
behaviours that are punished (not reinforced). The application of
reinforcement theory is frequently called behaviour modification because it
involves changing one’s own behaviour or the behaviour of others.

Behaviour

Supports Hinders
organizational goals organizational goals

Positive Negative Extinction Punishment

reinforcement reinforcemen

When the behaviour of the employees supports the organization goals,

2 reinforcements are applied:
 Positive reinforcement. It is the administration of positive and
rewarding consequences following a desired behaviour. This can be done by
rewarding performing worker or by giving award to the best worker of the
month. This will motivate the employees to continue or even better,
improving their performance. The reward given then will be a positive
reinforcement to the employees as it improves the employees’ behaviour.

Negative reinforcement. This reinforcement is also called avoidance

learning. It strengthens desired behaviour by allowing escape from an
undesirable behaviour. This can be done by giving chance to the worker
who made mistake to learn from their mistake.

When the behaviour of employees was hindering the organization

goals, then the following reinforcement are applied:

Extinction. It is the withdrawal of the positive reward or

reinforcing consequences for an undesirable behaviour. For instance, is an
employee no longer receives award for giving an amazing work performance
he may feel that his behaviour is generating no fruitful consequences.
Extinction may unintentionally lower desirable behaviour.

Punishment. It is the administration of negative consequences

following undesirable behaviour. This can be done cutting the employees’
salary. By doing so, the employees will realize that by doing undesirable
behaviour, they will receive punishment. This also could decrease the other
employees’ undesirable behaviour as they saw what happened to the
employees that have done undesirable behaviour.

Therefore, managers reward behaviour of employees that is

desirable for the organization and ignore behaviour that is not or even
punish it.