Motivation

The Nature of Motivation

Motivation and Its Importance
– Motivation is the set of forces that lead people to
behave in particular ways.
– Motivation is important in organizations because, in
conjunction with ability and environment, it
determines performance.
P=M+A+E
P = Performance
M = Motivation (must want to do the job)
A = Ability (must be able to do the job)
E = Environment (must have the resources
to do the job)

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 The Hierarchy of Needs
Developed in the 1940s by psychologist Abraham
Maslow who believed:
– People have an innate desire to satisfy a given set of
needs.
– These needs are arranged in a hierarchy of importance,
with the most basic needs at the foundation of the
hierarchy.
– Each need level must be satisfied before the level above
it becomes important.

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 The Hierarchy of Needs:
Abraham Maslow
Physiological (food, sex, and air)
– Adequate wages, ventilation, and comfortable
temperatures and working conditions are measures
taken to satisfy this most basic level of need.
Security (safety and security)
– Security needs can be satisfied by job continuity, a
fair grievance system, and an adequate insurance and
retirement system.
Belongingness (love, affection, and acceptance)
– Managers can help satisfy these needs by fostering a
sense of group identity and interaction among
employees.
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 The Hierarchy of Needs: Growth Needs
Esteem Needs
– Encompass needs for a positive self-image, self-
respect, and respect by others.
– These needs are met partially by job titles, choice
offices, merit pay increases, awards, and other forms
of recognition.

Self-Actualization Needs
– Achieved when people meet their full potential.
– These intrinsic needs are the hardest to understand or
assess and the most difficult to satisfy.

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Figure 5.2 The Hierarchy of Needs

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The Dual-Structure Theory or Herzberg Two Factor Theory

Frederick Herzberg conceptualized motivation as

consisting of motivation factors and hygiene
factors.

Motivation Factors
– Are intrinsic to the work itself (e.g., achievement and
recognition) and can cause motivation and
satisfaction.

Hygiene Factors
– Are extrinsic to the work itself (e.g., pay and job
security). These factors do not necessarily lead to
satisfaction and, if inadequate, these factors can lead
to dissatisfaction. 7
5.2 The Motivation-Hygiene Theory of Motivation
Figure 5.4
The Dual-
Structure
Theory of
Motivation

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Douglas McGregor - Theory ‘X’ and Theory ‘Y’

Theory x
American social psychologist Douglas McGregor
proposed Theory ‘X’ and Theory ‘Y’ in his book
“The Human Side of Enterprise”.
Theory x assumptions are:
An average person dislikes work and tries to avoid it if
he can.

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They have to be either coerced by punishment or
threatened by management to work hard.
Average employees want to be directed
People don’t like responsibility

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 American social psychologist Douglas McGregor proposed
Theory X and Theory Y in his book “The Human Side of Enterprise”.

Theory X and Theory Y

Employer belief about Theory X Theory Y
employees

View of work Dislike and avoid it As natural as Rest or

Play

Ability to control Must be coerced, Exercise self-direction

controlled, threatened and control

Attitude Toward Avoid it. Seek Formal Accept it & Even Seek it
Responsibility Direction

Attitude Toward Security Valued Over Management is Not The

Innovation Ambition, So no Desire To only one Capable of
Do Anything New Innovation
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