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    Chapter 6

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    Yesha Sibayan

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    125 Chapter ‘These questions and many more have puzzled and intrigued ‘and managers for centuries. Often we ion and persistence of action of man is a study of motivation therefore examine the role of needs, vents, motives or desires in the determination and control of action and thoughts of an individual, When you have finished reading this chapter you will be able to explain and discuss 126 1. Nature of Motivation 2. Motivation theories of Maslow, and Mogregor 3. Worker Motivation and Performance 4. Classification of Workers ar 5. Behavioral Patterns of Wor McClelland, Herzber Introduction cts wth members of his work group When an inn! Mes, perception, cle, and person ied uals performance, efficiency and ality. To understané ant to know his motivation and percep. ae Porta reads are satisfied on the job wi tion. The ich tly determine oe iipation in the achievement of partly det zational goals beings us to a brief discussion of motivation NATURE OF MOTIVATION Motivation for a theory of fi importan wats seh 2 impos abet nan “otNalo, > Tonger appears possible to assume that executives and man- no onde simply embodiments of the motivation for profit max: ogettion and that their behavior can be explained merely in terms of this single motive. ane of “Motive.” The idea of a “motive” is so Definition versation and thinking that it might be wel ‘common in lay it may be discussed in t toa state of inner dissat terms of a goal. Goals, then, ct of behavior in a given 10 the outer directional 127 ctsaton 5 characterized both ee ion of behavior toward > elected a reference to other possible goals, Since eh ies do ot give equal emphasis to these two aspects of sel let us begin by considering the two approaches separately situation Thus, we may define m, westigators needs; Physiological needs social needs (need to belong to a tions with others), and ego or indi- I, acceptance, mastery, etc.). There which include such items as need experience, need for a sense of for security, need reaningfulness, etc “Outer Motivation”: Emphasis on the Situation. On the other end of the motivation as having its r i environment. William James has this to say tot he effect that each situation has different motives: “A man has as many selves as there are distinct groups about whose opinion he cares.” When considering the motives of businessmen, one must be aware of the influence of the business situation, At the sa dangerous generalization to assume that any two even the same or that any two individual businessmen will perceive any situation in exactly the same way or even at one businessman will perceive the same situation the same on two different occasions. The businessmen may be motivated by tiles, large office, or personal friendship as well as by his personal or family security. Role Theory in Relation to Motivation. This emphasis on the situation borders on the concept of “role theory,” which assumes that individuals take on certain motives as they assume diferent roles. A “role” is defined by Sergeant as “a pattern or 128 tionally type of social behavior which seems situal tations of tho: ind expec the individual in terms of the demants ’as the In in his group.” Role theory suggests Sah tion in the group changes, his mot i Pe ee though role theory does not appear 10 3! individual motivation in particl (Figure 7). appropriate to dividual’s Iso change, explanation rea jetting, it does SUGQeSt Ong (TIVES ment i adie ae and security 1. college degree 2 good job GOALS Figure 7. Motivation Cycle MOTIVATED BEHAVIOR SATISFACTION 1 going t9 school 2.applying for ajob In Figure 7 the diagram shows that the first motive or need ‘of man is achievement which can be satisfied ini degree so that he can experience satisfaction. ly by a college a perpetually lisfaction is temporary. N er achievement and security. The goal thet ho wa gree to reach is t0 find a welk-paying job in a good bay goes on and on as man matures and is aenccn oreienc®. {All behavior is motivated. Motives can be conse ying for a j0b, seeking prom jous awareness of one’s real oye feels a rather unreasonable ie joyee; the unconscious dislike is actual better person, his wont to broader for another female because the latter is ooking or more inteligent than the formen MOTIVATION THEORIES Behavioral scientists have developed several theories of mo- svation which have contributed io a more specific understanding of human relations and performance in the work situation, The chapter will identify and compare the major motivation theories jt wil aso attempt to interpret and ilusrate the theenies The most significant and commonly applied theories in the world of works are: Abraham Masiow's Hierarchy of Needs, Frederick Hezbera’s Motivation Hygiene Theory, David McClelland's Achievement Motivation and McGregor's Theory xX and Theory Y. Other theories which try to explain the reasons behind man’s action are: Sigmund Freud's Psychoanalytic Theory, Joseph Luft and Harry Ingham’s Johari Window, Ernest Hilgard post fundamental classification categorizes motives into the following. (a) survival or physiological needs, (b) social needs, and (c) ego integrative motives, Maslow's Hierarchy of Needs Maslow's Theory has as its central feature the concept of human needs as being generally ordered in terms of their relative potency as human motivators. Some modifications of Maslow’s original categories have been made by McGregor (Tiffin et al 130 1965). These modifications will be incorporated of the theory According to Maslow, human needs sos arena ina bierarch Trigure 8). The lower level needs inchde yo tie ee ee the higher level needs are the physiological and security needs: ization. le the basic needs for food, ture, and sex. Security needs certainty of assurance in the discussion the social, esteem and sel-actual The physiological needs in water, oxygen, moderate tempera feflect the desire of the worker for sae vy eabity in ile and work. Employees satisiy thelr Secaty reds oY refit programs, insurance, hospitalization. ‘s pointed out by McGregor (Tifin et al, 1965), security needs serve as out Oy sim such circumstances as arbitrary management ac a unpredictable management policies. The need to love tons 2rtived by friends, and camaraderie with coworkers is a arial need, Man tries to satsly this through marnage, Parte, se oups and cbs. At the fourth level are the ego and cree armeeds ~ the needs for self esteem and the esteem or sect of others, The workers may satisfy this need through ‘ecPtation and expertise gained through knowledge and accom plishments. Sel zation or self-fulfllment is the highest level of needs. need to realize one’s highest potential. In ‘some women, motherhood is considered the highest of doing her Guties, or to an ambitious employee, to be the president of his company is his highest potential Figure 8. Hierarchy of Needs The lower level need: needs (phy be salistied before the next level OF higher level can 2, The higher the need, the less imper imperative vival; 3" sraiieation the ease its forthe need to dane 3, Maslow sai oo self-actualization is satistied (Graham, 1982), Even ia person each etson reaches sel or to do better. 'ongly motivated to do more 4, Higher needs require nomic, education, 1 will pethaps need to pursue an MBA or Ph.D. to get he aspired pr aspired promo- tion. ‘man’s behavior to be motivated always one need which rep- ive force for that behavior (Point “) In Figure 9, point “A”, the social , : need or desire i the arenes motte force of man in hs Behar of going fo ‘ feat His less compelling motives are physiol unger drive) and security (assurance of bei food in a feast which he seldom enjoys) mee Figure 9. Sequential Development of Needs Herzberg’s Hygiene-Motivation Theory two categories of needs that ind performance: hygiene needs Mh and motivation needs (associated weeds are also called job context factors, extrin: (or maintenance factors by other researcher are: company supenisors (ineffective, deleterious or unfair), work conditions, salary, interpersonal job stafus and security. to Herzberg, the ultimate objective of worker tan fort and performance (the NN oF express dis- What is needed to produce superior effort and performance is to primarily prevent dissatisfaction through the hygiene needs and then work at the satisfaction of motivation needs. Hersbera's findings show that the xk tend to be related to a higher Beem and s Jom on et Sesatisfaction relate to social needs Ger self hand the sources of 'g, below) xy ACUAATON este Figure 10. Maslow’s pre-potency thesis is almost perfectly matched by Herzberg's sequential thesis, where maintainers equal lower level Reeds. These must be satisfied before higher effectively utilized, Salary seems to hold a mid-range iti Maslow and Host Z2°8® Postion for both Motivation needs are also kn }OWN as content factors, intrin- These needs are directly Examples of these are: the th, recognition, advancement, 134 Table 1. Hygiene-Motivation Be Naa Motivation Needs en nt ib itself ‘company policy jet administration and supervision per growth = ee tic responsibility job status and security Dissatisfaction in work McClelland Achievement Motivation For a number of years, McClelland and others have been studying the achievement motives capacity wih regard 'o ene ie Grd the development of this achievement motive pot Jow’s self-actualzation. McClelland hich is similar to Mas ee that most people can be divided into two broad psycho. reaeet groups, People inthe smaller of the two groups are ch lenged by opportunity and are wil achieve Sonething. People in the other groups are not s0 highl lenged because they have less nAch, One way that McClelland measures nArch is by asking his subjects to write a pre story about a set of relatively ambiguous pictures. This proj techniques forces the subjects to reveal or protect themselves in writing, Thus, in examining the subject stories, the researches Score them on the basis of the revealed desire to be successful in competitive situation. McClelland believes that the amount of nAch that a person exhibits is a function of a number of different causes. For ex: ample it is possible that people with high nAch are expected to ‘meet high standard for performance and independence and as for children their mothers were especially important in judging their accomplishments favorably or unfavorably. Managers indi 1 that each nAch is higher in 135 ier lower or Higherlevelexecuneg Se UNE than in McClelland and his associates cach cn be taht adits ang chine: some extent they have been developing techniques to d business leaders tila Proarams have form goal levlop nAch. Such 1, to teach participants but planned and realistic year period th methods for F setting higher goals for themselves fcr » oon 2, to provide the partici higher but planned a for a two-year period 'pants with methods for sett ed realistic goals for tren 3, to provide the participant inoulelge abou themes and ena enti een improving performance sion or making more font ee 4. to establish a group es esprit de interaction and the sharing of such caren eee success and failure, hopes and fears Most of the researches on achi es ran, te mat tihen he ot she has an opportunity to perform moderatel se ee fm an cron plum meaty depends on an important skill and feedback, in given reward performance. The evidence also suggests that those who have high Ach tend to find shuations in whi the hance to achieve and to enjoy the of pportunity for st performance. Those who are high inthis csimenet carted fend to approve and persist in achievement related activities pethaps because they tend to see success and ty related to ther oun efrs and thereby experience fer internal rewards and punishment than thi gon n those without 136 McGreger's Theory X and Theory Y management behavior has A in Theory X and Theory in the world of work as he rkers and the way in which ‘An approach to the study of been expounded by Dougl Y. His views have become inf points out the divergent images they can be managed According to — job without a dictating a McGregor are: the Theory X according £0 People aren sie work and, when posse, wi Je will not work at all at ther peor leader. The assumplon of 2, Thay have litle ambition Trey ted 0 shun repens _ ind prefer to be direct y 2 mi 3. Mr Shecessary to use coercion, control, and threats or punishment. (McGregor: 1960) Je activating their workers be. tions about human behavior, managers have troubh eer inese etneous assump resents a dynamic view to Theory X, Theory Y present : of man. He ‘as having growth and development capacities, ‘Management must decide how to tap such potentials present in their employees so that workers may attain their upper level need. Theory Y assumptions of McGregor are: 1. Work is a natural phenomenon and if the conditions, are favorable,, people will not only accept responsibil ity, they will seek i 2, People are committed to organizational objectives, they ‘ill exercise self direction and self-control. ' 3. Commitment is a function of the rewards associated intellectual potentialities of the average human being are only partly utilized. (McGregor 1960) 137 "rect? The answer will ” than not there wal sina a ination of the two ‘The Motivational Model (y 3s that @ person's motvat Vroom, 1973). This ‘ON at a particular time all the outcome (peat &y the strength of a lead to the outcome t particular outcome. The pe and it is defined as the stones rossi is called “ex- tena of beef that particu the strength of drive toward iship is expressed in the folk ‘Outcome. Motivation is action. The motivational lowing formula, & Valence x Expectancy = Motivation "The surnmation of valence times expectancy equals mothation. Diagram: Valence + High Productivity = Low Productivity Moti Perceived probability Expectancy + Promotion ~ Promotion ation ~ desire for promotion f-. ion Works hard to atan high productivity Goal Attainment Promoted Satisfaction Figure 11. Vroom's Motivation Model 138 This model further shows that motivation leads to a particu lar action. Ideally this action leads to goal attainment and even tually to satisfaction of the individual we accept this model, then it follows that in order to ’ person to work we can do only two things: ~ Fitst, we can increase the positive value of the outcomes through such means as better communication about the outcome’s values and actually increasing them. Second, we may increase his expect. ancy that the work will really lead him to the desired outcome. ‘The valence-expectancy model by Vroom should be recognized a very broad treatment of the whole motivation Process does pot directly deal with details and complexities of the individual's personality. Individual-Organization Exchanges suggested that powe Peter Blau's examination of social life suagest : ‘and exchange are important considerations in understanding human behavior, Amitai Etsioni developed three categories of ‘exchange relationships people have with organizatio ted, calculated and alienated involvements. He characterized com. intensity. Committed relationship with a r may characterize a per Calculated involvement and Blau’s ideas about power in social ‘exchange are the best frameworks for understanding a person's relationship with a work organization. Calculated involvements are based on the notion of social exchange in which each party in the relationship demands certain, things of the other and contributes accordingly to the exchange. Busi and commercial deals are some examples of calculated relationships. Each party to the exchange demands upon the other. These demands express the expectations that each party has of the 's group, and alienated involvements tionship with a prison system. ‘The demands from both parties imply contributions from ke the exchange, Empl. ech to 12 ge. Employees are able rga- Siational demands through a range of contributio Thee tay include skills, abilities knowledge, professional contacts, hord work ‘and efforts and natural talents and creativity. On the other hard. Thus, one of the concerns that individuals and org alike have is whether the relationship or exchange is equitable WORKER MOTIVATION AND PERFORMANCES In business organizations, the relation between motivation and worker performance in an issue that needs to be addressed by the manager. Studies of worker problem in worker motivat their assigned job but with for the company. The wi is the development of ‘making sacrifices towards an entity. that has greater consequence in the individual worker than his own job as his personal welfare. Inspired by Maslow’s hierarchy of needs, researches evolved a classification of workers’ motives that serves as framework for managers. (Huczynski and Bachanan 1989) 140 CLASSIFICATION OF WORKERS MOTIVES First Order or Primary Needs Ai £ Physiological needs (need to stay alive and be ali) roderate temperature, oxygen, etc.) Occupational needs - the need to have in the work situation the necessary illumination; ven liness, safety and health Occupational needs refer mainly to the physical conditions in the work environment that affect performance The six major conditions mentioned above have been found to have some effects on performance. a, » Illumination. It is said that the quality of wo as the nature of bulb, daylight surface through the use of indirect lighting. Ventilation. This is measured by temperature and humidity. In tropical countries like the Philippines, tem- perature and humidity have an effect on the worker's physical condition and concentration. The quality and o quantity of performan conditions, adequate ai on me system or correct ‘eure ofan airconditioning windows. it passages such as Cleanliness, Safety and te seni cre or rag im concern of through regular chee of te esate et protective masks are used from che proof clothing head gear and other dev for the kind of work that law of th for the protection of danger or threat to th work situation. ices needed the employee does re sup- country contains provisions workers against any form of ir lives and health within the exposure to prolonged per can lead to hearing damage (i.e. con- stant roaring of heavy truck motors; power movers}; (4) the threshold for insanity is 120 decibels. One decibel is the sma between sound detectable by the human ear, with a light whisper measuring ten (10) decibels, 142 i ibels Table 2. Sounds and Equivalent Decil ——_——___ Decibels Sounds SE Whispering 2 Moderate Conversation Light auto traffic from 100 feet 50 Heaw truck traffic from 90 feet 90 95 Power mover 115 Siren 120 Pneumatic drill Commercial jet take off from 200 feet 120 180 Rocket launch ee f music is that ic, One of the beneficial needs of ree gradu the strain of factory noise. A pleasin melody with reguar rhythm has been found to reduce monotony and improve produciaty in repetive types of work, sed in industry to help reduce oa figs irae ‘ticieney, decrease accidents, and Eye strain can be caused @) blue are restful line-of-vision colors. i

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