LYCEUM-NORTHWESTERN UNIVERSITY

Urdaneta City Campus

INSTITUTE OF GRADUATE AND PROFESSIONAL STUDIES

MASTER IN BUSINESS ADMINISTRATION

ORGANIZATIONAL BEHAVIOR
(BA 214)

Submitted by: Eunice A. Cisnero

PROFESSOR: JOY C. GAMBOA, Ph.D.

Basics of Motivation

Many people understand the basics of motivation but one of the things that I find people

still often struggle with is the actual application of these basics to their personal and

professional lives. We are motivated in two primary directions. Towards what we do want

and away from what we do not want.

Now some people are more inclined to be motivated by what they do want and some

more likely to be driven away from what they do not want. Some get out of bed in the

morning to be successful and to earn money. Others get out of bed because they have to

or need to in order to survive. Some go to the gym because they want the perfect figure.

Others go because they do not want to be out of shape. What many people do not

understand is that neither of these are better for you. Whatever works, works. The key is

to make sure you are driven to achieve what you want in the best way possible.

Applying this is quite simple. You figure out what you want and why you want it. Then,

you imagine two scenarios. The first is the best case scenario of what will happen and

how you will feel if you achieve your goal. The second is the worst case scenario of what

will happen and how you will feel if you do not achieve your goal. When you do both of

these things, it will create a powerful sense of drive for you that will help you to keep

doing whatever actions are necessary.

The next step is to imagine yourself going through the actions that you need to discipline

yourself to do. Imagine vividly, taking all the necessary steps to achieve the goal you

have set. When you do this vividly and you plan it all out then it will help you to keep

moving forward brilliantly. You can also imagine vividly not taking any of the steps and

therefore not achieving the goal and how bad you would feel as a result.

All Needs theories focus on specific needs people want to satisfy. There are several

theories that explain motivation as a result of these needs.

The underlying concept is the belief that an unsatisfied need creates tension and a state of

disequilibrium. To restore balance, a goal is identified that will satisfy the need and a

behavior pathway to this goal is selected.

All behavior is motivated by unsatisfied needs.

People will be better motivated if their work experience satisfies their needs and wants.

Needs theories distinguish between primary needs, such as food, sleep and other

biological needs, and secondary psychological needs that are learned and vary by culture

and by individual.

If a lower need is satisfied, it no longer motivates behavior; the next higher one becomes

dominant.

The five needs exist in a hierarchy. Higher needs only become important when lower

needs are satisfied

 Higher-order needs provide greater motivation.

 Different people may have different priorities.

 The theory helps managers to identify which particular needs are relevant for
 employees and thus to determine appropriate motivators.

3 Motivational Theories:

Maslow's hierarchy of needs is a theory of psychology explaining human motivation

based on the pursuit of different levels of needs. The theory states that humans are

motivated to fulfill their needs in a hierarchical order. This order begins with the most

basic needs before moving on to more advanced needs.

Alderfer’s ERG Theory

Is based on Maslows Hierchy of needs; recategorizes Maslows categories of needs into

three simpler and broader groups:

Existence needs – need for material and energy exchange; basic physiological and safety

needs

Relatedness needs – transactions with human environment, process of sharing or

mutuality; need for interpersonal relationships and attention; is about equivalent to

Maslows social needs and part of the esteem needs

Growth needs – people make creative or productive efforts for themselves; need for

personal growth and self-development; part of Maslows esteem needs and self-fulfillment

needs. On contrast to Maslow, here more than one level of needs can be relevant at the

same time. There is no hierarchy; people may for instance work to fulfill their personal

growth needs, whereas not al relatedness needs are fulfilled.

McClelland’s needs

Based mainly on studies of managers. 3 most important needs:

achievement – need for competitive success measured against a personal standard of

excellence
affiliation – need for warm, friendly relationships with others, interpersonal relationships

power – need to control and influence others

The hierarchy of these three groups of needs may differ from individual to individual.

Hence, there are different motivators depending on a person’s high-priority needs.

Herzbergs two-factor model

There are some factors that result in satisfaction and some factors that just prevent

dissatisfaction. According to Herzberg, the opposite of Satisfaction is No Satisfaction and

the opposite of Dissatisfaction is No Dissatisfaction.

Motivators – factors that really motivate people, also called satisfiers, provide intrinsic

motivation

Examples for Motivators: recognition, growth and career development opportunities,

responsibility, autonomy, self-fulfillment

Hygiene factors – dissatisfiers; their absence would demotivate people, but their presence

not necessarily improves motivation; essentially describe the environment, little effect on

positive job attitudes

Examples for Hygiene factors: salary, work conditions, relationships with superios and

peers, company policy

The purpose of motivational theories is to predict behaviour. The theories of the

motivation helps to predict the employees' behaviour which in turn help to channelize and

direct the activities of the employees in such a way so that organizational goal can be
achieved in a more efficient manner.

Understanding Motivation In Organizational Behavior

What is it that makes a business truly successful? Surely, achieving goals and generating

impact are chief drivers. However, a productive and efficient workforce is the backbone

of success. Unless employees are happy, motivated and incentivized, businesses are

unlikely to perform well. Motivation in organizational behavior not only creates

willingness but also encourages employees to fully utilize their abilities.

In a nutshell, motivation in an organization refers to the positive state of mind that drives

you to achieve your objectives. Motivation is a huge field of study and various

psychologists have studied human behavior to propose different motivation theories in

organizational behavior. These theories provide a deeper understanding of how people

behave and how to incentivize them to do better.

Maslow’s Hierarchy Of Needs

Abraham Maslow, an American psychologist, proposed the hierarchy of needs in his

paper, A Theory of Human Motivation. Maslow postulated that people are motivated

when their needs are fulfilled. Once our base needs and desires are met, we are motivated

to do more. For example, if you are someone who values a good work-life balance and

your organization offers you a part-time opportunity, you’ll happily take the offer and

fulfill your responsibilities to the best of your abilities.

Herzberg’s Two-Factor Theory

Frederick Herzberg, an American psychologist who became an influential figure in

business management, introduced the Two-Factor Theory, also known as the Motivator-

Hygiene Theory. This theory comprises two parts—hygiene factors and motivation

factors. Hygiene factors, such as working conditions, salary and job security, ensure that

employees are satisfied. Motivation factors, such as recognition, responsibility and

opportunities for growth, ensure that people are encouraged to better their performance.

Herzberg believed that to achieve success organizations should strive to maintain a

healthy balance between the two.

McClelland’s Theory Of Needs

David Clarence McClelland, an American psychologist, proposed three motivating

drivers that influence our life experiences. The first is the need for achievement. He said

people with a high need for achievement tend to pursue objectives that hold them

accountable. They want immediate acknowledgment of their efforts. People with the need

for the second kind of motivation, the need for affiliation, are motivated by the social

relationships they build and the positive interactions they have. They thrive in social

situations and make the best of interpersonal skills. The third kind—people with a need

for power—aspire for roles that give them authority and tend to exercise their influence

on others.

There are, however, other theories of motivation in organizational behavior. You can

gauge your team’s expectations and influence their behavior by understanding what
motivates them the most.

The Role Of Motivation In Organizations

The role of a manager or a team leader isn’t easy. Not only do they shoulder the

responsibility of the entire team, but are also required to give them direction. Motivation

is the most effective way to influence job satisfaction at the workplace. Here are some

instances highlighting the importance of motivation in organizational behavior.

Increases Productivity:

The role of motivation is to understand someone’s needs and help them find the best way

to utilize their true potential; a motivated employee will be willing to put more effort into

their work.

Ensures Loyal Workforce:

Motivation ensures that employees are loyal to the organization. This, in turn, reduces

turnover rates and helps to retain the best of the workforce.

Improves Organizational Efficiency:

When people remain engaged in their professional roles and are happy about the

outcomes, they’re more likely to fulfill targets with greater enthusiasm.

Going Beyond Higher Salary

Many organizations are under the impression that a higher salary package or monetary
perks are the only way to engage employees and boost their morale. While monetary

incentives are a good motivator, they aren’t the most viable in the long-run. Here are a

few types of non-monetary incentives that can improve motivation in your team:

 Promotion Opportunities, To Assure Others That There Are Avenues For Growth And

Development In Addition To Job Satisfaction

 Job Enrichment, Where You Delegate Responsibilities To Others And Show Them

That You Trust Them To Hold The Fort

 Feedback, Where You Provide Employees With A Constructive Review Of Their

Performance And Provide Them With Opportunities To Improve Their Abilities

(E.G., Upskilling)

Conclusion

If you want to understand your team’s expectations and use the best methods to help them

stay motivated It will teach you everything about team formation and growth and what

makes a team effective. The Skill-Will Matrix will guide you in assessing people’s skills

and willingness to perform tasks. Learn the most effective ways of team management and

motivate everyone like a true leader.