INTRODUCTION Unit 6:Workplace

TO INDIVIDUAL Motivation

DIFFERENCES
LEARNING OUTCOME Assessment Criteria
1. Discuss motivation in detail. 1.1. Define motivation.

1.2. Discuss the nature of motivation specifically in the organisational context.

2. Define and explain the different 2.1. Classify correctly between intrinsic and extrinsic motivation.
types of motivation.
3.1. List the various approaches to motivation and give examples under each
approach.
3. Understand the different theories
of motivation. 3.1.1. Explain the Homeostatic drive theory.

3.1.2. Review Herzberg’s two-factor theory.

3.1.3. Explain Maslow’s hierarchy of needs.

3.1.4. Tabulate the differences between Alderfer’s ERG theory and

Mcclelland’s needs theory.

3.1.5. Briefly outline the Goal-setting theory.

3.1.6. Discuss Skinner’s behaviour modification theory.

3.1.7. Sketch the Expectancy theory.

3.1.8. Tabulate McGregor’s theories X and Y.

 WHAT IS MOTIVATION?

• Motivation comes from the Latin root word: movere, which

means “to move”
INTRODUCTION

The study of motivation

attempts to explain why
humans behave the way they
do

Motivation = goal-directed
behaviour

Emotions have an impact

on motivation in that they
drive behaviours.
 THE NATURE OF MOTIVATION

Motivation can be defined as ‘… a condition, usually

an internal one, that initiates, activates, or
maintains an organism’s goal-directed behaviour’

Motivation is:
An internal condition which cannot be observed
directly.

Inferred to be the link between external behaviour

and this internal drive

Initiates, activates or maintains behaviour

Leads to goal-directed behaviour

THE NATURE OF MOTIVATION

• In organisational context,
– Motivation refers to level of work performance in groups and
organisation as whole.

– Management aims to motivate competent individuals to join

the organisation and once employed, stay with the
organisation, come to work regularly, perform at or above
expected levels and show good corporate citizenship (doing
something more than just following the rules, but embracing
the culture and values of the organization).

– Employees motivation is affected by his or her individual

personality, attitudes, and beliefs…..
REFLECTION

• What motivates you?

– Money?
– Status?
Internal or external motivation
– Your parents?
– Friends?
– Yourself?
– A new car?
 THE NATURE OF MOTIVATION CONT.

Extrinsic motivation - rewards or benefits

Intrinsic motivation - behaviours that are a reward in themselves, as

they result in feeling of satisfaction, achievement and accomplishment
THE NATURE OF MOTIVATION CONT.

• Flow:
– Persons optimal experiences or sheer enjoyment of and absorption
in work and the processes involved in executing activities in order
to complete tasks and achieve certain objectives.

• Engagement
– Is more than just involvement, and refers to employees who feel a
passionate involvement with their work and workplaces or with
work towards achieving goals
THEORIES OF MOTIVATION

1. MOTIVATORS BROUGHT INTO THE ORG BY THE EMPLOYEE

Each employee is unique and bring a number of attributes and experiences to the
workplace-which may also influence employee motivation (i.e. physiological &
psychological make-up, individual differences, talents & abilities).

1.1 PHYSIOLOGICAL NEEDS – HOMEOSTATIC DRIVE THEORY

(HULL/SPENCE)

The human body aims to maintain a balanced state (or homeostasis)

through brain functions, etc
There is a corrective
Each homeostatic mechanism contained in
mechanism has a set the brain that makes
point that identifies the alterations when it detects
ideal range for itself, e.g. a significant deviation e.g.
human body temperature = employees may drink
37° something when they are
thirsty
There is also a
prospective element that
helps people predict future
changes that may occur.
E.g. employees who sit
near an air-conditioning
vent may bring a jersey to
work in, as they are aware
that they will feel cold
during the day
 MOTIVATION THEORIES FOCUSING ON
ORGANISATIONAL FACTORS
Focus on work context and how work can be structured to increase
employee motivation.

• Herzberg’s two-factor theory

– Distinguish between motivational and hygiene factors
 HERZBERG’S TWO-FACTOR THEORY

• Motivational Factors • Hygiene factors

– Relate to unique human – Stem from person’s animal

characteristic, ability to nature.
achieve – Build-in drive to avoid pain
from the environment, and all

experience psychological learnt drives which became

growth conditioned to the basic

biological needs.

– Results in increased – Relate to job-satisfaction if

performance when available. they are present

HERZBERG’S TWO-FACTOR THEORY
 MOTIVATION THEORIES FOCUSING ON
EMPLOYEE FACTORS
• Focus on personality attributes (i.e. needs)

• Needs that employees have and must be satisfied to achieve optimum

work motivation.

• A need is an internal physical or psychological drive which creates a

state of tension and motivates and directs behaviour to ease the
tension.
 MASLOW’S HIERARCHY OF NEEDS

• People are motivated by needs that are in hierarchical in nature

• Needs at the bottom of the hierarchy must be satisfied before the those
higher up can be fulfilled.

• Focus was on the factors beyond the most basic survival needs that
drive human behavior.
 MASLOW’S HIERARCHY OF NEEDS

• Lower-order: • Higher order: Unique to humans.

– Physiological needs: related to – Ego: relate to people’s desire to

staying alive and procreating. achievements (praise, recognition

• Experienced through physical & actions that enhance social

drive. status).

– Safety/Security: relate to – Self-actualization: individual’s

physical safety and psychological desire to achieve one’s full

security. potential.

– Social: relate to interaction and

being with others.
 MASLOW’S HIERARCHY OF NEEDS

Four assumptions:

1. The needs at the lower in the hierarchy need to be fulfilled before

those higher up.

2. Although these needs are present in humans at all times, they are
also linked to development.

3. The needs lower in hierarchy are predominately based on physiology,

those higher up are related to life experience.

4. Personality differences also help explain why people are capable of

achieving more than others.
Criticism:
Too simple, and lower order needs do not always need to be satisfied
before higher order needs can be fulfilled.
 ALDERFER’S ERG THEORY

existence and growth needs

3 levels: Modern adults are

Existence: includes all material and physical desires which

motivated to satisfy both

are required to survive

simultaneously

Relatedness: need for relationships in which feelings and

thoughts are shared

Growth: need to be productive and change oneself and the

environment.
 MCCLELLAND’S NEEDS THEORY
throughout people’s lives from those who
3 levels: motivational needs are learnt

Need for affiliation (NAff) - People clearly like interacting with other
people, and some like it more than others’
are influential.

Need for achievement (NAch) - characterised by the desire to achieve

goals as effectively as possible

Need for power (NPow) - the desire to control and influence others
Personalized power (destructive)
Socialized power (constructive)
 MOTIVATING PEOPLE BY FACILITATING CHANGE
IN BEHAVIOR.
Focus on enhancing performance in relation to specific behaviours.

GOAL-SETTING THEORY
• Employees are motivated by conscious goals that direct and energise
them

2. Depending on the level

1. Specific goals lead to
of commitment, the
higher levels of
higher the goal, the higher
performance
the level of performance

3. Issues such as monetary

incentives, participative decision
making, feedback and knowledge
of results affect performance only
when employees are committed to
goals
GOAL SETTING THEORY CONT.

• Goals should be mutually acceptable-manager & employee

• Goals should be set through consultation- ego investment (our goals vs
management goals).

S • Specific

M • Measurable

A • Achievable

R • Realistic

T • Time frame
 BEHAVIOUR MODIFICATION (SKINNER)

• Based on law of effect.

• Behaviour followed by positive outcome will be repeated & those
followed by negative outcome will not be repeated.
• The emphasis is on environmental factors (not goals) that will reinforce,
influence, control & change behaviour.
• Requirement: employees must value the reward & experience
punishment as negative.
• Extrinsic & intrinsic rewards. https://youtu.be/Mt4N9GSBoMI
 THEORIES FOCUSING ON PEOPLE’S BELIEFS
Beliefs: means that employees are rational/thinking beings and can make
decisions on how much work to do to achieve desired results.
Expectancy theory (Victor Vroom)
• People are rational being who analyse the costs & benefits of possible
behaviours.
• Employees are motivated by the expected results of their actions.
3 Elements:
1. Valence: degree of satisfaction that an employee anticipates he will
receive from a particular outcome.
2. Instrumentality: belief of an employee that his actions will lead to the
desired outcome.
3. Expectancy: probability that the outcome will be achieved.
 MANAGEMENT-CENTRED THEORIES

• Focus on the approach followed by managers and how this influence

employees’ motivational levels.
McGregor’s Theories X & Y and Self-fulfilling prophecy

• The assumption that managers have about their employees often

become self-fulfilling prophecy (predictions that directly or indirectly
cause them to become true).