Motivation

Motivation as the process account for an individual’s intensity,

direction and persistence of effort toward attaining a goal.
 Early theories of
Motivation
 Hierarchy of Needs Theory

The best known theory of motivation Abraham

Maslow’s hierarchy of needs. Maslow
hypothesized within every human being, there
exists a hierarchy of five needs.
 Self actualization: Drive to become what we are
capable of becoming includes growth, achieving our
potential and self fulfillment.
 Esteem: Internal factor such as self-respect,
autonomy and achievement and external factors such
as status, recognition and attention.
 Belonging/Society: Affection, belongingness,
acceptance and friendship.
 Safety: Security and protection from physical and
emotional harm.
 Physiological: Includes hunger, thirsty, shelter and
other bodily needs.
 Two Factor Theory
A theory that relates intrinsic factors to job satisfaction
and associates extrinsic factors with dissatisfaction. Also
called motivation-hygiene theory.
 Theory X and Theory Y
Douglas McGregor proposed two distinct views of human
being: one basically negative, labeled Theory X and the
other basically positive, labeled Theory Y.

 Theory X The assumption that employees are lazy,

dislike work, dislike responsibility and must be coerced
to perform.
 Theory Y The assumption that employees are
creative, like work, seek responsibility and can exercise
self-direction.
 McClelland Theory of
Need’s
It was developed by Devid McClelland and his associates.
It looks at 3 needs;

i. Need for Achievement (nAch) is the drive to excel,

to achieve in relationship to a set of standards.
ii. Need for Power (nPow) is the need to make others
behave in a way they wouldn’t have otherwise.
iii. Need for Affiliation (nAff) is the desire for friendly
and close interpersonal relationships.
 Self Determination
Theory

A theory of motivation that is concerned with the

beneficial effects of intrinsic motivation and the harmful
effects of extrinsic motivation.
 Cognitive Evaluation
Theory
A version of self-determination theory which holds that
allocating extrinsic rewards for behavior that had been
previously intrinsically rewarding tends to decrees the
overall level of motivation if the rewards are seen as
controlling.
 Self Concordance

The degree to which people’s reasons for perusing goals

are consistent with their interest and core values.
 Job Engagement
The investment of an employees physical, cognitive and
emotion energies into job performance.
 Goal Setting Theory

A theory that says that specific and difficult goals, with

feedback, lead to higher performance.
 Self Efficacy
Self efficacy is known as a social cognitive theory or social
learning theory. It refers to an individuals beliefs that
he/she is capable of performing a task. The higher your
self efficacy the more confidence you have in your ability
to succeed.
The researcher who developed efficacy theory, Albard
Bandura, proposes 4 ways self-efficacy can be increased.

1. Enactive mastery
2. Vicarious modeling
3. Verbal persuasion
4. Arousal
 Equity Theory
A theory that says that individuals compare their job
inputs and outcomes with those of others and then
respond to eliminate any inequalities.
 Organization Justice
An overall perception of what is fair in the work place,
composed of distributive, procedural and interactional
justice.
 Model of
Organizational Justice
Distributive Procedural Interactional
Justice Justice Justice
Perceived fairness of Perceived fairness of Perceived degree to
outcome. process used to which one is treated
determine outcome. with dignity and
Example: I got the respect.
pay raise I deserve. Example: I had
input into the process Example: When
used to give raises telling me about my
and was given a good raise, my supervisor
explanation of why I was very nice and
received the raise I complimentary.
did.
Job Design: The way the elements in a job are
organized.
Job Characteristics Model: A model that proposes that
any job can be described in terms of five core job
dimensions:

1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
Skill variety: The degree to which a job requires a
variety of different activities.
Task identity: The degree to which a job requires
completion of a whole and identifiable piece of work.
Task significance: The degree to which a job has a
substantial impact on the lives or work of other people.
Autonomy: The degree to which a job provides
substantial freedom and discretion to the individual in
scheduling the work and in determining the procedure to
be used in carrying it out.
Feedback: The degree to which carrying out the work
activities required by a job results in the individuals
obtaining direct and clear information about the
effectiveness of his or her performance.