Motivation Concepts

Source: Dentonist.org; quia.com

Common Motivation
Theories
Maslow’s Theory

Maslow’s theory maintains that a person does

not feel a higher need until the needs of the
current level have been satisfied. Maslow's
basic needs are as follows:
 Basic Human Needs
• Food
• Air
• Water
• Clothing
*If these needs
aren’t met, they
will control your
behavior.

Physiological Needs
 Safety and Security
 Protection
 Stability
 Pain Avoidance
 Routine/Order
.*These needs
consist of staying
Safety Needs away from harm,
secure
employment, and
health.
 Love and Belonging
 Affection
 Acceptance
 Inclusion
*You need to find
Social Needs people that accept
you for who you are
so that you
can identify with
someone.
Social Needs
• The desire to belong
• We want to be needed
• We want to be accepted
• We need to feel loved by others
 Esteem
 Self-Respect
 Self-Esteem
Esteem Needs  Respected by
Others
*When we have
mastered this level,
we don’t have to
impress others.
We are comfortable
with ourselves.
Esteem Needs
• Two types
• Competency
• Attention and recognition
• Admiration has to do with the need for power
• Self-Concept comes into play
• How I see myself + how I think other see me
  Achieve full potential
 Fulfillment
Self-Actualization
 They live simple,
ordered lives.
 They have
characteristics of
goodness,
truthfulness, and
beauty.
 They are independent
and resist conforming
to culture.
 Very few people reach
this stage.
Summary Self-Actualization

Esteem

Belonging

Safety

Physiological
Concept
• You have to meet your needs at each level before you can progress to
higher levels.
• Once your lower level needs are met, you are no longer motivated by
them.
 Theory X – Sigmund Freud
• Assumes that people:
• Are lazy
• Hate work and avoid it
• Have no ambition or initiative
• Avoid responsibility
• Only want security
• Muse be rewarded, coerced,
intimidated, and punished
 Theory X – Sigmund Freud
• Assumes that managers must:
• Give rewards or punishments to
get others to work
• Constantly police their staff
because they do not trust them
to work on their own
• Intimidate others with authority
 Theory X – Sigmund Freud
• The work climate is:
• Frustrating to both workers and managers
• Oppressive and harsh
• Divisive (managers vs. employees)
• Not productive
• Not a creative
• Not personally fulfilling to employees
Theory Y – Douglas McGregor
• Assumes that people:
• Want to learn
• View work as natural as play
• Develop self-discipline
• Want personal growth and
development
• Want freedom to do
challenging work
• Rise-up and lead amongst
themselves
 Theory Y – Douglas McGregor
• Assumes that managers must:
• Fit the human wish for self-
development into the organizations
need for maximum productive
efficiency.
• Allow employee imagination to
drive productivity
• Carefully select employees to form
a like minded group
• Share the power with employees
 Theory Y – Douglas McGregor
• The work climate is:
• Positive in nature
• One that supports innovation and
new ideas that meet the company
goals
• Cooperative and group oriented
• productive
• creative
• Personally fulfilling to employees
• Shared leadership
Theory Z – Abraham Maslow
• Assumes that people:
• All people are inherently good (at least at birth – it can be
lost)
• People need meaning and significance in their work
• Man’s behavior is dominated by constant unsatisfied needs
• Man’s highest needs are self-actualization – focusing on
problems external to themselves.
Maslow’s Hierarchy of Needs
 Theory Z – Abraham Maslow
• Assumes that managers must:
• Provide for basic needs – proper monetary compensation and
benefits to take care of the physiological and safety needs

• Create a team/group atmosphere where everyone feels accepted

and welcomed at their place of work

• Recognize high performing employees and include them in decision

making on large company goals and projects

• Provide opportunities for creativity, innovation, and problem-

solving for employees.
 Theory Z – Abraham Maslow
• The work climate is:
• Harmonious and supportive
• Workers give effort and thought into
their jobs
• Participative
• Group or “team” oriented
• Inclusive in decision-making
• Provides choice to workers to meet
their personal growth needs.
• Focus on the customer or community –
bigger than themselves
 Two Factor Theory – Herzberg
The Factors
• Hygiene Factors • Motivation Factors
(needed to ensure that an employee (needed to motivate an employee to
does not become dissatisfied) higher performance – intrinsic or
• Working Conditions internal motivation)
• Quality of Supervision • Achievement
• Salary • Recognition for achievement
• Status • Responsibility for Task
• Safety • Interesting Job
• Company • Advancement to higher level
• tasks
Job
• • Growth
Company policies and
administration
• Interpersonal relations
Two Factor Theory - Herzberg
Low Motivation High Motivation
Employees have few Ideal situation where
complaints but are not employees are highly
High motivated. Job is motivation and have few
Hygiene perceived as a paycheck complaints

The worst situation. Employees are motivated

Employees are not by have a lot of
Low motivated and have lots complaints. A situation
Hygiene of complaints where the job is exciting
and challenging, but
salaries and work
conditions are not OK
Key for Two Factor Theory Managers
• Job enlargement – adding to assignments or giving
more responsibility.
• Job rotation – move employees to different areas of
the company so employees are cross-trained.
• Job enrichment – provide professional learning
opportunities for employee growth and development