MOTIVATION IN

ORGANIZATIONS
Group 3
 MOTIVATION
• The desire and willingness to do something.
• Motivation in an organization; Motivation is a significant factor that urges people to give their best execution
and help in arriving at big business objectives.

Why is Motivation in an organization important?

• Improves performance level
• Help change negative or indifferent attitudes of employees
• Help in self development of an individual

How do you motivate in an organization?

• Make an organization a pleasant place to be
• Offer employee rewards
• Being a respectable, honest and supportive manager
 TYPES OF MOTIVATION IN AN
ORGANIZATION
• INTRINSIC MOTIVATION: Intrinsic motivation is a type of motivation in which an individual is being
motivated by internal desires.
• EXTRENSIC MOTIVATION: Extrinsic motivation, on the other hand, is a type of motivation in which an
individual is being motivated by external desires.
• POSITIVE MOTIVATION: In real sense, motivation means positive motivation. Positive motivation initiates
individuals to do work in the most ideal way and to improve their presentation
• ACHIEVEMENT-BASED MOTIVATION: Titles, positions, and roles throughout jobs and other areas of our
lives are very important to us. Those who are constantly driven to acquire these positions and earn titles for
themselves are typically dealing with achievement-based motivation.
 TYPES OF MOTIVATION IN AN
ORGANIZATION
• NAGATIVE MOTIVATION: Negative motivation aims at controlling the negative endeavours of
the work and tries to make a feeling of dread for the labourer, which he needs to languish over
absence of good execution.
• REWARD-BASED MOTIVATION: Incentive motivation or reward-based motivation is a type of
motivation that is utilized when you or others know that they will be a reward once a certain goal is
achieved.
• FEAR-BASED MOTIVATION: The word “fear” carries a heavy negative meaning but when it
comes to motivation, this is not necessarily the case. Anyone who is big on goal-setting and
achievement knows that accountability plays a huge role in following through on goals.
HERZBERG’S TWO-FACTOR THEORY
 TWO- FACTOR THEORY
DEFINITION
• The two-factor theory (also known as the Herzberg’s motivation-hygiene theory and dual
factor theory) states that there are certain factors in the workplace that cause job satisfaction
while a separate set of factors cause dissatisfaction, all of which act independently of each
other.
 THE TWO TYPES OF
FACTORS( TWO FACTORY THEORY)
• The two factors are:
Motivating factors
 The presence of motivating factors causes
employee’s to work harder and they are found
within the job itself.

Hygiene factors
 The absence of hygiene factors would cause
employee’s to work less harder than they usually
would. Hygiene factors aren’t present in the actual
job itself, but they surround the job.
 EXAMPLES OF FACTORS
Good motivating factors increase job satisfaction
Motivators
1. Achievement: A job must give an employee a sense of achievement that gives the employee
a proud feeling as they would have completed something difficult.
2. Recognition: A job must provide an employee with some form of praise and recognition of
their success and the recognition should come from their superiors and even their peers.
3. The work itself: The job must be interesting and intriguing, in a sense that it should provide
enough of a challenge to keep employees motivated.
4. Responsibility: Employees should own their work and they should be able to hold
themselves accountable or responsible for its completion and they shouldn’t feel as though
they are being micro-managed (excessive supervision to employees).
5. Advancement: Promotion opportunities should exist for employees.
6. Growth: The job must give the employees the opportunity be learn new skills (Through on
the job training or formed training).
 CONT.…
Poor hygiene factors increase job dissatisfaction.
Hygiene
1. Company polices: They should be fair and clear to every employee and they should also
be equivalent to those of competitors.
2. Supervision: Must be fair and appropriate. Employees must be given as much autonomy
as possible.
3. Relationships: No tolerance for bullying or cliques. A healthy relationship should exist
at all levels between peers, superiors and subordinates.
4. Work conditions: Equipment and general working environment must be safe and
hygienic.
5. Remuneration/salary: The pay structure should be fair and responsible but it should also
be competitive amongst other competitors in the same industry.
6. Status: The organisation should maintain the status of all employees within the
organisation and providing meaningful work can provide a sense of status to the
employee.
7. Security: It’s important that employees feel that their job is secure and that they are not
under the constant threat of being laid off.
 THE FOUR STATES
Given that there are 2 factors it means there are 4 possible states:
1. High hygiene and high motivation: This is the most ideal situation that every manager should
be striving for. In this situation, all employees are motivated and a very few grievances.
2. High hygiene and low motivation: Employees have few grievances but at the same time they
aren’t highly motivated, for example; where pay and working conditions are competitive but
maybe the work isn’t very interesting, so employees are only working to collect their salary.
3. Low hygiene and high motivation: Employees are highly motivated but have a lot of
grievances and complaints, for example; exciting work but the pay and conditions are behind
other competitors.
4. Low hygiene and low motivation: This is the worst situation for any organisation, in this
situation employees aren’t motivated, and the hygiene factors are poor as well.
 HOW TO USE THE MODEL
The two step process:
Eliminating the job hygiene stressors
• By rectifying petty company policies.
• Ensuring that each team member feels supported without feeling micro-managed.
• Ensuring there is no bullying in the organisation.
• Ensuring salaries are competitive with competitors.

Boost job satisfaction

• Job enrichment: Improving the quality of an employee’s job by giving them more exciting or challenging tasks to
perform and this makes the job more interesting.
• Job enlargement: Giving an employee a greater variety of tasks to perform and that would make the job more
exciting.
• Employee empowerment: Delegating and increasing responsibility of each employee and that can be done slowly
over time increasing the amount of responsibility an employee has.
MASLOW’S MOTIVATION THEORY
 WHO IS MASLOW?
• Born April 1st 1908, Dr Abraham Maslow was an American psychologist well known for
creating Maslow’s Hierarchy of Needs
• He was a psychology professor at Brandeis university, Brooklyn College, New School for
Social Research and Colombia University
 MASLOW’S HIERARCHY OF NEEDS
• Proposed by Dr Abraham Maslow in his 1953 paper “A theory of human motivation in the
Psychological Review.
• It is used to study how humans intrinsically partake in behavioural motivation
• The terms physiological, safety, belonging and love, social needs or esteem needs and self
actualization describe the pattern through which human motivations generally move.
 MASLOW’S HIERARCHY OF NEEDS
• In order for motivation to rise at the next stage, each
stage must be satisfied within the individual
themselves.
• Each of these individual levels contains a certain
amount of internal sensation that must be met in order
for an individual to complete their hierarchy.
• The goal in Maslow’s hierarchy is to achieve the fifth
and last stage: Self-actualization
 PHYSIOLOGICAL NEEDS
• At the bottom of the hierarchy which is the first step, we have physiological needs.
• These needs must be met first in order to advance to the higher levels of the hierarchy.
• The needs in this stage are biological components for human survival.
• If a person is struggling to meet physiological needs, they are unwilling to seek safety,
belonging, esteem and self-actualization on their own.
• Physiological needs include: Air, water, food, shelter, sleep, clothes etc.
 SAFETY NEEDS
• Once a person meets physiological needs, safety needs take precedence and dominates their
behaviour.
• In the absence of physical safety such as wars, natural disasters, violence etc., and/or
economic instability, safety needs manifest themselves in ways such as a preference for job
security, insurance policies, safe environments, savings accounts etc.
• Children tend to have a greater need for safety so they tend to predominate in this level.
• Safety needs include: health, emotional security, financial security etc.
 LOVE AND BELONGING NEEDS

• The third level of needs is interpersonal and involves feelings of belonging

• According to Maslow, humans possess a need for a sense of belonging and acceptance
among social groups, big or small.
• Large social groups include: clubs professional organizations, religious groups, sports teams,
online communities, gangs etc.
 LOVE AND BELONGING NEEDS
• Small social groups include: family, mentors, partners, colleagues, confidants etc.
• Humans need love and to be loved by others. Many people become susceptible to
loneliness, social anxiety and clinical depression in the absence of love and belongingness.
• This need is especially strong in children and it can override the need for safety as witnessed
in children who cling to abusive parents.
• Deficiencies such as hospitalism neglect, shunning etc., can adversely affect an individual’s
ability to form and maintain meaningful relationships in general
 ESTEEM NEEDS
• Maslow noted two version of esteem needs:
• The “lower” version of esteem needs is the need for respect from others and may include a
need for fame, status, attention, prestige etc.,
• The higher version of esteem is the need for self-respect and may include the need for
competence, mastery, self-confidence, freedom etc.,
 SELF-ACTUALIZATION
• This level of need refers to the realization of one’s full potential. Maslow describes it as the
desire to accomplish everything that one can, to become the most that one can be.
• People may have a strong desire to succeed as athletes, to become ideal parents, to have
invented something etc.
• To reach and understand this level of need, one must have accomplished the previous four,
and have mastered them.
 SELF-ACTUALIZATION
• Self-actualization is understood as a goal or explicit move and the previous stages in
Maslow’s hierarchy fall in line to become the step-by-step process to achieving self-
actualization.
• An explicit move is an objective of a reward based system that is used to intrinsically drive
completion of certain values or goals.
•  Individuals who are motivated to pursue this goal seek and understand how their needs,
relationships, and sense of self are expressed through their behaviour.
 HOW MASLOW AND HERTZBERG’S THEORIES
CAN IMPROVE EMPLOYEE’S COMMUNICATION

-Helps employees to manage emotions and express themselves assertively and appropriately to avoid conflicts.
Hertzberg’s theory does not tolerate bullying in an organisation therefore employees would ensure that they
communicate well with each other without triggering their emotions in a negative way. According to Maslow’s
theory, to meet the safety need, there must be minimised negative threatening in an organisation (Vertino, 2014).
-Improved openness and honest dialogues. Maslow’s theory under psychological need suggest that employees
must be given a very comfortable environment for expression of views. According to (Chilver, 2016) Hertzberg’s
theory also encourages that employees must feel safe and that they must not be constantly reminded that they will
be fired.
 HOW MASLOW AND HERTZBERG’S THEORIES
CAN IMPROVE EMPLOYEE’S
COMMUNICATION
-Contribute feedback because their opinions and recommendations are heard. Hertzberg theory
encourages that all employees must be listened to without feeling micromanaged (Kreitner, 2011).
-Participation in communication. Maslow’s theory under psychological need encourages that a
furnished and pleasant environment must be provided for employees. In meeting the need of self-
actualization, Maslow suggests that there must be a provision for participation in goal setting and
decision-making process (Vertino, 2014)
END OF PRESENTATION