THEORIES OF

MOTIVATION

BIENNA NELL B. MASOLA

Discussant
 INTENDED LEARNING
OUTCOMES

 Understand the conceptual basis and degree of empirical support for these
work motivation theories: need hierarchy, equity, expectancy,
reinforcement, goal setting, and self-regulation.
 INTRODUCTIO
N
In all enterprises whether private or state owned, motivation
plays a key role in driving employees towards achieving their
goals, organizational goals and to a certain extent the dreams of
their nations. There are many theories of motivation, and they
mostly give a relation or influence the outcomes of employee job
satisfaction.
 THEORIES OF
MOTIVATION

A. Need Hierarchy Theory

B. Equity Theory
C. Expectancy Theory
D. Reinforcement Theory
E. Goal-setting Theory
F. Self-Regulation Theory
A. NEED HIERARCHY
THEORY
 Abraham Maslow’s motivation theory is based on the human needs. These needs are
classified into a sequential hierarchy from the lower to higher order as five need clusters
as shown in the following Figure 10.2:
1. Physiological Needs:
 These needs are of the lowest-order and most basic needs of human
beings.
 These involve satisfying fundamental biological drives, such as the need
for food, air, water, cloth, and shelter.
 Entrepreneur also being a human being has to meet his physiological
needs for survival. Hence, he / she is motivated to work in the enterprise
to have economic rewards to meet his / her basic needs.
2. Safety and Security Needs:

 The second level of need in Maslow’s hierarchy is emerged once

physiological needs are met.
 Safety needs involve the need for a secure environment, free from
threats of physical and psychological harm.
 Meeting these needs requires more money and, hence, the entrepreneur
is prompted to work more in his/ her entrepreneurial pursuit. Like
physiological needs, these become inactive once they are also satisfied.
3. Social Needs:
 Man is social animal. These needs, therefore, refer to belongingness
or affiliation.
 All individuals want to be recognized and accepted by others.
Likewise, an entrepreneur is motivated to interact with fellow
entrepreneurs, his employees, and others.
4. Esteem Needs:
 These needs refer to self-esteem and self-respect.
 These include such needs that indicate self-confidence, achievement,
competence, knowledge, and independence.
 In case of entrepreneurs, the ownership and self- control over enterprise
satisfies their esteem needs by providing them status, respect,
reputation, and independence.
5. Self-Actualization:
 The final step under the need hierarchy model is the need for self-
actualization.
 This refers to self- fulfillment. The term ‘self- actualization’ was
coined by Kurt Goldstein and means to become actualized in what one
is potentially good.
 An entrepreneur may achieve self-actualization in being a successful
entrepreneur.
B. EQUITY
THEORY
 Motivation is social in nature.
 Individualsmake comparisons between themselves and others to
determine how hard to work.
 Comparison of a ratio of their inputs and outcomes with those of
others.
 When ratio is equal, there is equity.
 When ratio is not equal, there is inequity
EQUITY THEORY (CONT’D)
EQUITY THEORY (CONT’D)
 The basis for organizational justice perceptions.
 Comparisons may vary:
• self vs. other comparisons
• internal vs. external comparisons
• comparisons with actual people vs. thoughts
EQUITY THEORY (CONT’D)
 Feelingsof inequity motivate individuals to take
action by:
• reducing inputs,
• increasing outcomes,
• distorting their perceptions,
• changing the comparison person, or
• leaving the situation
C. EXPECTANCY
THEORY
 Cognitive theory that suggests motivation is a function of
employee beliefs that:
• effort will lead to performance (expectancy)
• performance will lead to an outcome (instrumentality)
• the outcome is valued (valence)
D. REINFORCEMENT
THEORY
 Reinforcement theory of motivation was proposed by BF Skinner and his
associates. It states that individual’s behaviour is a function of its
consequences.
 It is based on “law of effect”, i.e, individual’s behaviour with positive
consequences tends to be repeated, but individual’s behaviour with
negative consequences tends not to be repeated.
The managers use the following methods for controlling
the behaviour of the employees:

1. Positive Reinforcement
 This implies giving a positive response when an individual shows positive and
required behaviour. For example - Immediately praising an employee for
coming early for job. This will increase probability of outstanding behaviour
occurring again.
2. Negative Reinforcement
 This implies rewarding an employee by removing negative / undesirable
consequences. Both positive and negative reinforcement can be used for
increasing desirable / required behaviour.

3. Punishment
  It implies removing positive consequences so as to lower the probability of
repeating undesirable behaviour in future. In other words, punishment means
applying undesirable consequence for showing undesirable behaviour. For
instance - Suspending an employee for breaking the organizational rules.
4. Extinction
  It implies absence of reinforcements. In other words, extinction implies
lowering the probability of undesired behaviour by removing reward for
that kind of behaviour. For instance - if an employee no longer receives
praise and admiration for his good work, he may feel that his behaviour is
generating no fruitful consequence. Extinction may unintentionally lower
desirable behaviour.
 E. GOAL-SETTING
THEORY
 Motivation influenced by directing efforts toward established goals
 Goals influence direction, intensity, and persistence, and influence
development of novel task strategies
 Goal content:
• learning goals
• performance goals
• Tendency to approach goals in certain ways: goal orientation
GOAL-SETTING THEORY (CONT’D)
 Goals lead to greater performance when:
• they are specific (vs. vague)
• they are difficult (vs. easy)
• they are attainable (vs. unattainable)
• individuals are committed to the goals:
• goal seen as attainable
• goal attainment is important
• self-set or participatively-set (vs. assigned)
• public (vs. private)
• tasks are simple (vs. complex)
• tasks are independent (vs. interdependent)
• feedback is provided (vs. not provided)
GOAL-SETTING THEORY (CONT’D)

 Evidence that goal setting is effective for groups and highly

generalizable

 Potential harmful effects (e.g., if goals are too difficult)

F. SELF-REGULATION
THEORIES
 Control of Oneself by Oneself.

 Self-Regulation Theory (SRT) simply outlines the process and

components of deciding what to think, feel, say, and do.
 It is particularly salient in the context of making a “good” choice.
Four components are involved:
 
1. Standards of desirable behavior
2. Motivation to meet standards
3. Monitoring of situations and thoughts that precede breaking standards
4. Willpower internal strength to control urges
 
 These four components interact to determine self-regulatory activity at any given
moment. According to SRT, behavior is determined by personal standards of good
behavior, motivation to meet those standards, the degree to which one is
consciously aware of circumstances and actions, and the extent of willpower to
resist temptations and choose the “right” path.
REFERENCES

https://researchleap.com/theories-motivation-application-organizations-risk-analysis/

https://www.yourarticlelibrary.com/entrepreneurship/motivation-entrepreneurship/maslows-need
-hierarchy-theory-of-motivation-explained-with-diagram/40686

https://www.managementstudyguide.com/reinforcement-theory-motivation.htm

https://www.iedunote.com/goal-setting-theory

https://www.iyi.org/wp-content/uploads/2020/02/Self-Regulation-Handout.pdf
THANK YOU!