NM4602

Management
Principles

Week 10 - Motivation

Boddy (2020) Chapter 15

Andy Greenhill
Brunel University London Pathway College
 Leadership Review Questions

• Is there a difference between a leader and a manager?

• What are the three categories of leadership theory?
• What are the five sources of social power?
• What are two characteristics of transformational leadership?
• What four leadership styles did House identify?

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 Motivation Learning Outcomes

By the end of this topic you will be able to:

• Define motivation
• Identify three categories of motivation theory
• Understand different approaches to motivation including
• Maslow’s Hierarchy of needs
• Herzberg’s Motivator – Hygiene theory
• Vroom’s Expectancy theory
• Hackman & Oldham’s Job characteristics model
• Reinforcement theory
• Apply motivation theory to work performance

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 Motivation

• What is motivation?

PollEverywhere Room: andyg

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Brunel University London Pathway College #DiscoverBrunel
 Motivation

Set of internal processes and external forces that direct behaviour

(Naylor, 2004)

The forces within or beyond a person that arouse and sustain their
commitment to a course of action
(Boddy, 2020)

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 Motivation

• As a manager, what could

you do to motivate a
• builder OR an accountant

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Brunel University London Pathway College #DiscoverBrunel
 Motivation Theories

Reinforcement
Content theories Process theories
theories

Needs Behaviour Rewards

Feedback

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 1) Content Theories – Satisfying needs at
work

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Maslow’s theory
of motivation

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 Hierarchy of Needs - Maslow

Self- Challenge; creativity; advancement; personal development

actualisation
needs Education; causes; hobbies; personal development

Recognition; status; job title and responsibilities

Esteem needs
Recognition among family, friends and the wider community

Acceptance by work groups, clients or wider associations

Social needs
Acceptance by family, friends and other groups

Safety - security Job security; pension; safe working conditions

needs Freedom from threat, violence and war

Physiological Pay; pleasant work environment; welfare

needs Nourishment; sex Available on the job
Available off the job

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Criticisms of Maslow’s Theory

• Individual behaviour seems to respond to several needs - not just

one
• The same need (e.g. the need to interact socially at work) may
cause quite different behaviour in different individuals
• There is a problem in deciding when a level has actually been
"satisfied"

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 Motivation

• Activity – Motivation at work

PollEverywhere Room: andyg

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Brunel University London Pathway College #DiscoverBrunel
Herzberg’s two factor theory

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Herzberg’s two factor theory
• Hygiene factors  status, job • Motivators (recognition,
security, salary, fringe benefits, responsibility) give positive
work conditions do not give satisfaction
positive satisfaction, though • Intrinsic conditions of the job
dissatisfaction results from their itself
absence • Include aspects such as
• Extrinsic to the work itself recognition & achievement
• Includes aspects such as
company policies and
supervisory practices

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Summary of Herzberg’s Motivator–Hygiene Findings

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Herzberg’s two factor theory

• Job characteristics related to what an individual does, the nature of the

work he performs, apparently have the capacity to gratify such needs as
achievement and competency
• Absence of such gratifying job characteristics does not appear to lead to
unhappiness and dissatisfaction
• Dissatisfaction results from unfavourable assessments of such job-related
factors as company policies, supervision and working conditions

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Some Criticism of Herzberg’s Theory

• Motivators can cause both satisfaction and dissatisfaction

• Intrinsic job components valued among white-collar groups
• Extrinsic job components valued among blue-collar groups

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Comparison of Maslow & Herzberg
Maslow Herzberg

Self-Actualization
Motivators
Esteem

Social
Hygiene
Safety
Factors

Physiological

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 2) Process Theories – Choices of actions
People assess the ratio of their
Equity Theory inputs to outcomes and try to reduce
(Adams 1960) inequity.

Motivation increases if both

Expectancy Theory
expectations of work outcomes and
(Vroom 1964, Lawler
rewards increase.
1973)
Job characteristics contribute to
Job characteristics
critical psychological states that in
(Hackman and
turn lead to outcomes.
Oldham, 1980)
Goal-Setting Theory Focuses on participation as the route
(Locke 1984) to achieving personal ownership of

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 Expectancy
Vroom; Lawler

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 Vroom’s Expectancy Theory

• Motivational force comes from expectation that certain behaviour

leads to certain rewards and the amount that the employee values
the reward
• Assumes
• Effort leads to performance, e.g. employee has the ability to achieve
high performance
• Expectation that reward is linked to performance
• It is apparent how much the employee values the reward

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Vroom’s Expectancy Theory

• Motivation and work-related behaviour can be predicted if we know

about workers’ strength of desire for various outcomes and the
probability of achieving them.
• Expectancy theory admits the possibility that individuals may have
different goals or needs and that individuals may perceive different
connections between actions and their achievement of goals.
• E.g. bonuses

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 Job Characteristics
Hackman and Oldham 1980
Core job Critical psychological Results
characteristics states
Skill variety
Feeling that work
Task identity
is meaningful Internal motivation
Task significance

Growth satisfaction
Feeling of
Autonomy responsibility for
Job satisfaction
outcomes
Work effectiveness
Knowledge of
Feedback from job
results

Personal mediating
factors (Knowledge
and skill; Growth
need; Context
satisfaction)

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 Reinforcement Theory/Behaviour
Modification

• Focus on the consequences of actions: by showing link between

them, aim to encourage desirable and discourage undesirable
behaviour.
• Positive reinforcement
• satisfying consequence of desired behaviour
• Punishment
• negative consequences of undesired behaviour

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 Behaviour modification

• Principles to follow:
• Reward ONLY desired actions
• Reward quickly
• Rewards encourage repetition
• Reward more effective than punishment
• Repeated reinforcement brings permanent change.

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 The Surprising truth
About What Motivates
Us
• The science of motivation (10:47)
• Consider the following questions as you
watch this video:
• Does money always positively impact
motivation?
• What type of work can be positively
impacted by money?
• As managers, what are the three things we
should focus on providing to motivate our
employees? PollEverywhere Room: andyg

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Brunel University London Pathway College #DiscoverBrunel
 The Surprising Truth About What
Motivates Us
Daniel Pink

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 Motivation Learning Outcomes - Checkpoint

Are you able to:

• Define motivation
• Identify three categories of motivation theory
• Understand different approaches to motivation including
• Maslow’s Hierarchy of needs
• Herzberg’s Motivator – Hygiene theory
• Vroom’s Expectancy theory
• Hackman & Oldham’s Job characteristics model
• Reinforcement theory

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 Seminar Preparation

• In our seminar we will be further exploring the motivation theories

presented through their application to practical issues
• Consider your responses to the earlier question about motivating
the builder/accountant
• Which of the motivation approaches we have discussed could be used to
support your suggestions?

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 Questions?

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 Review

• Close your folders and turn your notes over

• On a blank page/piece of paper, draw a mindmap from memory of
the major themes we covered today

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