CHAPTER 5:

Motivation

FUNDAMENTALS OF
MANAGEMENT (MGT162)
 o Define motivation
o Discuss Early Views of Motivation:
a) Traditional Model
b) Human Relations Model
c) Human Resources Model
i. McGregor’s Theory X and Y
LEARNING d) Need-Based Models

OBJECTIVES
i. Maslow’s Hierarchy of Needs
ii. Herzberg’s Two-Factor Model
e) Process-Based Models
i. Expectancy Model
ii. Equity Model
iii.Goal Setting
iv. Reinforcement Theory
 Motivation is a set of forces
that causes people to
behave in certain ways.
DEFINITION
It is a psychological process
that gives purpose and
direction to behavior.
EARLY VIEWS OF MOTIVATION
a) Human Resources Model - McGregor’s Theory X and Y

b) Need-Based Models - Maslow’s Hierarchy of Needs &

Herzberg’s Two-Factor Model

c) Process-Based Models
i. Expectancy Model
ii.Equity Model
iii.Goal Setting
iv.Reinforcement Theory
 EARLY VIEWS OF MOTIVATION
HUMAN RESOURCES MODEL

◦ People want to contribute to organizational effectiveness.

◦ Douglas McGregor - Theory X & Theory Y
 EARLY VIEWS OF MOTIVATION
HUMAN RESOURCES MODEL

Theory X & Y
• employees dislike work

Theory X •
•
•
avoid reponsibility
need to be directed
must be forced to work

Theory • employees want to work and can

derive great deal of satisfaction from
work.

Y • seek responsibility
• self-directed
 EARLY VIEWS OF MOTIVATION
NEED-BASED MODELS

MASLOW’S
HIERARCHY
OF NEEDS
 EARLY VIEWS OF MOTIVATION
NEED-BASED MODELS
5 levels of needs:
Physiological needs
Managers who focus on physiological needs assume that people work mainly for money and
are primarily concerned with comfort and their rate of pay.
Safety/Security needs
Managers will often emphasize rules, job security and fringe benefits.
MASLOW’S Social/Affiliation needs
HIERARCH Individuals value their work as an opportunity for finding and establishing friendly
interpersonal relationships.

Y OF NEEDS Esteem needs

Managers who focus on esteem needs try to foster employees’ pride in their work and use
public rewards and recognition for services.
Self-Actualization needs
Managers who emphasize self-actualization may involve employees in designing jobs or make
special assignments that capitalize on employees’ unique skills.
EARLY VIEWS OF MOTIVATION
NEED-BASED MODELS
HERZBERG’S
TWO-FACTOR
THEORY
◦ Motivator factors
◦ Related to job content
or what people actually
do in their work.
◦ Hygiene factors
◦ Associated with the
job context in which
the job is performed.
 EARLY VIEWS OF MOTIVATION
PROCESS-BASED MODELS

EXPECTANCY
THEORY

The expectancy model

suggests that motivation
to expend effort to do
something is determined
by three basic individual
perceptions.

EXPECTANCY INSTRUMENTALITY VALENCE

 EARLY VIEWS OF MOTIVATION
PROCESS-BASED MODELS
EQUITY THEORY

How to make comparison? Outcome :

1.Self-inside A.Under-rewarded (Inequity)
2.Self-outside B.Equity
3.Other-inside C.Over-rewarded (Inequity)
4.Other-outside
 EQUITY THEORY

Equity model focuses on an individual’s feelings about how fairly he or she is

treated in comparison with others.
People have a perception of the ratio of their inputs compared to their own
outcomes in a situation.
They also have a perception of the ratio of everyone else’s inputs to outcomes.
Then, each person compares his or her own ration to that of everyone else.
 EARLY VIEWS OF MOTIVATION
PROCESS-BASED MODELS

MAINTAINING EQUITY:
• Change inputs
• Change outcomes
• Distort comparisons
• Change the comparison
• Quit the job
 EARLY VIEWS OF MOTIVATION
PROCESS-BASED MODELS
GOAL SETTING THEORY

◦ SMART criteria
M A
S E C R
P A H E
E S I L T
C U E E I
I R V V M
F A A A E
I B B N
C L L T
E E
 EARLY VIEWS OF MOTIVATION
PROCESS-BASED MODELS

REINFORCEMENT THEORY
◦ Based on the idea that people learn to repeat behaviors that are
positively rewarded (reinforced) and avoid behaviors that are punished
(not reinforced).
◦ The application of reinforcement theory is frequently called behavior
modification because it involves changing one’s own behavior or the
behavior of someone else.
Increasing Desired Behavior
◦ Positive Reinforcement
◦ The administration of positive and rewarding consequences following a desired behavior.
◦ Negative Reinforcement
◦ Also called avoidance learning, strengthens desired behavior by allowing escape from an
undesirable consequence.

Decreasing Desired Behavior

◦ Extinction
◦ The withdrawal of the positive reward or reinforcing consequences for an undesirable behavior.
◦ Punishment
◦ The administration of negative consequences following undesirable behavior.