NATURE, THEORIES AND

APPLICATION OF
MOTIVATION, NEEDS
AND VALUES
Catherine N. Magpantay
MOTIVATION DEFINED

Motivation can be defined as an internal
condition initiated by drives, needs, or
desires and producing a goal behavior.
According to Stephen P. Robbins
Motivation is defined as the willingness to
exert high levels of effort towards
organizational goals.

According to Fred Luthans (1986)
Motivation can be defined as a process
that starts with psychological or
psychological deficiency or need that
activates behavior or a drive that is aimed at
a goal or incentive.
Motivation is the intrinsic inducement that
propels an individual to think, feel and
performed in certain ways. It is internalized,
and the most Important, yet elusive,
determinant of work.

NATURE OF MOTIVATION
Motivation is predicated on needs and values of an
individual that direct behavior towards goal.
Motivation is difficult and sometimes impossible
to decipher and, more so, to quantify. More often
than not, it eludes material experimentation and
analysis. Hence, mans behavior can be predicted
up to certain extend.
Motivation is strongly influenced by needs and
values.
Motivation is stronger when it springs from a
persons needs which are consistent with his
values.

Why is Motivation Important?
Under optimal conditions,
effort can often be
increased and sustained
Delegation without
constant supervision is
always necessary
Employees can become
self-motivated
Motivated employees can
provide competitive
advantage by offering
suggestions & working to
satisfy customers

Bottom Line
Motivation is accomplishing things
through the efforts of others. If
you cannot do this, you will fail as a
manager.







MAJOR THEORIES OF
MOTIVATION
I. Need Approaches:
- Maslows Hierarchy of Needs
- Alderfers ERG Theory
- Herzbergs Two Factor Theory
- McClellands Learned Needs Theory
II. Cognitive Approaches:
- Expectancy Theory
- Equity Theory/ Social Comparison
- Goal Setting Theory
1.Maslows Hierarchy of Needs
Works on the assumption that the behavior
of individuals at a particular moment is
usually determined by their strongest need.
Based on hypothesis that within every
human being there exists a hierarchy of five
needs.
2. Alderfers ERG Theory
Clayton Alderfer reworked Maslow's Need Hierarchy
to align it more closely with empirical research.
Alderfer's theory is called the ERG theory -- Existence,
Relatedness, and Growth.
Existence refers to our concern with basic material
existence requirements; what Maslow called
physiological and safety needs.
Relatedness refers to the desire we have for
maintaining interpersonal relationships; similar to
Maslow's social/love need, and the external component
of his esteem need.
Growth refers to an intrinsic desire for personal
development; the intrinsic component of Maslow's
esteem need, and self-actualization
Need Growth Needs Need
Progression Regression




Relatedness Needs



Existence Needs
3. Frederick Herzberg Theory
of Human Motivation

Frederick Herzberg's theory of motivation is also
called 'Two Factor Theory', 'Dual Factor Theory'
and 'Hygiene / Maintenance Theory of
Motivation'.

Herzbergs Theory Rests on 2 Assumptions

1.) Being satisfied with ones job is equivalent
to being motivated; a satisfied worker is a
motivated worker


2.) Job satisfaction and dissatisfaction are
separate concepts with unique determinants
based on work with accountants and engineers
Herzbergs 2-Factor Theory
Determinants of Job
Dissatisfaction are
Hygiene* Factors:
Pay, fringe benefits
Working conditions
Quality of supervision
Interpersonal relations
Job Environment
Factors
* Poor hygiene can make you,
sick, but good hygiene wont
necessarily make you healthy

Determinants of Job
Satisfaction are
Motivator Factors:
Work itself,
responsibility
Advancement
Recognition
Job Content
Factors
4. Mcclelland's need theory
David McClelland built on this work in his 1961 book, "The
Achieving Society." He identified three motivators that he
believed we all have: a need for achievement, a need for
affiliation, and a need for power. People will have different
characteristics depending on their dominant motivator.
According to McClelland, these motivators are learned (which is
why this theory is sometimes called the Learned Needs Theory).
McClelland says that, regardless of our gender, culture, or age,
we all have three motivating drivers, and one of these will be our
dominant motivating driver. This dominant motivator is largely
dependent on our culture and life experiences.

These characteristics are as follows:
Dominant
Motivator
Characteristics of This Person
Achievement
Has a strong need to set and accomplish challenging goals.
Takes calculated risks to accomplish their goals.
Likes to receive regular feedback on their progress and achievements.
Often likes to work alone.
Affiliation
Wants to belong to the group.
Wants to be liked, and will often go along with whatever the rest of the
group wants to do.
Favors collaboration over competition.
Doesn't like high risk or uncertainty.
Power
Wants to control and influence others.
Likes to win arguments.
Enjoys competition and winning.
Enjoys status and recognition.

5. Vrooms Expectancy Theory
Developed by Victor Vroom.
Key expectancy theory variables:
1. Expectancy belief that working hard
will result in desired level of performance.
2. Instrumentality belief that successful
performance will be followed by rewards.
3. Valence value a person assigns to
rewards and other work related outcomes.

Elements in the expectancy
theory of motivation

- Motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another in a
multiplicative fashion: M = E x I x V
- If either E, I, or V is low, motivation will be low.
Managerial Implications of
Expectancy Theory

- To maximize expectancy, managers should:
Select workers with ability.
Train workers to use ability.
Support work efforts.
Clarify performance goals.

- To maximize instrumentality, managers should:
Clarify psychological contracts.
Communicate performance-outcome possibilities.
Identify rewards that are contingent on performance.

- To maximize valence in a positive direction, managers should:
Identify individual needs.
Adjust rewards to match individual needs.
Organizational Implications of
Expectancy Theory
Reward people for desired performance, and do not keep
pay decisions secret.
Design challenging jobs.
Tie some rewards to group accomplishments to build
teamwork and encourage cooperation.
Reward managers for creating, monitoring, and
maintaining expectancies, instrumentalities, and
outcomes that lead to high effort and goal attainment.
Monitor employee motivation through interviews or
anonymous questionnaires.
Accommodate individual differences by building
flexibility into the motivation program.
6. Equity Theory: The decision to exert
effort is a function of social comparison
Developed by J. Stacy Adams.
When people believe that they have been treated
unfairly in comparison to others, they try to eliminate
the discomfort and restore a perceived sense of equity
to the situation
Managerial implications of equity
theory
a. Underpaid people experience anger.
b. Overpaid people experience guilt.
c. Perceptions of rewards determine motivational
outcomes.
d. Negative consequences of equity comparisons should
be minimized, if not eliminated.
e. Do not underestimate the impact of pay as a source of
equity controversies in the workplace.
Gender equity.
Comparable worth
7. Goal-setting theory
- Developed by Edwin Locke.
- Properly set and well-managed task
goals can be highly motivating.
- Motivational effects of task goals:
Provide direction to people in their work.
Clarify performance expectations.
Establish a frame of reference for
feedback.
Provide a foundation for behavioral self-
management
Goal: What an individual is trying to accomplish.
Goals motivate the individual by...
Directing ones attention
Regulating ones effort
Increasing ones persistence
Encouraging the development of
goal-attainment strategies or action
plans
Summary of Motivation Theories
A. View all these approaches as a bag of tricks. Alternatives to
choose from, remembering that all are not compatible.

B. Judge whether you believe each works. Rely on the scientific
data presented, your experiences, and your common sense.

C. Evaluate your prospects for successfully implementing each
one--we all vary in our interpersonal skills and ability to render
social rewards sincerely.

D. The question is not whether each of these approaches to
motivation works, but where and when they work best.
Thank you
Be a good
motivator