THEORIS OF

MOTIVATION

THERE ARE VARIOUS THEORIES OF

MOTIVATION, BUT ONLY THE FOUR MOST
INFLUENTIAL ONES WILL BE DISCUSSED.
THEY CONSIST OF THE FOLLOWING:

1. Maslows need hierarchy theory

2. Herzbergs two-factor theory
3. Expectancy theory
4. Goal setting theory

Maslows Need Hierarchy Theory

Abraham Maslow, a psychologist, theorized that human beings have
five basic needs which are as follows: physiological, security, social,
esteem, and self-actualization. These needs are hierarchical, which
means, one need will have to be satisfied first before the other need.
Physiological Needs. Those that are concerned with
biological needs like food, drink, rest, and sex fall under the category
of physiological needs. These needs take priority over other needs.
Security Needs. After satisfying the physiological needs,
people will seek to satisfy needs. These needs include freedom from
harm coming from the elements or from other people, financial
security which may be affecter by loss of job or the breadwinner in
the family, etc.

Maslows Hierarchy of Needs

SELF-ACTUALIZATION NEEDS
Self-fulfillment
ESTEEM NEEDS
Status, respect, prestige
SOCIAL NEEDS
Friendship, belonging, love
SECURITY NEEDS
Freedom from harm, financial security
PHYSIOLOGICAL NEEDS
Food, water, sleep, sex, body elimination

 Social Needs. After satisfying his physiological and

security needs, the employee will now strive to
secure love affection, and the need to be accepted
by peers.
Esteem Needs. The fourth level is called esteem
needs and they refer to the need for a positive selfimage and self-respect and the need to be respect
by others.

 Self-Actualization Needs. The fifth and the

topmost level needs in the hierarchy are called selactualization needs and involve realizing our full
potential as human beings and becoming all that we
are able to be.
The Relevance of Maslows Theory to Engineering
Management. Even if Maslows theory has been
largely questioned, one basic premise cannot be
discarded: a fulfilled need no longer motivates an
individual. If this is the situation the subordinate is
in, the engineer manager must identify an unfulfilled
need and work out the scheme so that the

subordinate will be motivated to work in order to

satisfy the unfulfilled need.
Herzbergs Two-factor Theory
The two-factor theory is one developed by
Frederick Herzberg indicating that a satisfied
employee is motivated from within to work harder
and that a dissatisfied employee is not selfmotivated.

Herzberg identified two classes of factors associated

with employee satisfaction and dissatisfaction. In his
research, Herzberg found out that satisfied employees
mentioned the following factors (called satisfiers or
motivation factors) responsible for job satisfaction:
achievement, recognition, work itself, responsibility,
advancement, and growth. Dissatisfied employees
mentioned the following factors (called dissatisfiers or
hygiene factors) as responsible for job dissatisfaction:
company policy and administrator, supervision, relationship
with supervisor, work conditions, salary, relationship with
peers, personal life, relationship with subordinantes, status,
and security.

If Herzbergs theory will be considered by the

engineer manager in motivating employees, he must do
something to eliminate the dissatisfiers and install
satisfiers. As shown in Figure 7.3, even if the dissatisfiers
are eliminated (at point zero), the employee is still not
motivated to work hard.

Fig. 7.3 Herzbergs Two-Factor Theory

EXPECTANCY THEORY
Expectancy theory is a motivation model based on the assumption that an
individual will work depending on his perception of the probability of his
expectations to happen.
The theory poses the idea that motivation is determined by the
expectancies and valences. An
expectancy is a belief about the likelihood or probability that a particular
behavioral act (like attending training sessions) will lead to a particular
outcome (like promotion). Valence is the value an individual places on the
expected outcomes or rewards.
Expectancy Theory is based on the following as sumptions:
1. A combination of forces within the individual and in the environment
determines behavior.
2. People make decisions about their own behavior and that of organizations
3. People have different types of needs, goals and desires.
4. People make choices among alternative behaviors based on the extent to
which they think a certain behavior will lead to a desire outcome.

Fig. 7.4 An Expectancy Model

Goal Setting Theory

Goal setting theory refers to the process of improving
performance with objectives, deadlines or quality standard.
When individuals or groups are assigned specific goals, a
clear direction is provided and which later motivates them
to achieve these goals.
The goal setting model drawn by Edwin A. Locke and
his associates consists of the following components:
1. Goal content
2. Goal commitment
3. Work behavior
4. Feedback aspects

Goal Content. To be sufficient in content, goals must be

challenging, attainable, specific and measurable, time
limmited, and relevant.
When goals are challenging, higher performance may
be expected. The sales quotas imposed by companies to
individual members of their sales force indicate reliance of
these companies to the use of challenging goals.
Goals must be stated in quantitative terms whenever
possible. When exact figures to be met are set,
understanding is facilitated and workers are motivated to
perform.

There must be a time-limit set for goals to be

accomplished.
The more relevant the goals are to the companys
mission, the more support it can generate from various
levels of employment in the organization.
Goal Commitment. When individuals or groups are
committed to the goals they are suppose to achieve,
there is a chance that they will be able to achieve them.

Work Behavior. Goals influence behavior in terms of

direction, effort, persistence, and planning. When an
individual is provided with direction, performance is
facilitated. In trying to attain goals that are already
indicated, the individual is provided with a direction to
exert more effort. The identification of goals provided a
reasons for an individual to persist in his efforts until the
goal is attained.
once goals are set, the first important input to planning
is already in place.

Feedback Aspects. Feedback provide the individuals

with a way of knowing how far they gone in achieving
objectives. Feedback also facilitate the introduction of
corrective measures whenever they are found to be
necessary.