What Is Motivation?

Direction

Intensity

Persistence

2007 Prentice Hall Inc. All rights reserved.

Motivation

Is the result of an interaction between the person and a situation; it is not a personal trait.
Is the process by which a persons efforts are energized, directed, and sustained towards attaining a goal.
Energy: a measure of intensity or drive. Direction: toward organizational goals Persistence: exerting effort to achieve goals.

Motivation works best when individual needs are compatible with organizational goals.
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Getting results through people Getting the best out of people Peters&Waterman: Managements principal job is to get the herd heading roughly west.

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A great man is one who can make a small man feel great, and perform great.
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People work to satisfy their needs. People work to satisfy their needs. They work at their best when they are achieving the greatest satisfaction from their work. The motivational theorists focus on
examining human needs considering how the needs are met and can be better met in work

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telling role: the subordinates selling role: equals and superiors

There is nothing I cannot achieve provided that my boss gets the credit for it.

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Maslows Hierarchy of Needs

MacGregors Theories X and Y

Herzbergs Two-Factor Theory

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Maslows Hierarchy of Needs Theory

Needs were categorized as five levels of lower- to higher-order needs.

Individuals must satisfy lower-order needs before they

can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that person is on the hierarchy.

Hierarchy of needs
Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-

actualization

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Maslows Hierarchy of Needs

MOST NEEDS HAVE TO DO WITH SURVIVAL PHYSICALLY AND PSYCHOLOGICALLY

PHYSIOLOGICAL OR SURVIVAL NEEDS Food, drink, shelter, sex, warmth, physical comfort

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Maslows Hierarchy of Needs

ON THE WHOLE AN INDIVIDUAL CANNOT SATISFY ANY LEVEL UNLESS NEEDS BELOW ARE SATISFIED

Robinson Crusoes first thoughts were to find water, food and shelter. His second was to build a stockade and to get in reserves of food and water.

SAFETY NEEDS Freedom from danger and want

PHYSIOLOGICAL OR SURVIVAL NEEDS

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Maslows Hierarchy of Needs

SOCIAL NEEDS Friendship, love, affection, belongingness

SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS

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Maslows Hierarchy of Needs

ESTEEM NEEDS Ego, status, respect, prestige, promotion, influence, power, recognition,et.

LOVE, AFFECTION, AND BELONGINGNESS NEEDS

SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS

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Maslows Hierarchy of Needs

NEED FOR SELFACTUALIZATION

MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS A HEALTHY INDIVIDUALS PRIME MOTIVATION

It explains why people write poetry, plays, book and music, play music, act in films, take up hobbies, climb mountains, take part in charity activies, etc.
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Maslows Hierarchy of Needs

NEED FOR SELFACTUALIZATION

MASLOW EMPHASIZES NEED FOR SELF ACTUALIZATION IS A HEALTHY INDIVIDUALS PRIME MOTIVATION

SELF-ACTUALIZATION MEANS ACTUALIZING ONES POTENTIAL BECOMING ALL ONE IS CAPABLE OF BECOMING
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Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs.

Self Esteem

Needs that are satisfied internally; social, esteem, and self-actualization needs.

Higher-Order Needs

Social
Safety Physiological
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EXHIBIT 61

Movement up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Individuals therefore must move up the hierarchy in order Maslow Application: A homeless person will not be motivated to meditate!

2007 Prentice Hall Inc. All rights reserved.

Has no mental illness Satisfied in basic needs Fully exploited talents Motivated by values

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Superior perception of reality Increased acceptance of self, of others, and of nature Increased spontaneity Increased detachment and desire for privacy Greater freshness of appreciation and richness of emotional reaction

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Increased autonomy and resistance to conformity Higher frequency of peak experiences Increased identification with the human species Improved interpersonal experiences More democratic character structure High levels of creativity

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Deprivation at a lower level, causes loss of interest in higher level needs. A satisfying job at the higher levels will raise the level of tolerance or deprivation at the lower levels. When a need at a given level is satisfied, the law of diminishing returns set in. Oversatisfying of a need may produce a sense of guilt and/or deliberate self-deprivation. Different people will feel needs with different levels of intensity.
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Having Little Ambition

Managers See Workers As

Theory X

Disliking Work Avoiding Responsibility Self-Directed

Theory Y
Managers See Workers As

Enjoying Work Accepting Responsibility

2007 Prentice Hall Inc. All rights reserved.

McGregors Theory X and Theory Y

Theory X
Assumes that workers have little ambition, dislike

work, avoid responsibility, and require close supervision.

Theory Y
Assumes that workers can exercise self-direction, desire

responsibility, and like to work.

Assumption:
Motivation is maximized by participative decision

making, interesting jobs, and good group relations.

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The expenditure of physical and mental effort in work is as natural as play or rest. People can exercise self-direction and selfcontrol in the service of objectives to which they are committed.

The average human being learns, under proper conditions, not only to accept but to seek responsibility. The capacity for creativity in solving problems is widely distributed among population. Motivation occurs at the social, ego, and selfrealization levels as well as at the first two levels.
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People inherently dislike work and will avoid it if they can. People must be coerced, controlled, directed, and threatened in order to make them work.

The average human being prefers to be directed, wishes to avoid responsibility, and has relatively little ambition.
Most people have little capacity for creativity for solving problems. Motivation occurs only at the first two levels.
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Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing!
Hygiene Factors: Salary Work Conditions Company Policies

Separate constructs Hygiene Factors--Extrinsic & Related to Dissatisfaction

Motivators: Achievement Responsibility

Motivation Factors--Intrinsic and Related to Satisfaction

Growth

2007 Prentice Hall Inc. All rights reserved.

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Herzbergs Motivation-Hygiene Theory

Job satisfaction and job dissatisfaction are created by different factors.

Hygiene factors: extrinsic ( job environment) factors

that create job dissatisfaction.

Motivators: intrinsic (psychological factors/job

content) factors that create job satisfaction.

Attempted to explain why job satisfaction does not result in increased performance.
The opposite of satisfaction is not dissatisfaction, but

rather no satisfaction.

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