UGANDA MANAGEMENT INSTITUTE
SCHOOL OF MANAGEMENT SCIENCE
DEPARTMENT OF ECONOMICS & MANAGERIAL SCIENCE
MASTERS IN BUSINESS ADMINISTARTION
HUMAN RESOURCES MANAGEMENT
CENTER: GULU COHORT: SEVEN (MBA 7 GULU), SEMESTER ONE: 2023/24
INDIVIDUAL COURSE WORK ASSIGNMENT
Submitted: Elaju James Herbert Y
Student Number :2301404774
TASK:
“Motivation is a set of forces that cause people to behave in certain ways; here, the goal of
is to maximize desired behaviors and minimize undesired
behaviors.
managers
The importance of motivation
in a workplace is to increase individual performance”
Considering Two (2) Theories of Motivation propounded by some of the scholars of motivational theories
that you have just studied at UMI of your choice and with examples, discuss how management of your
organization or any organization that you know can motivate its employees.
Bob (2013) defines motivation as a set of the sum total of internal and external forces that initiate and
determine work attitude and performance form, direction, intensity, and direction. Bob further asserts that
internal forces are inherent in the person such as individual needs and motives, external forces are the
environmental forces such as organizational reward systems, the nature of the work being performed.
Alderfer (2019) noted that motivation of employees depends on the strength of their motives. Motives are
need, wants, desire, or impulses within the individual and these determine human behaviour. Therefore,
motivation is the process of arousing behaviour, sustaining behaviour progress, and channeling behaviour
into a specific curse of action. Thus, motives (needs, desire) induce employees to act. Motivation therefore
is the inner state that energies people, channels and sustains human behaviour.
According to Alderfer (2019), motivation is a complex set of internal and external factors that drive
individuals to act in particular ways. These forces can include personal desires, needs, incentives, and
external influences. Managers play a crucial role in the workplace by overseeing and leading teams of
employees. One of their primary objectives is to optimize employee performance. To achieve this goal,
managers must understand motivation and its impact on individual and collective behaviors.
Therefore, motivating requires understanding human nature and designing strategies for getting work
done. Numerous motivation theories have been advanced to help us understand why and how human
behavior is activated. These theories generally aim at analyzing the process of motivation and indicating
how to motivate people. According to (Berelson, 1964) “A motive is an inner state that energizes,
activates, or moves and directs or channels behaviour goals.” According to Hackman (2016), one of the
primary objectives of managers is to maximize desired behaviors and minimize undesired behaviors
among their employees. In other words, managers seek to encourage actions that align with organizational
objectives and discourage actions that hinder progress. It is emphasized that motivation plays a critical
role in increasing individual performance. Motivated employees are more likely to perform well in their
roles. When employees are motivated, they tend to be more engaged, productive, and committed to their
work, which can lead to improved overall performance.
Considering our organization, Hope Health Action (HHA). Hope Health Action (HHA), a Christian
NGO committed to providing health and disability care to vulnerable communities through Wheelchair
provision, Agriculture, Nutrition assistance, Orthotic and prosthetics support. two theories and these will
be Maslow’s Hierarchy of Needs and Herzberg Motivation/Hygiene Theory as described below.
Maslow's Hierarchy of Needs:
Maslow's theory suggests that individuals have a hierarchy of needs and motivation arises from fulfilling
these needs in a sequential manner. The needs are divided into five levels, from the most basic
physiological needs to the highest level of self-actualization (Maslow, 1954). Maslow starts with the idea
that people always tend to want something and what they want depends on what they already have.
Maslow proposed that there are five different levels of needs people have to seek for satisfaction of their
basic needs. (Mullins, 2007).
Physiological Needs: These are the most basic needs, such as food, water, air, and shelter. They must be
satisfied for survival, and they serve as the foundation of the pyramid. Safety Needs: After physiological
needs are met, individuals seek safety and security, including physical safety, financial stability, and
protection from harm. Belongingness and Love Needs: Once safety needs are fulfilled, people desire
social belonging and meaningful relationships with others, including friendships, family, and romantic
connections. Esteem Needs: This level encompasses the need for self-esteem and the esteem of others. It
includes self-respect, confidence, achievement, and recognition and Self-Actualization: At the top of the
hierarchy, individuals strive for self-actualization, which involves realizing one's full potential, pursuing
personal growth, creativity, and self-fulfillment (Maslow, 1954)
Maslow's theory suggests that individuals must first satisfy lower-level needs before moving up the
hierarchy to address higher-level needs. Once a need is met, it no longer serves as a motivator, and people
seek to fulfill the next higher-level need.
To motivate employees effectively, the management of Hope Health Action (HHA) has to consider the
following:
Physiological Needs. HHA should ensure that Staff basic needs are met through timely salary payments
on the 25th of every month, a safe and comfortable working environment and access to necessary
resources like, staff meals served at break and lunch hours taken during every working days Monday to
Friday, each employee is provided with a well-furnished restroom at the work place.
Safety Needs. HHA should establish clear job security by offering employment contracts and benefits like
health insurance. This will reduce anxiety and help employees feel safe in the job/workplace. Provide
CCTV cameras to monitor the security at workplace and place of residence.
Social Needs. Encourage team collaboration and provide opportunities for social interaction among
employees. Organize team-building activities, end of year retreats and events to foster a sense of
belonging.
Esteem Needs. Recognize and reward Employees' achievements. Offer promotions, pay for vacation,
bonuses or certificates to acknowledge her contributions in the organization.
Self-Actualization: Support Employees' personal and professional development by offering training and
opportunities for career growth. Allow her to take on challenging roles through delegation in managing
projects that align with her passions and skills.
Incorporating these elements from Maslow and Edwin Locke goal setting theories into the management
practices of the organization can help maximize desired behaviors and minimize undesired behaviors by
fostering a motivated and satisfied workforce. Point to note is that motivation is not one-size-fits-all, so
it's essential to understand individual needs and preferences within the organization to tailor motivational
strategies accordingly.
In summary, Employee Engagement: Both theories highlight the importance of creating an engaging and
fulfilling work environment. Managers can foster a culture that values recognition, opportunities for
growth, and a supportive atmosphere, all of which contribute to increased motivation and job satisfaction.
Performance Management: Managers can use Maslow's hierarchy to identify individual employee needs
and tailor performance management and development plans accordingly. Edwin Locke theory can guide
the design of performance appraisal systems that focus on goal setting and providing opportunities for
advancement. Training and Development: Employee training programs can be designed to align with both
theories. For instance, training can address skill development (lower-level needs) and provide
opportunities for personal growth and advancement (higher-level needs).
Herzberg's Two-Factor Theory (Motivation-Hygiene Theory)
Frederick Herzberg proposed the Two-Factor Theory, also known as the Motivation-Hygiene Theory, to
explain the factors that influence job satisfaction and dissatisfaction.
Herzberg identified two categories of factors:
Hygiene Factors (Maintenance Factors): These factors are related to the work environment and are
necessary to prevent dissatisfaction but do not necessarily lead to job satisfaction when present. They
include factors such as salary, working conditions, company policies, and job security. If these factors
are lacking or inadequate, they can cause dissatisfaction, but improving them typically doesn't lead to
increased motivation or job satisfaction.
Motivational Factors: These factors are related to the content of the work itself and can lead to job
satisfaction and motivation when present. They include factors such as achievement, recognition,
responsibility, advancement, and the work itself. Herzberg argued that addressing these factors would
lead to increased job satisfaction and intrinsic motivation.
Herzberg's theory suggests that improving hygiene factors can prevent job dissatisfaction, while
enhancing motivational factors is essential for increasing job satisfaction and motivation. He believed
that job enrichment and providing opportunities for personal growth and achievement were crucial for
Motivating employees.
Herzberg proposed that there are hygiene factors (which, when absent, can lead to dissatisfaction) and
motivators (which, when present, can lead to satisfaction and motivation).
a). Hygiene Factors: To prevent dissatisfaction, John's hygiene factors are addressed. These may include
a competitive salary, safe working conditions and a reasonable workload.
Salary: The organization should ensure all workers are compensated
working conditions,:HHA should provide safe and healthy working environment to reduce stress
company policies,HHA should develop clear policies and procedures eg HR manuals ,Safe guarding
polices
job security HHA should have contracts
Work life Balance
b). Motivators: To actively motivate John, we look at factors that contribute to job satisfaction:
Recognition: Acknowledge John's achievements through regular feedback, praise, and awards.
Responsibility: Give John autonomy and decision-making power in his role, allowing him to take
ownership of his work.
Growth Opportunities: Provide training and development programs to help John enhance his skills and
advance in his career.
Interesting Work: Assign challenging and meaningful tasks that align with John's interests and skills.
Incorporating these elements from Maslow and Herzberg's theories into the management practices of the
organization can help maximize desired behaviors and minimize undesired behaviors by fostering a
motivated and satisfied workforce. Point to note is that motivation is not one-size-fits-all, so it's essential
to understand individual needs and preferences within the organization to tailor motivational strategies
accordingly.
In summary, while Maslow's Hierarchy of Needs focuses on individual needs and their hierarchical
fulfillment, Herzberg's Two-Factor Theory emphasizes the distinction between factors that prevent
dissatisfaction and those that drive motivation and satisfaction in the workplace. Both theories have been
influential in understanding human motivation and have practical implications for management and
employee motivation strategies.
Certainly, exploring deeper into the key points and practical implications of Maslow's Hierarchy of
Needs and Herzberg's Two-Factor Theory in the context of understanding human motivation and their
application in management and employee motivation strategies:
Maslow's Hierarchy of Needs
Hierarchy of Needs: Maslow's theory provides a clear structure for understanding the different levels of
human needs, from basic physiological needs to higher-level self-actualization needs. This hierarchy
serves as a valuable framework for managers to recognize and address various aspects of employee
motivation.
Individual-Centric: Maslow's theory recognizes that individuals have unique needs and motivations.
Managers have to apply this insight by taking a personalized approach to employee motivation,
understanding that what motivates one person may not be the same for another
Sequential Fulfillment: The theory suggests that individuals need to fulfill lower-level needs before they
can effectively pursue higher-level needs. Managers can use this insight to design progressive employee
development programs and incentives that align with an employee's current level of need. Herzberg’s
Two Factor Theory was also relevant to this study. Herzberg’s Two Factor Theory suggests that intrinsic
factors (motivators) are related to job satisfaction whereas extrinsic factors (hygiene) are environmental
and associated with low satisfaction (Riley, 2005). Herzberg distinguishes between firstly ‘hygiene’
extrinsic factors such as pay and organization policy and procedures that cause dissatisfaction in the
workplace if absent or insufficient.
Secondly, ‘satisfiers’ which are intrinsic factors such as the ‘value’ of the work, achievement,
recognition, responsibility and potential for growth which positively motivate people. Herzberg's TwoFactor Theory: Hygiene vs. Motivational Factors: Herzberg's theory distinguishes between factors that
prevent dissatisfaction (hygiene factors) and those that drive satisfaction and motivation (motivational
factors). Managers can use this distinction to tackle both sides of the motivation equation.
Hygiene Factors: Managers need to ensure that basic hygiene factors are in place, such as fair
compensation, safe working conditions and clear company policies. Failure to address these factors can
lead to dissatisfaction and demotivation.
Motivational Factors: To truly motivate employees, managers should focus on providing opportunities
for achievement, recognition, responsibility and meaningful work.
By enhancing these factors, managers can foster a positive work environment and boost job satisfaction
and motivation.
Job Enrichment: Herzberg's theory emphasizes job enrichment as a way to increase motivation.
Managers can redesign job roles to include more challenging and meaningful tasks, allowing employees
to experience a sense of accomplishment and personal growth.
Employee-Centric Approach: Herzberg's theory underscores the importance of intrinsic motivation,
which comes from within the individual. Managers can apply this by encouraging employees to set their
own goals, take on more responsibilities and pursue tasks that align with their interests and strengths.
Practical Implications and Application:
Employee Engagement: Both theories highlight the importance of creating an engaging and fulfilling
work environment. Managers can foster a culture that values recognition, opportunities for growth, and a
supportive atmosphere, all of which contribute to increased motivation and job satisfaction.
Performance Management: Managers can use Maslow's hierarchy to identify individual employee needs
and tailor performance management and development plans accordingly. Herzberg's theory can guide
the design of performance appraisal systems that focus on recognizing achievements and providing
opportunities for advancement.
Training and Development: Employee training programs can be designed to align with both theories.
For instance, training can address skill development (lower-level needs) and provide opportunities for
personal growth and advancement (higher-level needs).
In summary, while Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory offer distinct
perspectives on motivation, they share the common goal of improving employee satisfaction and
productivity. Managers can apply elements from both theories to create a holistic approach to
motivation, addressing both the basic needs and the higher-level aspirations of their employees,
ultimately leading to a more engaged and motivated workforce.
In summary, motivation is a multifaceted process, and understanding and applying motivation theories
effectively can lead to improved employee satisfaction and organizational productivity. By considering
various motivational principles and understanding individual needs, organizations can create a work
environment that fosters motivation and engagement.
Motivation can be classified into various categories, such as Intention : positive and negative motivation
as well as Derivation: extrinsic and intrinsic motivation. Positive motivation involves attempting to
influence employees' Derivation behavior through recognition and appreciation of their efforts and
contributions towards achieving organizational goals. This includes taking an interest in subordinate
benefits, showing appreciation for their work, delegating authority and responsibility, and more.
Negative motivation is based on fear, often involving consequences like demotions or layoffs. While
punishment can control misbehavior and sometimes lead to improved performance, it may also result in
lower productivity and poor performance.
Extrinsic motivation arises outside the job and is typically associated with financial incentives like wages
and fringe benefits. On the other hand, intrinsic motivation occurs on the job and provides satisfaction
during the performance of work itself, such as through recognition, status, authority, and participation.
In addition to these categories, it's important to recognize that motivation is a complex and dynamic
process. Various theories, such as Vroom's Expectancy Theory, emphasize the role of choices and
outcomes in motivation. (Kroth, 1970, 206-208)suggests that motivation research has a long history of
considering employee motives and needs, emphasizing that understanding motives is crucial for predicting
and controlling behavior in organizations.
Motivation revolves around motives, which prompt people to take action and are the primary drivers of
behavior. These motives are subjective and represent the mental feelings of individuals, and they play a
significant role in determining the direction of behavior. Goals are the ends toward which motives are
directed, creating a state of disequilibrium that achieving a goal can restore. Goals provide satisfaction for
human wants and can be diverse, with different people satisfying the same need in various ways.
Employee motivation is a critical factor in achieving organizational success. To effectively motivate
employees, organizations can draw upon various motivation theories, including content and process
theories. This discussion focuses on the application of these theories in the context of Hope Health Action
(HHA), a Christian NGO committed to providing health and disability care to vulnerable communities.
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