Motivational Theory
 Describe Maslow’s theory & other theories related to
management.
 How these theories applicable in managing
people/nurses.
Why you choose such theory in management
Reflect your experience in ward
Maslow’s theory
 Maslow (1970) believed that people are motivated to
satisfy certain needs, ranging from basic survival to
complex psychological needs, and that people seek a
higher need only when the lower needs have been
predominantly met.
Maslow's Hierarchy of Needs Chart
 Skinner: skinner’s (1953) research on operant
condition and behavior modification demonstrates
that people can be conditioned to behave in a certain
way based on a consistent reward or punishment
system.
 Herzberg (1977): Herzberg maintained that
motivators, or job satisfiers are present in the work
itself and encourage people to want to work a d to do
that work well. Hygiene or maintenance factors keep
that worker from being dissatisfied or demotivated but
do not act as true motivator.
Herzberg’s motivators and Hygiene Factors
Motivators
Hygiene Factors
Achievement
Salary
Recognition
Supervision
Work
Job security
Responsibility
Positive working condition
Advancement
Personal life
Possibility for growth
Interpersonal relationships
Company policy
status
 Vroom (1964): Vroom’s expectancy model says that
people’s expectations about their environment or a
certain event will influence their behavior.
 McClelland (1971): McClelland’s studies state that all
people are motivated by three basic needs:
achievement, affiliation, and power.
 Gellerman (1968): Gellerman states that most
managers in organizations over manage, making the
responsibilities too narrow and failing to give
employees any decision – making power to stretch
them often enough.
 McGregor(1960): it shows the importance of a
manager;s assumptions about workers on the intrinsic
motivation of the worker. These assumption; Theory
X and Theory Y.
McGregor’s Theory X and Theory Y
Theory X Employees
Theory Y Employees
Avoid work if possible
Like and enjoy work
Dislike work
Are self –directed
Must be directed
Seek responsibility
Have little ambition
Are imaginative and creative
Avoid responsibility
Have underutilized intellectual
capacity
Need threats to be motivated
Need only general supervision
Need close supervision
Are encouraged to participate in
problem solving
Are motivated by rewards and
punishment
Alderfer’s ERG Theory
Clayton Alderfer's ERG (Existence, Relatedness,
Growth) theory, collapses Maslow's five levels of
needs into three categories. Existence needs,
Relatedness need and Growth needs.
Why you choose such theory in
management?
 Because motivation influences productivity, manager
need to understand and motivate employee.
Motivation is driving force within individuals, thus the
manager (motivator) should influence factors that
motivate employees to gain higher levels of
productivity.
 Motivation theories are important to managers in
attempting to be effective leaders.
 Maslow’s hierarchy of Needs identifies five levels of
needs.
 Level one consist of physiological needs which are
the most basic human needs. They included food
water and comfort. This helps to satisfy the
employees physiological need by a pay check.
 Level two is safety need which are the desire for
security and stability, to feel safe from harm. Helps to
satisfy employees need by benefits.
 Level three – social needs, desires for affiliation . they
include friendship and belonging. The manager can
help fulfil social needs by showing direct care and
concern for the employees
 Level four - esteem needs, desires for self-respect and
respect or recognition from others. Helps to satisfy
employees' esteem needs by matching the skills and
abilities of the employee to the job. Manager can help
fulfill esteem needs by showing workers that their
work is appreciated.
 Level five - self-actualization needs, desires for self-
fulfillment and the realization of the individual's full
potential. Manager can help fulfil self-actualization
needs by assigning tasks that challenge employees'
minds while drawing on their aptitude and training.
REFLECTION