Lim Sei Kee @ cK
Motivation is the result of the interaction of
the individual and the situation.
Individuals differ in their basic motivational
drive.
The level of motivation varies both between
individuals and within individuals at
different times.
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The processes that account for an
individual’s intensity, direction, and
persistence of effort toward attaining a goal
– specifically, an organizational goal.
Three key elements:
◦ Intensity – how hard a person tries
◦ Direction – effort that is channeled toward, and
consistent with, organizational goals
◦ Persistence – how long a person can maintain effort
These early theories may not be valid, but they
do form the basis for contemporary theories
and are still used by practicing managers.
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Hierarchy of Needs Theory
Theory X and Theory Y
Two-Factor Theory
ERG Theory
McClelland’s Theory of Needs
Goal Setting Theory
Expectancy Theory
Maslow’s Hierarchy of Needs
o Hierarchy of Needs Theory – Abraham Maslow
•
•
•
Physiological: the need for food, sleep, water,
air, and sex [survival]
Security: the need for safety, family, stability,
and economic security [physical and emotional
safety]
Social or affiliation: the need to belong, to
interact with others, to have friends, and to love
and be loved [love and affection and a sense of
belonging]
•
•
Esteem: the need for respect and recognition
of others [respect, recognition,
and a sense of our own accomplishment
and worth]
Self-actualization: the need to realize one’s
potential, to grow, to be creative, and to
accomplish [to grow and develop and
become all that we are capable of being]
Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.
Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making decisions,
and exercise self-direction and
self-control when committed to
a goal.
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Theory X, 4 assumptions held by managers:
Employees inherently dislike work, whenever
possible, will attempt to avoid it
Since employees dislike work, they must be
coerced, controlled or threatened with
punishment to achieve goals
Employees will avoid responsibilities and seek
formal direction whenever possible
Most workers place security above all other
factors associated with work and will display little
ambition

Theory Y, 4 assumptions held by managers:
- Employees can view work as being as natural
as rest or play
- People will exercise self-direction & self
control if they are committed to the
objectives
- The average person can learn to accept, even
seek, responsibility
- The ability to make innovative decisions is
widely dispersed throughout the population
o Two-Factor Theory – Frederick Herzberg
• Motivator Factors: Pertained to the content of
the job; e.g. career advancement,
recognition, achievement, sense of
responsibility
• Hygiene Factors: Stemmed from the context
in which the job was performed, e.g. job
security, company policies, interpersonal
relations, working conditions, salary – when
these factors adequate, people will not be
dissatisfied.
Motivator Factors
(Sources of Job Satisfaction
and Motivation)
Hygiene Factors
(Sources of Job Dissatisfaction;
Neutral to Motivation)
oChallenge of the work itself
oPhysical working condition
oResponsibility
oCompany policies
oRecognition
oQuality of supervision
oAchievement
oCoworker relationships
oJob advancement and
professional growth
oSalary
oStatus
oJob security
oBenefits, including work habits
and time management
Herzberg’s Motivation-Hygiene
Theory
ERG Theory
There are three groups of core needs: existence,
relatedness, and growth.
Core Needs
Concepts:
Existence: provision of
basic material
requirements.
More than one need can
be operative at the same
time.
Relatedness: desire for
relationships.
If a higher-level need
cannot be fulfilled, the
desire to satisfy a lowerlevel need increases.
Growth: desire for
personal development.
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Three groups of core needs:
◦ Existence (Maslow: physiological and safety)
◦ Relatedness (Maslow: social and status)
◦ Growth (Maslow: esteem and self-actualization)
Removed the hierarchical assumption
◦ Can be motivated by all three at once
E
R
G
 McClelland’s
•
Theory of Needs
Need for Achievement: The drive to excel, to
achieve in relation to a set of standards, to
strive to succeed.
•
Need for Affiliation: The desire to friendly
and close interpersonal relationships.
•
Need for Power: The need to make others
behave in a way that they would not have
behaved
Acquired needs theory.
◦ Need for achievement (nAch).
 The desire to do something better or more efficiently, to
solve problems, or to master complex tasks.
◦ Need for affiliation (nAff).
 The desire to establish and maintain friendly and warm
relations with others.
◦ Need for power (nPower).
 The desire to control others, to influence their behavior,
or to be responsible for others.
Goal
•
Setting Theory
The theory that specific and difficult goals,
with feedback, lead to higher performance
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Difficult Goals:
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Focus and direct attention
Energize the person to work harder
Difficulty increases persistence
Force people to be more effective and efficient
Relationship between goals and performance depends
on:
◦ Goal commitment (the more public the better!)
◦ Task characteristics (simple, well-learned)
◦ Culture
Goal Setting Theory
Function of Goals
basis of motivation
direct behavior
For goals to be effective
– individuals must be aware of goals
– must accept the goals
Factors that influence effectiveness of goal
setting
– goals must be specific
– goals should be difficult but attainable
Guidelines for SMART Goals
Specific
Measurable
Attainable
Results oriented
Time bound
Give feedback regularly!
◦ Motivation depends on how much we want
something and on how likely we think we are
to get it
◦ Implications are that managers must
recognize that
 Employees work for a variety of reasons
 The reasons, or expected outcomes, may
change over time
 It is necessary to show employees how they can
attain the outcomes they desire
Expectancy Model of
Motivation
Effort
Effort
Perceived effort–
performance
probability
“If I work hard,
will I get the job
done?”
Performance
Reward
Perceived
performance–
reward probability
Perceived
value of reward
“What rewards
will I get when
the job is well
done?”
“What rewards
do I value?”
The Expectancy Theory of
Motivation
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Practical use of the theory by managers:
◦ Determine the primary outcome each employee wants.
◦ Decide what levels and kinds of performance are needed to
meet organizational goals.
◦ Make sure the desired levels of performance are possible.
◦ Link desired outcomes and desired performance.
◦ Analyze the situation for conflicting expectations.
◦ Make sure the rewards are large enough.
◦ Make sure the overall system is equitable for everyone.
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1. Define motivation.
2. What is Maslow’s Hierarchy of Needs?
Explain how you can use the theory to
motivate your workers.
3. Discuss two-factor theory.
4. Identify 3 activities that you really enjoy.
Next identify 3 activities that you really
dislike. Using expectancy theory model,
analyze each of your answer to assess why
some activities stimulate your effort while
others not.