HND in Business

Management
Module: Human Resource Management Unit
21
Lesson: Motivation
Lecturer:
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Motivation Theories
Maslows
Hierarchy
of
Needs;
Herzbergs
Motivation
Hygiene theory; McGregors
Theory
X and Y; Vroom and Expectancy
theories; MacCoby, McCrae and Costa
personality dimensions

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Motivation
Motives learned influences on human
behaviour that lead us to pursue
particular goals because they are socially
valued.
Buchanan and Huczynski

Motivation is a decision making process

through which the individual chooses the
desired outcomes and sets in motion the
behaviour appropriate in acquiring them
Buchanan and Huczynski

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Motivation

Mental Process
(Intrinsic Motivation)

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Social Process
(Extrinsic Motivation)

Intrinsic
motivation

Extrinsic
motivation

is
Choose
desired Individual
influenced
by
outcomes.
others
How to achieve
Increase workers
them
commitment

The amount of
effort that needed.
Behavioral
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requirements
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Motivational Theories
Content Theories
Human being have
inborn package of
motives. They just
take action to follow
E.g. Maslows need
theory , Herzbergs
two factor theory
- WHAT MOTIVATES
PEOPLE ?
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Process Theories
Explore the
psychological
process which
outcomes become
desirable & followed
by individuals.
E.g. Expectancy
Theory
- HOW ARE
MOTIVATED PEOPLE?
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Maslows Theory in
Management
Developed
by Abraham Maslow
1954.
Every human being has 5 inborn
needs .
These needs can be arranged in a
hierarchy of relative
strength of
each .
Each level is dominant until it is
satisfied .
Then the next level of need becomes
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Maslows Theory in
Management

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Maslows Theory in
Management
At the lowest level, workers are motivated by
basic needs
Wages or salary, physical conditions

Safety or security needs

Providing insurance, retirement benefits, job
security
Safe from physical, psychological, or financial harm

Social needs
Provide a work environment in which colleagues
interact

Company lunch rooms, company retreats

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Maslows Theory in
Management
Status needs
Provide workers with signs of recognition
that are visible to others
Job titles, private offices, designated parking
spaces, awards, promotions

Self-fulfillment needs
Provide employees with opportunities to
be creative at work
Include employees in decision making
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What are the criticisms on

Needs Theory ?

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McGregors
Theory X & Theory Y
Theory X

The average employee is

lazy, dislikes work, and will
try to do as little as
possible
To
ensure
that
the
employees
work
hard,
managers should closely
supervise employees
Managers should create
strict
work
rules
and
implement a well defined
system of rewards and
punishments
to
control
employees

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Employees
are
not
Theory
inherently
lazy. Y
Given the
chance, they will do what
is
good
for
the
organization
To allow employees to
work in the organizations
interest, managers must
create a work setting that
provides opportunities for
workers
to
exercise
initiative and self direction
Managers
should
decentralize authority to
employees and make sure
that the employees have
the resources necessary to
achieve
organizational
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goals

Frederick Herzbergs
Two Factor Theory
Motivational Factors
- Need for personal growth

challenging work
recognition
responsibility
achievement
personal growth

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Hygiene factors
- Need to avoid unpleasantness

wages/salary/ pay
company policies
supervisory
practices
job security
work conditions
work relationships

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Measuring Motivation
Force Or Strength
Of Motivation To
Do The Task

Valence
( individuals
preference for
outcome )

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Expectancy
( individuals
perception of the
likelihood that doing
the task will result in
outcome)
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Expectancy Theory Equation

F= VxE
Valence : Degree of attractiveness
towards the outcome. This can be zero
, negative or positive number
Expectancy : This is a probability ,
This can be in-between 0-1.
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How This Works...

Valence

Clerk

Dislikes
responsibilities
V = 0 / Minus

Director

Great desire for

a promotion
V = 1 or above

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Expectancy
Higher
productivity
leads for a
promotion
E=1
No more
productivity
related
promotions
E=0

Force of
motivation

No motivation

No motivation

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Motivation and Performance

Rewards and Incentives;
Motivation and Managers;
Monetary and Non-Monetary
Rewards

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Why is Motivation Important?

Like leadership as opposed to management,
motivation is about getting extra levels of
commitment
and
performance
from
employees, over and above mere compliance
with rules and procedures.
It seems obviously a good thing to have
employees who enjoy their work and are
interested in it, there is no reason why the
organisation should want a satisfied workforce
unless it makes the organisation function
better.
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Rewards and Incentives

Reward is a token(monetary or
otherwise) given to an individual or team
in recognition of some contribution or
success.
Incentive is the offer or promise of a
reward for contribution or success,
designed to motivate the individual or
team to behave in such a way as to earn
it. (in other words the carrot dangled in
front of the donkey)
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Why People are Motivated?

Different individuals have different goals,
and get different things out of their
working life. There are number of reasons
why a person works or is motivated to
work well.
The human relations school regarded work
relationships as the main source of satisfaction
Job satisfaction
Participation
Pay
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Job Satisfaction
The claim is that if individuals can be
motivated, they will perform better and
more willingly, above mere compliance
with rules and procedures.
Job satisfaction is an ambiguous concept
as it is associated with motivation
It is difficult to prove that happy bees make
more honey
Job satisfaction is difficult to define as it is
different things to different people.
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Motivation Theories and

Empowerment
Job as a motivator The job itself can
be used as a motivator or it can be a
cause
of
dissatisfaction.
Many
attempts to improve the motivation
and job satisfaction of employees
have concentrated on job design.
Job design is the incorporation of the
tasks the organisation needs to be done
into a job for one person.
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Ways Of Improving Job Design

Frederick Herzberg suggest three ways of
improving job design to make jobs more
interesting to the employee
Job enrichment is planned, deliberate action to
build greater responsibility, breadth and challenge
of work into a job. This is similar to empowerment.
Job enlargement is the attempt to widen jobs by
increasing the number of operations in which a
jobholder is involved. Increases task variety and
reduce task repetition
Job rotation is the planned transfer of staff from
one job to another to increase task variety.
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Non Cash Incentives

Incentive and recognition (rewards) schemes
are increasingly focused not on cash but on
non cash rewards. Traditionally aimed at sales
people, gifts and travel incentives may be
offered to staff.
Such schemes can be effective as incentives,
team building exercises and perhaps more
fundamentally, ways of expressing recognition
of achievement without which staff may feel
isolated, undervalued or neglected.
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Pay as a Motivator
The most important functions of pay for the
organisation are attracting, keeping and
motivating staff. But does it work?
Pay has a central but ambiguous role in
motivation theory.
Pay as a means to an end
Assumption that people will adjust their
effort if offered money is the basis of
payment by results scheme, bonuses, profit
sharing and other monetary incentives.
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Pay as a Motivator..
Employees need income to live. The size
of their income to will affect their
standard of living. However people tend
not to be concerned to maximize their
earnings. They may like to earn more,
but are probably more concerned
To earn enough pay
To know that their pay is fair in comparison
with the pay of others both inside and
outside the organisation.
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Pay as a Motivator
Payment systems then have to tread
the
awkward
path
between
equity(the perceived fairness of pay
rates) and incentive (offered reward
to stimulate extra effort)

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