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THEORIES AND
PRINCIPLES OF HUMANMOTIVATION
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Derived from Latin word, movere,
meaningto move
is an inner drive that directs a persons
behavior toward goals.
Explains why people behave the way
they do in organizations.
MOTIVATION
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1.Primary motivations
are automatic, built-in processes
(e.g., food and water)
2. Secondary motivations
develop as a result of specific learning
experiences. You learn to perform these
behaviors because they bring you closer tosatisfying primary motivations.
TYPES OF MOTIVATION
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1. Content Theories
Focus on individual needs physiological or psychological
deficiencies that individuals feels a compulsion to reduce or eliminate.
a.
MASLOWs Hierarchy of Needs
b . ALDERFERs ERG Theory
c HERZBERGs Motivator Hygiene Theory
d McClellands
Learned Needs Theory
2. Process Theories
Focus on how cognitive processes as thoughts and decisions with in
the minds of people influence by their behavior
a. EXPECTANCY Theory
b. EQUITY Theory
c. GOAL SETTING Theory
d. REINFORCEMENT Theory
TYPES OF MOTIVATION THEORIES
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CONTENT THEORIES
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People have needs.
A need is a lack of
something-
something we want.
This produces the
drive and desirewhich motivates us
to satisfy that need.
1. MASLOWS HIERARCHY OF NEEDS
Self-
Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
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Maslows theory assumes that a person
attempts to satisfy the more basic needs
before directing behavior toward satisfying
upper-level needs.
Lower-order needs must be satisfied before
a higher-order need begins to control a
persons behavior.A satisfied need ceases to motivate.
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Existence needs.
Include all material and physiological desires (e .g., food, water, air,
clothing, safety, physical love and affection).
Relatedness needs.
Encompass social and external esteem; relationships with
significant others like family, friends, co -workers and employers .
This also means to be recognized and feel secure as par t of a
group or family.
Growth needs.
Internal esteem and self actualization; these impel a person to
make creative or productive effects on himself and the
environment (e.g., to progress toward one's ideal self). Maslow's
fourth and fifth levels. This includes desires to be creative andproductive, and to complete meaningful tasks.
2. ALDERFERS ERG THEORY
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Alberger's ERG theory prioritises in terms of
the categories' concreteness. Existence
needsare the most concrete, and easiest to
verify. Relatedness needsare less concretethan existence needs, which depend on a
relationship between two or more people.
Finally, growth needsare the least concrete in
that their specific objectives depend on the
uniqueness of each person.
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a Hygiene factors focus on the work setting not the
content of the work wages, working conditions,
company policies, job security.
b Motivational factors focus on content of the work
itself achievement, recognition, involvement,
responsibility, advancement
3 HERZBERGS
MOTIVATOR HYGIENE
THEORY
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Extrinsic factors Intrinsic factors
Factors within the job
context:
Factors within the job
content:
Pay
Status
Working conditions
Achievement
Increased responsibility
Recognition
Dissatisfiers
Hygiene factorsSatisfiers
Motivators
HERZBERGS TWO-FACTOR
THEORY
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McClellandsstheory elaborates on Maslows
Hierarchy of needs. Both theories are very
similar in explaining human motivation.
According to McClelland, individuals possess
three needs:
4. MCCLELLANDS LEARNED NEEDS
THEORY
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a. The Needs for Achievement
- drive to excel, to achieve in relation to a set ofstandards
b. The Needs for Affiliation
- the desire for friendly and close interpersonalrelationships
c. The Needs for Power
- need to make others behave in a way in whichthey would not have behaved otherwise (to havepower over them)
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PROCESS THEORIES
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The expectancy theory of Victor Vroom helps
explain the choosing process among
individuals in terms of the value of the reward
and the expectancy of receiving the reward .
What determines the willingness of an
individual to work hard at tasks important tothe organization?
1. EXPECTANCY THEORY
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Motivation to work depends on the relationship among 3
expectancy factors
1. Expectancy : A persons belief that working hard will result in
a desired level of task performance being achieved (effort =performance)
2. Instrumentality: A persons belief that successful
performance will be followed by rewards and other potential
outcomes
3. Valence: The value a person ass igns to the possible rewards
and other work-related outcomes
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Equity theory is not a new one but focuses on
how individuals perceive their reward or pay
compared to what others are receiving.
Inequity = When people believe they have been
unfairly treated in comparison to others
2. EQUITY THEORY
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Employees compare their efforts and rewards withthose of others in similar work situations.
Individuals, who work in exchange for rewards from
the organization, are motivated by a desire to beequitably treated at work.
Equity exists when employees perceive that the
ratios of their inputs (efforts) to their outcomes(rewards) are equivalent to the ratios of othersimilar employees.
Inequity exists when these ratios are not
equivalent.
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Task goals can be highly motivating if they are
properly set and if they are well managed. - Edwin
Locke
Goals:
-give direction to people
-clarify performance expectations
-establish a frame of reference for feedback
3. GOAL SETTING THEORY
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Brings management & subordinates together
in joint decision making process of goal
setting
Locke believes goal setting can enhance
individual work performance and job
satisfaction