Investigating People Lesson 9 - Motivation Theories 1 Investigating people at work - Lesson 9...

Investigating People Lesson 9 - MInvestigating People Lesson 9 - Motivation Theoriesotivation Theories

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Investigating people at Investigating people at work - Lesson 9work - Lesson 9

Motivation TheoriesMotivation Theories


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Lesson ObjectivesLesson Objectives

In this lesson we willIn this lesson we will Consider motivation other than from a Consider motivation other than from a

financial viewpointfinancial viewpoint Look at the motivation theories propounded Look at the motivation theories propounded

byby MaslowMaslow HerzbergHerzberg McGregorMcGregor


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What is Motivation?What is Motivation?

In the last lesson we looked at financial In the last lesson we looked at financial and non-financial rewards that going to and non-financial rewards that going to work provideswork provides

These are only part of the reason why These are only part of the reason why people workpeople work

They go to work, and perhaps build a They go to work, and perhaps build a career, because they want to satisfy career, because they want to satisfy

specific specific NEEDS


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What is Motivation?What is Motivation?

Motivation is the strength of commitment that Motivation is the strength of commitment that individuals have to what they are doingindividuals have to what they are doing

A number of theories have evolved to help A number of theories have evolved to help understand what motivates people in the work understand what motivates people in the work situation. We will look at 3 of these:-situation. We will look at 3 of these:- Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs Herzberg’s Theory of Motivators & DissatisfiersHerzberg’s Theory of Motivators & Dissatisfiers McGregor’s Theory X versus Theory YMcGregor’s Theory X versus Theory Y


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Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds Maslow classified human needs and then considered Maslow classified human needs and then considered

how the classes related to each otherhow the classes related to each other

Basic needs

Security needs

Group needs

Self-esteem needs

Self fulfilment

needs


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Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Basic needsBasic needs Required for survival – Required for survival –

food, shelter, clothing food, shelter, clothing e.g. receipt of minimum e.g. receipt of minimum wagewage

Security needsSecurity needs Safety, rest periods, Safety, rest periods,

sickness schemessickness schemes Group needsGroup needs

Sense of belonging – Sense of belonging – can be problem in large can be problem in large organisations – organisations – managers need to form managers need to form teams to recognise teams to recognise group needsgroup needs

Self- esteem needsSelf- esteem needs Recognition as individuals Recognition as individuals Praised for workPraised for work Efforts and rewardsEfforts and rewards

Self-fulfillmentSelf-fulfillment Full personal developmentFull personal development

Individual creativityIndividual creativity Full use of talents and abilitiesFull use of talents and abilities

MASLOW ARGUED THATMASLOW ARGUED THATWHILST LOWER LEVEL WHILST LOWER LEVEL NEEDS MUST BE MET, HIGHER NEEDS MUST BE MET, HIGHER LEVEL EQUALLY ESSENTIAL TO LEVEL EQUALLY ESSENTIAL TO REALISE FULL POTENTIAL REALISE FULL POTENTIAL AND AVOID CAREER AND AVOID CAREER FRUSTRATION FRUSTRATION


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Herzberg’sHerzberg’s Theory of Theory of Motivators and Dissatisfiers Motivators and Dissatisfiers (1)(1) Hertzberg identified 9 factors Hertzberg identified 9 factors

he called ‘dissatisfiers’ which he called ‘dissatisfiers’ which could cause absenteeism, low could cause absenteeism, low production, dislike of change production, dislike of change and other negative actions at and other negative actions at workwork


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Herzberg’s Theory of Herzberg’s Theory of Motivators and Dissatisfiers Motivators and Dissatisfiers (2)(2)

The ‘dissatisfiers were:-The ‘dissatisfiers were:- Fluctuating company policy & adminFluctuating company policy & admin Low payLow pay Poor working conditionsPoor working conditions Confrontational relationshipsConfrontational relationships Unfriendly relationshipsUnfriendly relationships Unfair managementUnfair management Unfair treatment of employeesUnfair treatment of employees Feeling inadequateFeeling inadequate No individual developmentNo individual development


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Herzberg’s Theory of Herzberg’s Theory of Motivators and Dissatisfiers Motivators and Dissatisfiers (3)(3)

The ‘satisfiers’ were:-The ‘satisfiers’ were:- Recognition of effort and Recognition of effort and

performanceperformance Job that provides enough Job that provides enough

challengeschallenges Sense of achievementSense of achievement Assumption of responsibilityAssumption of responsibility Chance of promotionChance of promotion


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McGregor’s Theory X McGregor’s Theory X versus Theory Yversus Theory Y

McGregor divided managers into 2 typesMcGregor divided managers into 2 types Theory X Theory X

Theory Y


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Theory X ManagersTheory X Managers

They take the view thatThey take the view that People don’t really like work and avoid it People don’t really like work and avoid it

if possible, so they need incentives for if possible, so they need incentives for company to achieve aimscompany to achieve aims

People need to be pushed, threatened People need to be pushed, threatened and driven to get things doneand driven to get things done

People like to be told what to do, avoid People like to be told what to do, avoid responsibility and lack ambition; they responsibility and lack ambition; they thus need to be ‘managed’thus need to be ‘managed’


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Theory Y ManagersTheory Y Managers

They on the other hand They on the other hand thinkthink Work is a natural activity Work is a natural activity

which people enjoy, so which people enjoy, so management must management must create right conditionscreate right conditions

Employees who identify Employees who identify with organisation’s will be with organisation’s will be motivated to work hardmotivated to work hard

One way to do this is One way to do this is self-fulfillment (Maslow) self-fulfillment (Maslow) – management should – management should provide ways to do thisprovide ways to do this

Given the opportunity, Given the opportunity, people learn to accept people learn to accept and seek responsibilityand seek responsibility

People will contribute to People will contribute to organisation’s objectives organisation’s objectives if they are able toif they are able to

People’s full potential is People’s full potential is rarely reached in the rarely reached in the workplace environmentworkplace environment


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ActivityActivity

Read through the detailed slides about the 3 Read through the detailed slides about the 3 motivation theoriesmotivation theories

Think about your own life experiences both at Think about your own life experiences both at school, work and other organisations, for school, work and other organisations, for example sports and other clubs you might have example sports and other clubs you might have been involved withbeen involved with

Write about instances where you felt motivated Write about instances where you felt motivated or the oppositeor the opposite


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Lesson Objectives Lesson Objectives RevisitedRevisited

In this lesson weIn this lesson we Considered motivation other than from a Considered motivation other than from a

financial viewpointfinancial viewpoint Looked at the motivation theories Looked at the motivation theories

propounded bypropounded by MaslowMaslow HerzbergHerzberg McGregorMcGregor

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