2. Learning Objectives:
At the end of the session, you should
be able to:
1. Explain the basics of motivation
2. Appreciate different motivation
theories
3. Appreciate the need to motivate
employees
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4. Motivation
Motivation is concerned with the factors
that influence people to behave in certain
ways
It is the drive that propels an individual
towards a desired goal and elicits, controls
and sustains goal directed behavior
It is a driving force towards a goal
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5. MOTIVATION
Michael Armstrong suggests that:
Individuals can be motivated through
incentives, rewards, leadership and also the
work they do and the organizational context
within which they carry out the work
The aim is to develop motivational
processes and a work environment that
enable employees deliver results
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6. Motivation
Motivation must come from within each person
No leader can be the single source of motivation
The leader’s role in motivating is to recognize
people for who they are and help them find their
own way to making the best use of their strengths
and abilities
Achievement, development and recognition will
naturally fuel personal motivation
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7. TYPES OF MOTIVATION
Zig Ziglar in his book ‘Top Performance’
identifies three types of motivation:-
Fear motivation- when there is threat to loss
of jobs many workers will put greater effort
to secure their jobs
Incentive motivation- the carrot
Change of growth motivation- work with
employees and help them get the things
they want inspiring them to do a better job
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8. TYPES OF MOTIVATION
Herzberg et al(1957) identified:-
Intrinsic motivation- self-generated factors
that influence people including
responsibility, autonomy (freedom to act)
scope to use and develop skills and abilities,
interesting and challenging work and
opportunities for advancement
Extrinsic motivation- what is done for
people to motivate them –rewards,
promotions, praise, punishments, criticism
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9. MOTIVATORS
Motivators are the things that induce individuals to
perform
Motivators are the identified rewards or incentives that
sharpen the drive to satisfy wants
Achievement, recognition, the work itself,
responsibility or advancement
An organization with a reputation for excellence and
high quality will be motivated to uphold the
reputation
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10. HUMAN NEEDS & MOTIVATION
To be able to motivate people, it is vital to have a basic
understanding of their needs
As explained by Abraham Maslow, as the basic needs
are satisfied other higher needs emerge which become
motivators
It is important to know what the people need to be
happy, successful or just to survive
Appreciate that different rewards will work differently
to motivate employees depending on where they are
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11. CARROT AND STICK
Refers to the use of rewards and sanctions to induce
desired behavior
The carrot is usually in form of money – pay and
bonuses or 13th salary
The challenge is that all the employees get the carrot
regardless of the performance eg annual increments
and promotions based on seniority
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12. CARROT AND STICK
The stick is the fear factor – fear of loss of job,
demotion, being sidelined in promotions and training
opportunities, transfers or any other penalty
Fredrick Herzberg a motivation guru came up with the
idea of “push”and “pull’’strategies to motivate- keep
people moving either with a kick from behind(threats,
fear, tough targets, complicated systems to check
people) or by offering carrots(bonuses, conferences,
training, initiatives etc)
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13. QUOTES
"We cannot solve our problems with the
same level of thinking that created
them." (Albert Einstein)
"It is amazing what you can accomplish
if you do not care who gets the credit."
(President Harry S Truman)
"I praise loudly. I blame softly."
(Catherine the Great, 1729-1796.)
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14. AVOID …
'Mushroom Management' - The practice of
keeping people in the dark, and every now and
then dumping a load of dirt on them.
'Wheelbarrow Management' or 'Wheelbarrow
Culture' – taking a view that people only work
when pushed, and are easily upset as described by
certain managers, who probably have only
themselves to blame for the negative response
from their team
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15. CASE: You are the Human Resources
Manager of a large organization.
Feedback suggests many of the workers
are unhappy and are looking for new
jobs. Recent figures show productivity
has fallen. You know that salaries
cannot be increased this year due to the
economic situation. What improvements
could you suggest at the next
management meeting which would
improve motivation and productivity?
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16. A good answer will suggest introducing some of
the following things:
-Providing a pleasant room for staff to use
during breaks.
-Providing subsidized meals or improving the
existing canteen.
-Giving permanent contracts of employment
-An occupational pension scheme
-Introducing team working and giving teams
more say in how things are done
-Advertising job opportunities internally
-Introducing a newsletter or regular briefing for
all staff
-Allowing staff to give suggestions in meetings
-Rewarding staff with perks like company cars,
insurance schemes or discounted goods
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17. Keeping staff motivated is good for
business.
-Motivated workers are more
productive and higher
productivity usually means higher
profits.
-In a service industry, workers who
are well motivated will provide a better
level of customer service, keeping the
customers happy.
- employees are the building blocks of an
organization. The success of the
organization depends on the collective
efforts of employees
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18. Staff who are well motivated are more
likely to stay with the organization. They
grow in experience and become even more
valuable to their employer.
If a business successfully keeps the staff it
has, the cost of recruiting and training new
staff is reduced.
Social and psychological interactions in the
workplace have an impact on workers’
performance
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19. HAPPY EMPLOYEES
The Daily Nation, Tuesday 14th May, 2013 reported that
cow mattresses improve milk production-
“The new breed of farmers know too well that cows, like
human beings reciprocate if treated well”
The farmers have invested in cow mattresses which have
led to the increase of milk production by up to four(4)
litres a day
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20. Discussion
Think of your career:-
How well is it going – do you have a clear direction in
which you are going? How motivated are you to get
there? What skills and knowledge do you have to reach
your target? Do you need to acquire these and are you
receiving the necessary assistance from your
supervisor and your employer?
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21. MOTIVATION AT WORK
Can take place in two ways:-
People can motivate themselves by seeking
finding and carrying out work(or being
given work) that satisfies their needs
People can be motivated by management
through such methods as pay, promotion,
praise, etc
Michael Armstrong
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22. Need Satisfaction
Needs
physical or psychological requirements that must be
met
Unmet needs motivate people
Four approaches
Maslow - Hierarchy of needs
Alderfer – ERG needs existence, relatedness, growth
McClelland – achievement, power, affiliation
Herzberg – Dual factor theory – hygiene motivation
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23. HUMAN NEEDS
All human behaviour has a cause
At the root of human behaviour are needs, or wants or
motives
Human behaviour is goal seeking –people try to
achieve objectives or goals which, when reached will
satisfy their needs eg food will satisfy the hunger need
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24. NEEDS
Motivation depends on the needs to be achieved
and non- fulfillment of these needs can cause
dissatisfaction which in turn affects performance
Human motives are based on needs, some are
primary needs such as the physiological need for
air, water, food, sleep and shelter
Other needs may be regarded as secondary such as
self esteem, status affiliation with others,
affection, accomplishment etc
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25. MOTIVATION THEORY
Michael Armstrong observes that motivation
theory attempts to:-
Explain why people at work behave the way
they do in terms of their efforts and
direction they take
Explain what organizations can do to
encourage people to apply their efforts and
abilities to further achievement of
organizational goals
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26. MOTIVATION ctd
Several studies have been carried out and various
theories and models advanced in an attempt to
understand the nature and relationship of
different variables that cause a certain behaviour
and the variables that modify a given behaviour.
These include:-
(i) Maslow’s Model of Hierarchical Needs;
(ii) McGregor’s Theory X and Y;
(iii) Herzberg Hygiene Theory;
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27. MOTIVATION ctd
iv) Ouchi’s Theory Z;
(v) Vrooms Expectancy Theory;
(vi) Equity Theory;
(vii) Attribution Theory; and
(viii) Excellence Theory among others.
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28. THEORY X AND Y
An American writer Douglas McGregor described two
contrasting assumptions about behavior of employees
Theory X takes the view that the average employee
dislikes work and will try to avoid responsibility and
will only work under close supervision and threats
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29. THEORY X AND Y
Theory Y assumes that work is a natural and welcome
activity which need not be externally controlled if the
employee is adequately motivated
The theory assumes that employees will seek
responsibility and can give valuable help in solving
work problems
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30. THEORY X AND Y
McGregor took the view that theory X gave
employees the opportunity to satisfy only basic
and security needs at work but theory Y
management attitude would enable employees to
satisfy Maslow’s higher needs, in particular ego
and self-actualization needs
A person’s job should be constructed to give
opportunity for full self development
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31. MASLOW’S MODEL OF HIERARCHICAL
NEEDS
This model is based upon two assumptions, i.e.
that human beings have many needs that are
different in nature ranging from biological needs
at the lower level to psychological needs at the
upper extreme, and that these five categories of
needs occur in an order of hierarchy so that lower
level needs must be satisfied before higher needs
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32. MASLOW’S MODEL OF HIERARCHICAL
NEEDS ctd
higher level needs arise or become motivations.
The hierarchy of needs is made up of five different
kinds of needs. These are:-
Self-actualization needs
Esteem needs
Social needs;
Safety needs
Physiological needs;
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33. MASLOW’S MODEL OF HIERARCHICAL
NEEDS ctd
Physiological needs: are the needs arising out of
physiological or biological tension and they are there
to sustain life itself. They include the basic needs for
food, water, shelter, and air. When these needs are
fulfilled, other level of needs become important and
start acting as motivators.
at this level other things are irrelevant
In the work environment, the fundamental purpose of
a wage or salary is to provide the means of satisfying
basic needs
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34. MASLOW’S MODEL Cont’d
Safety needs –these involve security and
stability - become prime as physiological needs
are satisfied. They are provisions against
deprivation in the future. It involves a sense of
protection against danger and threats. These
safety needs dwell upon economic and job
security, life and medical insurance and other
protective measures to safeguard satisfaction of
physiological needs in the future which may be
unpredictable.
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35. MASLOW’S MODEL Cont’d
Social needs - a sense of belonging and
acceptance becomes prominent in motivating
behaviour, once the safety needs are fulfilled.
These needs are for love, affection, acceptance,
friendship and social interaction.
Esteem needs is an urge for achievement,
prestige, status and power, and includes a desire
for self-respect and respect from others. This
would result in self-confidence, independence,
status, reputation and prestige.
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36. MASLOW’S MODEL Cont’d
Self-actualization –self - fulfillment is the
need to develop fully and to realize one’s
capabilities and potentialities to the fullest
extent possible. It is the level that a person
seeks challenging work assignments that allow
for creativity and opportunities for personal
growth and advancement. It is the highest
level of need in Maslow’s hierarchy and is
activated as a motivator when all other needs
have been reasonably fulfilled.
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37. Maslow’s theory
Is widely accepted, easy to understand but does not
explain all behaviour at work
Some individuals may feel strong desires to gratify
higher-level needs before lower level needs have been
fully satisfied
Individuals may not rank the various types of needs as
suggested
It should be noted that the individual needs could
depend on individual perceptions which depend on
the traditions, cultures and life-styles of the society
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38. Vroom’s expectancy theory
An individual’s behaviour is affected by:
What the person wants to happen
His or her estimate of the probability of the thing
happening
How strongly the person believes that the event will
satisfy a need
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39. Implications of Vroom’s theory
Management should communicate expectations
Employees should be able to see a connection between
their efforts and rewards
Rewards should satisfy employee needs
Complicated reward schemes may not increase
employees effort because they may not relate hard
work to higher wages
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40. STYLES OF MANAGEMENT AND
MOTIVATION
Theory X applies where there is task -centred
management
Theory Y – people -centred management
Most employees would wish to have more control
over their work and to put into practice their own
ideas
There is a pool of valuable expertise, experience
and originality among employees that is often
untapped
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41. IMPROVING MOTIVATION
Managers need to recognize that people have different
needs and are not all motivated by the same things
Employees must be treated with respect regardless of
their position in the organization
External factors influence people’s behavior
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42. Internal and external causes of
poor performance
Internal
Low confidence level
Poor attitude
Stress
Fear of failure
Procrastination
Different set of goals
Performance anxiety
Lack of knowledge
External
Distressing news
Insufficient opportunity
Unclear instructions
Lack of support
Difficult environment
Lack of authority
Inadequate resources
Low strategic direction
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43. Causes of poor performance
cont’d
Low needs arousal
Needs arousal
inappropriate to job
Source: Stewart, 1986
Too much work
No recognition for job
well done
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44. Extrinsic and
Intrinsic Rewards
Extrinsic rewards
-externally generated eg money
and grades, coersion and threats
tangible and visible to others
contingent on performance
Intrinsic rewards
natural rewards
associated with performing a task for its own sake
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45. INTRINSIC MOTIVATION
Driven by an interest or enjoyment in the task itself
and exists within the individual rather than relying on
any external pressure eg satisfaction derived from
passing an exam or receiving a positive appraisal report
Intrinsic motivation comes from internal forces within
an individual for instance feelings, attitude, mood,
emotions etc
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46. EXTRINSIC MOTIVATION
Comes from outside the individual
Competition is extrinsic because it encourages the
performer to win and beat others
Salaries, allowances ,and other fringe benefits are
determined externally
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47. Six key ingredients of
motivation
Communication – this is the glue that binds an
organization and its members
Recognition
Growth
Respect
Leadership
compensation
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48. TIPS FOR MOTIVATING STAFF
Keep them happy so that they keep customers happy
Give feedback regularly
Have a positive attitude
Provide the right tools and skills
Provide training opportunities
Ensure clean and conducive work environment
Reward, praise, appreciate
Listen to the team
Provide rewards to share with the family eg housing
scheme, medical scheme, bonuses
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49. CONCLUSION
Ask people what their needs are
Satisfy lower-order needs first
Expect people’s needs to change over time
Satisfy higher-order needs by looking for
ways to allow employees to experience
intrinsic rewards
Changes in the work environment requires
adopting new ways of doing things
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