This document discusses staff motivation and provides information on key concepts and theories related to motivation. It begins by defining motivation and discussing intrinsic and extrinsic motivation. It then covers Maslow's hierarchy of needs theory, which proposes that humans are motivated by physiological, safety, belongingness, esteem, and self-actualization needs in a hierarchical order. The document also discusses other motivation theories and types. It explains the importance of motivating staff and provides suggestions on how managers can motivate employees, such as involving them in decision making, recognizing contributions, and meeting their various needs. The conclusion emphasizes that motivation plays a key role in workplace performance and that managers must use different techniques tailored to individual employees.

1. STAFF MOTIVATION
dmapuga@mwekawildlife.ac.tz
Prepare by
Mr. Mapuga, D.P
CAWM-MWEKA
2017/18

2. Sub-topics
Concepts related to motivation;
Types of motivation;
Theories of motivation-Maslow;
Importance of motivating staff;
How to motivate staff;
Conclusion.

3. Concepts related to motivation
Motivation;
Need;
Drive;
Reward;
Instinct;
Reinforcer;
Reinforcement;
Intrinsic motivation;
Extrinsic motivation.

4. What is motivation?
Comes from the root “motive”
which means
“a reason for doing something”
why do you do whatever you want
to do?

5. QUOTATION:
“People don’t change
their behaviour unless it
makes a difference
for them to do so”
by: Frank Tarkenton

6. Why, for example:
1: Why are you here?
2: Why are you studying?
3: Why do you spend sleepless nights
studying?
4: Why intend to have a higher GPA?
5: Why do you strive to avoid
supplementary?
6: Why do you struggle to master difficult
tasks in performing tasks?

7. The answer to the above questions
is because:
People don’t change their
behaviour unless it makes a
difference for them to do so”

8. Motivation, definition
Daft & Marcic (2007)
motivation as the forces within or
external to a person that arouse
enthusiasm and persistence to pursue a
certain course of action

9. Definition, cont……..
According to Jay, (2007: 24),
Motivation is all about satisfying
people’s wants and needs.
A good example is Maslow’s Hierarchy
of needs

10. Definition…….
Motivation is further defined as the
desire, needs or interests that arouse
an organism and direct it towards a
specific goal.
It is the process of arousing movement
in the organism through the release of
energy within the tissues.

11. Clegg, et al., (2011:148)
Motivation is the psychological processes
that drive behaviour towards the
attainment or avoidance of some
object (be that object a person or
relationship, an abstract concept such as
love, or a material good such as money,
iPod or car)

12. Motivation can arise from either external
or internal sources.
Desire for food and water, for example,
arise from internal and the desire for
approval and recognition results from
external circumstances.

13. Sometimes motivation results from
interaction of both internal and external
factors.
For example:
To shift from one working station to
another, might be a result of a
combination of the two.

14. Motivation is defined as “the intention
of achieving a goal, leading to goal-
directed behavior.

15. Intrinsic motivation
is a desire to be effective in the needs.
It comes from within someone’s heart;
It includes, for example:
enjoyment of a task, the satisfaction
of a job well done, and the desire to
achieve, etc.

16. Extrinsic motivation
is an external reward which when given
to someone, it stimulates certain
behaviour
It comes about because of external
factors such as a bonus or another form
of reward; or avoiding punishment of a
bad outcome;
Being motivated to work hard at the
office because you are looking for a
promotion is a type of extrinsic motivation

17. Extrinsic………
Social recognition, money, fame,
competition or material achievements
are all examples of extrinsic motivation

18. The 2 types in
school environment
The former type of may include one’s
desire not only to pass exam, but also to
pass with a higher grade,
The latter motivation may include one’s
struggle just to avoid a supplementary or
repeat course, or to be given a reward or
any pay, or just to be recognized to have
done well.

19. Need
It is a condition whose satisfaction is
necessary for the maintenance of
homeostasis (state of balance).
Is an internal imbalance that occurs
when there is something incomplete.
Or, it is perceived lack that causes a
behaviour, which may be psychological,
physiological, or social.

20. Drive (msukumo)
It is an attempt of an organism to restore
its state of balance (homeostasis) by
satisfying a certain need.
Eating food, for example, is a response of
hunger stimulus.

21. Instinct (silika)
It is an innet or genetically
predetermined disposition to behave in
a particular way when confronted with
certain stimuli.

22. Instinct is what differentiate us from
others;
Each of us has their own way of
behaving when confronted with a
particular stimulus;
That is why we are expected to act
differently when confronted with
different stimuli (be they wise actions or
unwise ones)

23. Reward
Is a thing that you are given because
you have done something good, or
worked hard, etc.

24. Reinforcement
is any behaviour that strengthens a
particular learning and makes a
particular behaviour more probable (to
recur/to be repeated)
is a consequence that increases the
probability of a behaviour to occur.

25. Reinforcer
is anything that is applied during the
process of reinforcement so as to
encourage certain behaviour to recur.

26. The complex nature
of motivation
Learning what motivates you is an
essential part of knowing yourself;
Knowing what motivates others is basic
to establishing and maintaining
effective relationships

27. Each person is motivated by different
needs, at varying degrees, and at
different times;
Internal motivation is self-granted and
comes when sth is meaningful or gives
sense of purpose

28. External motivation is an action taken by
another person;
Usually involves an incentive or
anticipation of a reward
Examples:
 Money
 Awards
 Performance feedback

29. Most people need both intrinsic and
extrinsic motivation
Organizations should strive to balance
internal and external motivation so as to
help workers maximize their performance;

30. TYPES OF MOTIVATION
Scholars differ in the way they classify
motivation;
Each of them, however, do agree on the
two types which are:
 Intrinsic motivation; and
 Extrinsic motivation

31. Intrinsic
Preference for
challenge
Curiosity/interest
Independent
mastery
Independent
judgement
Internal criteria for
success
Extrinsic
Preference for easy
work
Pleasing a
teacher/getting grades
Supervisor has to figure
out problems
Reliance on boss’s
judgment about what to
do
External criteria for
success

32. Other types
Achievement motivation,
Affiliation motivation/membership-based
Competence motivation,
Power motivation,
Attitude motivation.

33. Other types
Task motivation;
Integrative motivation; and
Instrumental motivation.
Look for their meaning and how
can they be applied to motivate
workers in work places.

34. Theories of motivation
Many psychologists have added to our
knowledge of what motivates people;
The basic problem is how to apply
knowledge of motivation in the workplace;
There exist a number of theories, each
trying to explain how staff in the work
place can be motivated;

35. Some of theories:
Maslow’s Hierarchy of needs Theory
( Abraham Maslow);
Goal Setting Theory (Edwin Locke) ;
Two factor Theory, also called Herzberg
theory (Fredrick Herzerberg);
Expectancy Theory (Victor Vroom);
ERG Theory developed (Clayton Alderfer)
Our focus: Maslow’s theory.

36. Maslow’s Hierarchy
of Needs Theory
He proposes that humans are motivated
by multiple needs which exist in a
hierarchical order;
He identified five types of motivating
needs in order of ascendance.

38. PHYSIOLOGICAL NEEDS
Include the most basic human physical
needs, including food, water, and oxygen;
In the organizational setting, these are
reflected in the need for adequate heat,
air and base salary to ensure survival;
The case of Mweka:
housing and allowance for the same (to
those leaving off campus), good offices,
free breakfast, and food allowance.

39. SAFETY NEEDS
Needs for a safe and secure physical
and emotional environment and
freedom from threats,
i.e. freedom from violence and for an
orderly society;
In organizations/workplace setting;
safety needs reflect the need for safe
job, fringe benefits and job security.

40. Safety needs……………..
from physical attack
from emotional attack
from fatal disease
from invasion
from extreme losses
 (job, family members, home, friends)

41. Safety………
when frightened, our thoughts and
energies are diverted
threat of, or actual attack creates “fight
or flight” reaction
threats to safety can be physical or
emotional

42. BELONGINGNESS NEEDS
The needs that reflect desire to be
accepted by one’s peers, have friendships,
be part of a group, and be loved.
In organizations, these needs influence
the desire for good relationships with co
workers, participation in a work group,
and +ve relationship with supervisor(s).

43. social needs……………
Inclusion - part of a group: colleagues,
peers, family, clubs;
Affection - love and be loved;
Control - influence over others and self

44. ESTEEM NEEDS
Relate to the desire for a +ve self-
image and to receive attention,
recognition, and affection from others;
Within organizations, esteem needs
reflect motivation for recognition, an
increase in responsibility, high status,
and credit for contributions to the
organization.

45. Esteem needs………
respect from others through:
awards
honors status
respect for self through:
mastery
achievement
competence

46. SELF ACTUALIZATION
These represent the needs for self-
fulfilment, which are the highest needs
category;
They concern developing one’s full potential,
increasing one’s competence, and becoming
a better person;
These needs can be met in the organization
by providing people with opportunities to
grow, be creative, and acquire training for
challenging tasks and advancement.

47. Self actualization requirements
stop cruelty and exploitation;
encourage talent in others;
do work one considers worthwhile;
enjoy taking on responsibilities;
prefer intrinsic satisfaction;
seek truth;
give unselfish love;

48. Only few people rich this stage;
Most of us end up striving to achieve the
lower needs until we die or loose potential
of fighting against them;
To some, they end up frustrating if they do
not achieve in most of their struggle.
Where are we (you and I)

49. According to Maslow’s theory, lower-level
needs take priority; they must be satisfied
before higher level needs are activated;
The needs are satisfied in sequence:
physiological come before safety and
safety before social needs, etc.

50. Once a need is satisfied, it declines
(stops to be a motivator) in importance
and the next higher need is activated;
(hence the saying: a received motivator
is no longer a motivator”.

51. NOTE
As a manager, remember that some
people are motivated by money and
others by interesting work and
recognition;
Knowing diverse motivating factors by
individuals will help a manager to
motivate different people differently.

52. Why Maslow’s Theory?
When discussing motivation, some
theories cannot be Ignored, since they
explain why people act the way that
they do and why others refrain from
doing certain things
(Swanepoel et al., 2003)

53. HOW CAN THE THEORY
INFLUENCE WORKERS
IN A WORK STATION

54. Workers will work harder at tasks when
they feel the result is important to them, or
that if in some ways the task measures their
real worth as a person;
Also, if workers are given a chance to give
suggestions and contribute ideas, they will
generally feel more responsible in their
attitude towards the task and think that the
outcome is dependent upon their efforts.

55. Workers tend to exert themselves more
when a standard of attainment has been set
In all responsibilities, workers who can’t
reach the standard, feels a reduction in
his/her own sense, and feels that s/he is
losing the approval of the superior and
equals (colleagues);

56. It is important to note that, the standard
set should be within the capacity of
workers and this will make them work
hard.
Praise is often an incentive. Both children
and adults are likely to work harder if they
feel that their efforts are appreciated;
To adults, it should be used sparingly.

57. The individual’s interest in and the
enthusiasm for doing a job well constitutes
motivation.
This happens when:
There is a fair rewards system in place
Goals are clear and challenging
There is frequent feedback of performance
There is a positive relationship with co-
workers

58. Therefore:
Motivation is one of the factors that
contribute to employee performance.
Other factors include:
 Ability;
 Opportunity;
 clarity of expectations; and
 leadership

59. HOW TO MOTIVATE STAFF
Motivating staff is an essential part of
management since motivated staffs are
those who have made a conscious
decision to try considerably to achieve
something they appreciate;

60. The extent to which employees are
motivated is influenced by culture and
techniques that managers use to
motivate;

61. The process is traced back from the
concept of HRM;
What is HRM- you discussed it.
By considering functions of
management:
 Planning;
 Organizing;
 Coordinating;
 Controlling;
 Supervising; and
 Decision making.

62. Considering the functions of a manager,
you realize that motivation is among
those tasks;
So; motivation process begins with
identifying the needs of a person;
There are many views on how to
motivate staff;
Few suggestions (among others) may
help:

63. i. Employees should be involved in the
organization’s decision making;
ii. They should be recognized for their
contribution towards organizational
success;
iii. They should be empowered and given
some degree of autonomy in the
execution of their jobs;
(useful to intrinsically motivated people)

64. iv. Employers (or managers, as
representatives of employers) should strive
to meet workers needs:
 All the needs as identified by Maslow.
v. Encourage team work;
 since strong teams have strong relations
which inspire motivation to individuals.
 work teams increases opportunity for
affiliation;

65. vi. Inculcate the desire to succeed;
 by providing the right kind of support;
 employees be open-minded to work
vii.Developing challenging work
assignments that will increase the
opportunity for achievement;

66. viii. Use reinforcement and punishment
accordingly (who is motivated by
what);
ix. Ensure proper and timing of
performance feedback;
x. Improve internal communication to
give and receive information on
various issues

67. xi. The organization should ensure
performance standards are objective,
measurable, realistic, and transparent
to all employees;
xii. Organizations must have all the
necessary resources and use them
effectively
(human, financial, physical, and
information resources).

68. IMPORTANCE OF
MOTIVATING STAFF
i. It helps managers to understand what
prompts people to initiate action, what
influences their choice of action, and
why they persist in that action over
time.

69. Importance
ii. It increases proficiency; i.e. t leads to
behaviour that reflect high performance
within organizations;

70. Importance
iii. Motivation increases employees’
commitment in the workplace,

71. iv. Motivation lowers absenteeism from
work as workers are content with their
own working lives;

72. v. It reduces costs of production and
maximizes profit at the same time
satisfying customer needs (and
expectation)

73. Question
In which ways can you motivate
employees without raising their

74. Conclusion
Motivation is essential to be successful in any
endeavor you undertake;
It can be tangible or intangible;
It is very important in workplaces as it plays a
key role in the effective performance of
employees;
In an organization, managers play a significant
role in employee motivation. They use different
motivation techniques to improve productivity,
thereby promoting cooperation between
employees and employers.

75. The management style to use will
determine the extent to which
employees will be motivated;
Some employees may worker harder if
they are threatened with punishment
but for others this can lead to
demotivation and therefore they will
either produce less work or eventually
leave

76. Thank you
for listening

77. References