The document discusses several theories of motivation including: - Maslow's hierarchy of needs which arranges human needs in a hierarchy from basic physiological needs to self-actualization. - Herzberg's two-factor theory which separates job factors into hygiene factors and motivation factors. - McClelland's need for achievement theory which proposes that the need for achievement is learned. - Expectancy theory which holds that motivation depends on expectations of effort leading to performance and performance leading to rewards. - Reinforcement theory which states that behavior is influenced by past rewards and penalties. The document also discusses concepts like job enrichment, developing expectations in subordinates, providing an effective reward system, and guidelines for intrapreneurship

1. Human Motivation
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2. Quality of Work Life (QWL)
Focuses on
Enhancing workers’ dignity.
Improving workers’ physical and emotional well-
being.
Enhancing the satisfaction individuals achieve.
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3. Basics of Motivation
•• Motivation is the result of the interaction of a person’s
Motivation is the result of the interaction of a person’s
internalized needs and external influences that determine
internalized needs and external influences that determine
behavior.
behavior.
•• Enlightened managers have discovered that motivation
Enlightened managers have discovered that motivation
is not something that is done to a person.
is not something that is done to a person.
•• It results from a combination of factors, including:
It results from a combination of factors, including:
– Individuals’ needs.
– Individuals’ needs.
– Ability to make choices.
– Ability to make choices.
– An environment that provides the opportunity to satisfy those
– An environment that provides the opportunity to satisfy those
needs.
needs.
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4. Basic Motivation Model
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5. To Satisfy a Need,
a Person Must Evaluate Several Factors
 Past experiences
 Environmental influences
 Perceptions
 Skills are a person’s performance
capabilities.
 Incentives are factors created by managers
to encourage workers to perform a task.
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6. Past Experiences
Environmental Influences Incentives
Integrated
Skills
Perceptions Needed
Supplied by
Manager Motivation
Model
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7. Maslow’s Hierarchy of Needs
Four Premises
 Only an unsatisfied need can influence behavior; a
satisfied need is not a motivator.
 A person’s needs are arranged in a priority order of
importance.
 A person will at least minimally satisfy each level of
need before feeling the need at the next level.
 If need satisfaction is not maintained at any level, the
unsatisfied need will become a priority once again.
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8. Abraham Maslow’s Self-
Realization
•
•
Reaching Your Potential
Independence
•
Hierarchy of Human Needs •
Creativity
Self-Expression
Needs Esteem • Responsibility
Needs • Self-Respect
• Recognition
• Sense of Accomplishment
Social • Companionship
• Acceptance
Needs
• Love and Affection
• Group Membership
Safety • Security for Self and Possessions
• Avoidance of Risks
Needs
• Avoidance of Harm
• Avoidance of Pain
• Food
Physical • Clothing
Needs • Shelter
• Comfort
• Self-Preservation
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9. Herzberg’s Two-Factor Theory
 Hygiene Factors
— Are extrinsic to the job.
— Do not relate directly to a person’s actual work activity.
— Are part of the context of the job, not its content.
— If factors are of low quality, employees feel job
dissatisfaction.
— Do not necessarily act as motivators.
— Are not necessarily stimuli for growth or greater effort.
— Are the primary cause of unhappiness on the job.
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10. Hygiene Factors Include
• Salary
• Job security
• Working conditions
• Status
• Company policies
• Quality of technical supervision
• Quality of interpersonal relations among peers,
supervisors, and subordinates
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11. Herzberg’s Two-Factor Theory
 Motivation Factors
—Are the primary cause of job satisfaction.
—Are intrinsic to a job.
—Relate directly to the real nature of the work people
perform.
—Relate to job content.
—Different people require different kinds and degrees of
motivation factors.
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12. David McClelland
Need for Achievement
• Theory that holds that certain types of needs are learned
during a lifetime of interaction with the environment.
• McClelland’s three needs relate to:
– Achievement, or the desire to excel or achieve in relation to a
set of standards.
– Power, or the desire to control others or have influence over
them.
– Affiliation, or the desire for friendship, cooperation, and close
interpersonal relationships.
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13. Achievement Motivation
Two Important Ideas
 A strong achievement need relates to how well
individuals are motivated to perform their work.
 The achievement need can be strengthened by
training.
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14. High Achiever
McClelland and an Associate,
David Burnham
• Performs a task because of a compelling need for personal
achievement.
• Prefers to take personal responsibility for solving problems
rather than leaving the outcome to others.
• Prefers to set moderate goals that, with stretching, are
achievable.
• Prefers immediate and concrete feedback about performance,
which assists in measuring progress toward the goal.
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15. Alderfer’s ERG Theory
• Proposed a needs theory that compressed Maslow’s
five need levels into three:
 Existence. Existence needs relate to a person’s
physical well-being.
 Relatedness. Relatedness needs include needs for
satisfactory relationships with others.
 Growth. Growth needs call for the realization of
potential and the achievement of competence.
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16. Expectancy Theory Includes
Three Variables
Effort-performance link
Performance-reward link
Attractiveness
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17. To Motivate Behavior
(Vroom, 1964; Porter and Lawler, 1968)
• Understand that employees measure the value associated with the
assignment.
• Find out what outcomes are perceived as desirable by employees
and provide them.
• Make the job intrinsically rewarding.
• Effectively and clearly communicate desired behaviors and their
outcomes.
• Link rewards to performance.
• Be aware that people and their goals, needs, desires, and levels of
performance differ.
• Strengthen each individual’s perceptions of his or her ability to
execute desired behaviors and achieve outcomes by providing
guidance and direction.
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18. Reinforcement Theory Holds
Behavior is influenced by the rewards or penalties
experienced in similar situations in the past.
Much of motivated behavior is learned behavior.
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19. Developing Motivated Behavior
• Tell individuals what they can do to get positive
reinforcement.
• Tell individuals what they are doing wrong.
• Base rewards on performance.
• Administer the reinforcement as close in time to the
related behavior as possible.
• Recognize that failure to reward can also modify
behavior.
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20. According to Goal-Setting Theory,
Managers Should
 Work with employees in setting goals.
 Make goals specific rather than general.
 Provide feedback on performance.
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21. Immaturity to Maturity
Chris Argyris (1957)
 Tend to be active rather than passive.
 Are independent rather than dependent.
 Are self-aware rather than unaware.
 Are self-controlled rather than controlled by others.
 The formal chain of command limits self-determination,
making individuals passive and manager dependent.
 The span of control decreases a person’s self-determination.
 Unity of direction places objectives under the control of one
manager.
 Specialization of labor limits initiative and self-
determination.
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22. Development of Expectations
John L. Single (1980)
 Subordinates do what they believe they are expected to
do.
 Ineffective managers fail to develop high expectations
for performance.
 Managers perceived as excellent create high
performance expectations that their employees can
fulfill.
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23. Providing an Effective Reward System
David Van Fleet (1991)
 Rewards must satisfy the basic needs of all
 Rewards must satisfy the basic needs of all
employees.
employees.
 Rewards must be comparable to those offered by
 Rewards must be comparable to those offered by
competitive organizations in the same area.
competitive organizations in the same area.
 Rewards must be equally available to people in
 Rewards must be equally available to people in
the same positions and be distributed fairly and
the same positions and be distributed fairly and
equitably.
equitably.
 The reward system must be multifaceted.
 The reward system must be multifaceted.
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24. Job Enrichment Should Include
• Variety of tasks • Task importance
• Task responsibility • Feedback
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25. Intrapreneurship Guidelines
Kuratko and Hodgetts (1989)
• Encourage action.
• Use informal meetings.
• Tolerate–do not punish–failure be persistent.
• Be persistent.
• Reward innovation.
• Plan the physical layout.
• Reward and/or promote innovative personnel.
• Encourage people to go around red tape.
• Eliminate rigid procedures.
• Organize people into small teams.
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