Motivation is the driving force behind all human actions and is defined as the willingness to exert effort to achieve organizational goals in order to satisfy individual needs. There are several theories that seek to explain motivation, including: 1) Need theories which propose that people are motivated by inner needs like achievement, power, and affiliation. 2) Process theories that examine the cognitive processes that guide motivation like expectancy theory and equity theory. 3) Reinforcement theories that argue behavior is controlled by external rewards and consequences. 4) Content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory that identify specific needs and factors that motivate employees.

1. CHAPTER 5:CHAPTER 5:
MOTIVATIONMOTIVATION
The Magic of MotivationThe Magic of Motivation
MotivationMotivation is the powerful mainspring driving allis the powerful mainspring driving all
human actions.human actions.
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Principles of Management
Laura Law
Perak College of Technology

2. 2

3. What is motivation?What is motivation?
We define motivation as the willingness to
exert high levels of effort to reach
organizational goals, conditioned by the
effort’s ability to satisfy some individual
need.

4. Motivation
Motivation is the word derived from the word
’motive’ which means needs, desires, wants or
drives within the individuals.
Motivation is a psychological process that causes
the arousal, direction, and persistence of
voluntary actions that are goal directed.
4

5. 1. Positive reinforcement / high expectation.
2. Effective discipline & Punishment.
3. Treating people fairly.
4. Satisfying employees needs.
5. Setting work related goals.
6. Restructuring jobs.
7. Base rewards on job performance.

6. Managers need to know about motivational concepts and
practices in order to encourage their employees to put
forth-maximum effort

7. It is the process of stimulating people to actions to
accomplish the goals. In the work goal context the
psychological factors stimulating the people’s
behavior can be -
desire for money
success
recognition
job-satisfaction
team work, etc
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8. Early View of
MotivationCHAPTER 5: Motivation
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Principles of Management
Laura Law
Perak College of Technology

9. Early Views of MotivationEarly Views of Motivation
1. The Traditional Model
2. Human Relation Model
3. The Human Resources Model

10. 1. The Traditional Model

11. 2. Human Relation Model

12. 3. The Human Resources Model

13. Process of motivationProcess of motivation
NEEDNEED
DRIVEDRIVE
TENSIONTENSION
BEHAVIORBEHAVIOR
GOALGOAL
REWARDREWARD

14. Theory of
MotivationCHAPTER 5: Motivation
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Principles of Management
Laura Law
Perak College of Technology

15. Theories of MotivationTheories of Motivation
A.Need Theory and Content Theory
B.Process Theory
A. Expectancy Theory
B. Equity Model
C. Goal Setting Model
C.Reinforcement Theory
A. Hierarchy of needs theory
B. Theory X and Theory Y
C. Two-factor theory
(Satisfier Factor- Hygiene Factor)

16. Theory of Motivation
Need/Content Theory
CHAPTER 5: Motivation
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Principles of Management
Laura Law
Perak College of Technology

17. Theory of need
1. Need for achievement
2. Need for power
3. Need for affiliation
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18. Need for achievement is the urge to excel, to
accomplish in relation to a set of standards, to
struggle to achieve success.
 Need for power is the desire to influence other
individual’s behavior as per your wish. In other
words, it is the desire to have control over others
and to be influential.
 Need for affiliation is a need for open and
sociable interpersonal relationships.
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19. Theory of Motivation
Process Theory
CHAPTER 5: Motivation
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Principles of Management
Laura Law
Perak College of Technology

20. Equity theoryEquity theory
Theory that centers around the principle
of balance or equity.
Related to his/her perception of equity
and fairness practiced by management.
The greater the fairness perceived the
higher motivation.
Employees make comparison of input in
the job with the outcomes.

21. Expectancy theoryExpectancy theory
Developed by Victor Vroom.
Explained motivation is a result of a
rational calculation.
A person is motivated to the degree that
she believes that
Effort will yield acceptable performanceEffort will yield acceptable performance
Performance will be rewardedPerformance will be rewarded
The value of the rewards is highly positiveThe value of the rewards is highly positive

22. Expectancy theory
Two expectations
1. Effort leads to performance
2. performance leads to rewards
24
Effort
Perfor
mance
Reward
s

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24. Goal-setting theoryGoal-setting theory
Process theory that increases efficiency
and effectiveness by specifying the
desired outcomes toward which
individuals, groups, departments and
organizations should work.
SMART is used (stands for Specific,
Measurable, Achievable, Realistic and
Time related).

25. Theory of Motivation
Reinforcement Theory
Hierarchy of needs theory
CHAPTER 5: Motivation
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Principles of Management
Laura Law
Perak College of Technology

26. Reinforcement theoryReinforcement theory
The administration of a consequence as a
result of behavior.
Reinforcement argues that behavior is
reinforced and controlled by external
events.

27. Hierarchy of needs theoryHierarchy of needs theory
Introduced by Abraham Maslow.
He states that all people possessed a
set of five needs in them.
Five needs arranged in a hierarchy of
strength and influence.
Physiological
Security (safety)
Social (belongingness)
Esteem
Self-actualization

29. Hierarchy of needs theoryHierarchy of needs theory

30. Theory of Motivation
Reinforcement Theory
Theory X and Theory Y
CHAPTER 5: Motivation
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Principles of Management
Laura Law
Perak College of Technology

31. Theory X and Theory YTheory X and Theory Y
 Developed by Douglas McGregor and
describe two distinct views of human nature.
 The views or perception of managers with
regard to their employees.
 Their perception and views are termed as Theory
X and theory Y.

32. Theory XTheory X
Managers of Theory X view the employees in
terms of the following characteristics:
1.Inherently disliking work.
2.Avoiding work whenever possible.
3.Lacking of ambition.
4.Irresponsible.
5.Resistant to change.
6.Feeling that work is of secondary
importance.
7.Preferring to be led than to lead.
8.Having to be pushed by managers to
work.

33. Theory YTheory Y
Theory Y managers view their employees in
terms of the following characteristics:
1.Willing to work; work is as natural as play
or rest.
2.Willing to accept responsibility, since work
brings satisfaction.
3.Capable of directing themselves (self-
direction).
4.Capable of self-control.
5.Frequently using imagination, ingenuity
and creativity in accomplishing tasks.

35. Theory X and Theory YTheory X and Theory Y
Theory X is pessimistic.(-ve)
Theory Y is optimistic.(+ve)
In order to make sure that employees do their
work, managers in Theory X have to apply
autocratic style of leadership where employees
have to be constantly directed and
controlled. Coercive power will be used.
Managers of theory Y apply participative style of
leadership, where employees are allowed
more participation, freedom and
responsibility in their work.

36. Theory of Motivation
Reinforcement Theory
Two-factor theory
(Satisfier Factor- Hygiene Factor)
CHAPTER 5: Motivation
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Laura Law
Perak College of Technology

37. Two factor theory
Traditional view:
People are satisfied and dissatisfied only.
Herzberg view:
There may be three conditions
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Satisfied dissatisfied
Neutral

38. Motivation-hygiene theoryMotivation-hygiene theory
Introduced by Frederick Herzberg.
The theory was developed when studying
the job attitudes of 200 engineers and
accountants on job attitudes.
From the study, it was concluded that
individuals’ work satisfaction and
dissatisfaction arise from two different
sets of factors:
Hygiene factor; and
Satisfier/Motivation factor.

39. Two factors
Satisfier/Motivation factors
Hygiene factors
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Satisfied
Neutral
dissatisfied
Satisfier/
Motivatio
n factors
Hygiene
factors

40. Hygiene factor (Dissatisfier)
Causes feelings of job dissatisfaction of
job context (company policy, salary,
working conditions, supervision etc).
Satisfier factor (motivating)
Causes feelings of job satisfaction of job
context ( recognition, work itself,
responsibility, advancement etc).

41. 44

42. Both are 2 separate entities
The absence of one does not affect the other
Hygiene Factor : only effect job dissatisfaction,
improve them can make people less dissatisfaction but
does not contribute to job satisfaction or motive the
employees to increase their work effort
Motivational/Satisfier Factor: improve made in
satisfier factors can increase job satisfaction. However,
they will not prevent job dissatisfaction