The document covers human resource management and development, focusing on motivation theories and their implications for HR practices. It discusses various management theories, including McGregor's Theory X and Y, Ouchi's Theory Z, and needs theories by Alderfer and McClelland that highlight the importance of fulfilling employees' psychological needs for effective motivation. Key takeaways include the understanding that power is vital for leadership and that HR policies should foster an environment for employee growth and participation in decision-making.

1. Module 9
DPA 306: HUMAN RESOURCE
MANAGEMENT AND
DEVELOPMENT
JOSEFINA B. BITONIO, DPA
PROFESSOR
PRESENTED BY:
GILBERTO S. CARIÑO, MPA
DPA STUDENT

2. MOTIVATION OVERVIEW
 Motivation- Definition
 Management Theories of Motivation
 Needs Theories
 Theories of Motivation
Conditioning Theory
Expectancy Theory
Motivation-Hygiene Theory
 Dimension of Supervisory Style

3. MOTIVATION
Definition – (Martires) is the intrinsic
inducement that propels an individual to think,
feel, and perform in certain ways.
It is the desire or willingness of the employee
to exert effort to achieve objectives either
employee’s personal goals or those of the
organization.
Derive from the word “motive” which is
defined as a need that requires satisfaction.
The needs could be wants or desires that are
acquired through influence of culture, society,
lifestyle, etc. or generally innate.
It is one of the most important concepts in
Human Resource Department

4. Management Theories of
Motivation

5. Management Theories of
Motivation

6. Management Theories
of Motivation
Douglas McGregor popularized the
human relations approach to
management in the 1960
Theory X : assumes workers dislike
and avoid work, so managers must
use coercion, threats, and various
control schemes to get workers to
meet objectives.

7. Management Theories
of Motivation
Theory Y : assumes individuals consider
work as natural as play or rest and enjoy
the satisfaction of esteem and self-
actualization needs
Theory Z: Introduced in 1981 by William
Ouchi and is based on the Japanese
approach to motivating workers,
emphasizing trust, quality, collective
decision making, and cultural values.

8. Needs Theories

9. (Legaspi) HRM policies and practices should
pay attention to all of this needs ranging from
the most basic to the highest in order to
achieve the overall goals of the organization.
It is not enough that the individual employees
are provided with their basic physiological
and psychological needs but they have to be
given the opportunity to participate in
decision making processes in such a way that
they will be able to realize their own growth,
development, and potentials.
IMPLICATION OF THIS
THEORY FOR HRM

10. Needs Theories

11. Clayton Alderfer’s theory centers on three
needs – Existence, Relatedness, and Growth.
Existence – include foods, clothing and
shelter.
Relatedness – refers to the desire for human
relationships to include interaction with
family members, friends, peers, superior
and subordinates.
Growth – include those which involve
making oneself creative and productive
(Legaspi)

12. Needs Theories

13. Alderfer’s needs are parallel to Maslow’s
needs, they should not be placed in
hierarchal order. The theory states that all
the three needs can simultaneously be
satisfied and therefore serves as
motivators. A person need not satisfy
existence needs before meeting needs for
relationship with others and fully
developing potentials.
“One implication of this theory for HRM is
that in designing and managing HR policies
and practices, the HR practitioner should
assume that all personnel have the
potential for growth and development”

14. Needs Theories

15. McClelland’s theory focuses on the
need for achievement, the need
for affiliation, and the need for
power. The Need for Achievement
refers to the drive for success;
Need for Affiliation includes the
need for social relationships and
mutual support and Need for
Power refers to the need to
influence others and dominate and
control.

16. Needs For Power
• Power is the prime mover of people and
events.
• The essence of power is to influence over the
behavior of others.
• Over the years, it is no longer considered
synonymous with controlling others, neither is
it fait, mindless obedience or robotic servitude
• Power is the ability to lead and inspire. It is
based on trust, respect, and wholehearted
commitment, freely given and earned.
• Power is the foundation of effective leadership.
(CSC-UND-SDC Track II&III)
POWER: The Foundation of Leadership