1. MOTIVATION

2. Defining Motivation
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort
towards attaining a goal.
Key Elements
2. Intensity: how hard a person tries
3. Direction: towards what a person tries
4. Persistence: how long a person tries
6–2

3. Hierarchy of Needs Theory (Maslow)
There is a hierarchy of
five needs—
physiological, safety,
social, esteem, and
self-actualization; as
each need is substantially
satisfied, the next need
becomes dominant.
6–3

4. Maslow’s Hierarchy of Needs
Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.
6–4

5. Hierarchy of Needs Theory
Physiological: Safety: Social:
Includes hunger, thirst, Includes security and Includes affection,
shelter, sex, and other protection from belongingness,
bodily needs. physical and acceptance, and
emotional harm. friendship.
Esteem: Self-actualization:
Includes internal esteem factors such as The drive to become the best one
self-respect, autonomy, and achievement; is capable of becoming; includes
and external esteem factors such as growth, achieving one’s potential,
status, recognition, and attention. and self-fulfillment.

6. Theory X and Theory Y (Douglas McGregor)
Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.
Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making decisions,
and exercise self-direction and
self-control when committed to
a goal.
6–6

7. Two-Factor Theory (Frederick Herzberg)
Two-Factor (Motivation-Hygiene) Theory
•Intrinsic factors are related to job satisfaction and motivation. These are
motivational factors. Eg. Challenging work, advancement, growth in the job
Recognition, etc
* Extrinsic factors are associated with job dissatisfaction. These are
maintenance factors.
Hygiene Factors
Factors—such as company policy and
administration, supervision, and salary—that, when
inadequate in a job, dissatisfy workers. When these
factors are adequate, people will not be dissatisfied
but not necessarily motivated either.
6–7

8. David McClelland’s Theory of Needs
Need for Achievement Need for Affiliation
The drive to excel, to achieve The desire for friendly
in relation to a set of and close personal
standards, to strive to relationships.
succeed.
Need for Power nPow
The need to make others
behave in a way that they
would not have behaved
otherwise.
nAch nAff
6–8

9. Matching High Achievers and Jobs
6–9

10. Goal-Setting Theory (Edwin Locke)
.
Specific and difficult Goals with Feedback lead to
Higher Performance
Factors influencing the
goals–performance relationship:
Goal commitment, adequate self-
efficacy, task characteristics, and
national culture.
Self-Efficacy
The individual’s belief that he or
she is capable of performing a task.
6–10

11. Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
6–11

12. Equity Theory (cont’d)
6–12

13. Equity Theory (cont’d)
Choices for dealing with inequity:
2. Change inputs (slack off)
3. Change outcomes (increase output)
4. Distort/change perceptions of self
5. Distort/change perceptions of others
6. Choose a different referent person
7. Leave the field (quit the job)
6–13

14. Thank you