Motivation concepts and theories

1. MOTIVATION

2. MOTIVATION
THEORIES
..... attempt to
explain why people
do what they do, or
don’t do, as the case
may be

3. MOTIVATION – Derived from the Latin
word “MOVERE” which means “to move”.
-The forces within a person
that affect his or her direction,
intensity, and persistence of voluntary
behavior.
NEEDS – Deficiencies that energize or
trigger behaviors to satisfy those needs.

4. NEEDS-BASED THEORIES OF
MOTIVATION
• NEEDS HIERARCHY THEORY – Maslow’s
motivation theory of five instinctive needs
arranged in a hierarchy, whereby people are
motivated to fulfill a higher need as a lower
one becomes gratified.
Satisfaction-progression process – A
process whereby people become
increasingly motivated to fulfill a higher
need as a lower need is gratified.

5. NEEDS-BASED THEORIES OF
MOTIVATION (cont’d)
Selfactualization
Esteem
Belongingness
Safety Needs
Physiological Needs
Achieving one’s potential, self-fulfilment, becoming
what one is capable of becoming.
The desire for a positive self-image, to achieve
attention, recognition, and appreciation from others.
A need to be accepted by peers, friendship, being
part of a group.
A need for safe and secure from physical and
emotional environment, free from threat.
Food , drink, shelter, sexual satisfaction, and other
bodily requirements.

6. NEEDS-BASED THEORIES OF
MOTIVATION (cont’d)
• ERG THEORY –Aldefer’s motivation theory
of three instinctive needs arranged in a
hierarchy, in which people progress to the
next higher need when a lower one is
fulfilled, and regress to a lower need if
unable to fulfill a higher one.
Frustration-regression process – A process
whereby a person who is unable to satisfy
a higher need becomes frustrated and
regresses to the next lower need level.

7. NEEDS-BASED THEORIES OF
MOTIVATION (cont’d)
Growth
A person’s needs for self-esteem through personal achievement
as well as for self-actualizaton.
Relatedness
A person’s needs to interact with other people, receive public
recognition, and feel secure around other people.
Existence
A person’s physiological and physically related safety needs, such
as the need for food, shelter, and safe working conditions.

8. COMPARING ALDEFER’S ERG THEORY
TO MASLOW’S NEEDS HIERARCHY
Self-actualization
Growth
Esteem
Relatedness
Belongingness
Safety
Existence
Physiological

9. INNATE HUMAN DRIVES
FOUR FUNDAMENTAL DRIVES
 Drive to acquire – This is the drive to seek, take, control, and
retain objects and personal experiences. The drive to acquire
extends beyond basic food and water, it includes the need
for relative status and recognition in society.
 Drive to bond – This is the drive to form social relationships
and develop mutual caring commitments with others.
 Drive to learn – This is the drive to satisfy one’s curiosity, to
know and understand ourselves and the environment around
us.
 Drive to defend – This is the drive to protect ourselves
physically and socially.

10. THEORY OF LEARNED NEEDS (cont’d)
• DAVID MC CLELLAND
• Need for achievement (nAch) – A learned need in
which people want to accomplish reasonably
challenging goals through their own efforts, like to
be successful in competitive situations, and desire
unambiguous feedback regarding their success.
• Need for affiliation (nAff) – A learned need in
which people seek approval from others, conform
to their wishes and expectations, and avoid
conflict and confrontation.

11. THEORY OF LEARNED NEEDS (cont’d)
• Need for power (nPow) – A learned need in
which people want to control their
environment, including people and material
resources, to benefit either themselves
(personalized power) or others (socialized
power).

12. THEORY OF LEARNED NEEDS (cont’d)
PERFORMANCE RESULTS
Higher the Needs
Lower the Needs
Need for
Achievement
(nAch)
Must win at any cost.
Must be on top and
receive credit.
Fears failure.
Avoid responsibilities.
Need for
Affiliation
(nAff)
Demands blind loyalty
and harmony.
Does not tolerate
disagreement.
Remains aloof, maintains
social distance.
Need for Power
(nPow)
Desires control on
everyone and everything.
Exaggerates over
position and resources.
Minimizes own position and
power.

13. COMPARING MC CLELLAND’S THEORY TO
ALDEFER’S ERG THEORY AND MASLOW’S
NEEDS HIERARCHY
Self-actualization
Achievement
Growth
Esteem
Power
Affiliation
Relatedness
Belongingness
Safety
Existence
Physiological

14. Practical Implications of NeedsBased Motivation Theories
Corporate leaders need to balance the
demands and influences of the different
innate drives.
They must also recognize that different people
have different needs at different times.
These theories also warn us against relying too
heavily on financial rewards as a source of
employee motivation.

15. EXPECTANCY THEORY OF MOTIVATION
Expectancy Theory – The motivation theory
based on the idea that work effort is
directed toward behaviors that people
believe will lead to desired outcomes .

16. EXPECTANCY THEORY OF
MOTIVATION (cont’d)
Expectancy Theory Model – An individual’s
effort level depends on three factors:
effort-to-performance expectancy,
performance-to-outcome, and outcome
valences. Employee motivation is influenced
by all three components of the expectancy
theory model. If any component weakens,
motivation weakens.

17. EXPECTANCY THEORY OF MOTIVATION
effort-to-performance (E→P) expectancy – The
individual’s perceived probability that his or her
effort will result in a particular level of
performance
performance-to-outcome (P→O) expectancy – The
perceived probability that specific behavior or
performance level will lead to specific outcomes.
Valence – The anticipated satisfaction or
dissatisfaction that an individual feels toward an
outcome.

18. EXPECTANCY THEORY OF
MOTIVATION (cont’d)

19. EXPECTANCY THEORY OF
MOTIVATION (cont’d)
What work
outcomes I will
be received as
a result of my
performance?
Can I achieve
the desired
level of task
performance?
How highly
do I value
outcomes?

21. OTHER THEORIES OF MOTIVATION
McGregor’s Theory X and Theory Y
Theory X
- Assumes that workers have little ambition,
dislike work, avoid responsibility, and
require close supervision.
Theory Y
- Assumes that workers can exercise selfdirection, desire responsibility, and like to
work.
Motivation is maximized by participative
decision making, interesting jobs, and good
group relations.

22. OTHER THEORIES OF MOTIVATION (cont’d)
Theory X
•
•
•
•
•
Work is inherently distasteful to
most people.
Most people are not ambitious,
have little desire for
responsibility, and prefer to be
directed.
Most people have little capacity
for creativity in solving
organizational problems.
Motivation occurs only at the
physiological and safety levels.
Most people must be closely
controlled and often coerced to
achieve organizational objectives.
Theory Y
•
•
•
•
•
Work is natural as play, if the
conditions are favorable.
Self-control is often
indispensable in achieving
organizational goals.
The capacity for creativity in
solving organizational problems is
widely distributed in the
population.
Motivation occurs at the social,
esteem, and self-actualization
levels, as well as physiological and
security levels.
People can be self-directed and
creative at work if properly
motivated.

23. OTHER THEORIES OF MOTIVATION
(cont’d)
Fredrick Herzberg’s Two Factor Theory
Herzberg’s Theory of motivation is called
“Dual Factor Theory” and “Hygiene/
Maintenance Theory of Motivation”.
Focused attention on the work environment
to identify factors that arose in people
either positive or negative attitudes toward
their work.

24. - Salaries, Wages and other
Benefits
- Company Policy and
Administration
- Good Inter-personal
relationships
- Quality of Supervision
- Job Security
- Working Conditions
- Work/Life Balance
When in
place, these
factors
result in...
- General Satisfaction
- Prevention of Dissatisfaction
- Sense of Personal
Achievement
- Status
- Recognition
- Challenging/stimulating
Work
- Responsibility
- Opportunity for
advancement
- Promotion
- Growth
When in
Motivator Factors
Hygiene Factors
OTHER THEORIES OF MOTIVATION
place, these
factors
result in...
- High Motivation
- High Satisfaction
- Strong Commitment

25. THANK YOU!
end of the
presentation