This document summarizes several theories and models of motivation. It discusses early views including Frederick Taylor's scientific management theory and Elton Mayo's human relations model. It also covers need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process-based models covered include expectancy theory, equity theory, goal setting, and reinforcement theory. The key aspects of each approach are defined and examples are provided.

1. Presented by Ilyas, Asyraf, Mas Zaiti, Amalina & Aminah

2. Learning Objectives
After completing this chapter ,students
should be able to :
•Explain the basic motivation process.
•Outline how goal setting is used as a
tool for motivating individuals.
•Describe how the reinforcement
approach is used to increase and
decrease in an organizational setting.

3. Motivation Defined
•The forces acting upon or within a person
that cause that person to expend to
behave in a specific , goal-directed
manner.
•It is a psychological process that gives
purpose and direction to behaviour.
•The management process of influencing
people’s behaviour to behave in a way
that ensures the accomplishment of some
goal.

4. MOTIVATION’S EQUATION
Motivation X Ability
[Goal & Desire ] [Education,Knowledge]
=Perfomance
[ Accountant ]
Example : You are motivated to become an
accountant.

5. MOTIVATION PROCESS
Tension
Unsatisfied Need
Effort
Satisfied
Need
Tension
Reduction
•Intensity
•Direction
•Persistence

6. EARLY VIEWS OF MOTIVATION
Traditional Model
Often associated with Frederick
Taylor Scientific Management
•Through a system of wage
incentives – the more workers
produced , the more they earned.

7. Human Relations Model
Often associated with Elton Mayo
and his contemporaries.
•Managers could motivate
employees by acknowledge their
social needs and by making them
feel useful and important.

8. Human Resources Model
Often associated with Douglas
McGregor
•Theory X – People have an
inherent dislike of work.
•Theory Y - People want to
work and can derive great deal
of satisfaction from work.

9. TRADITIONAL HUMAN RELATION HUMAN RELATION
ASSUMPTIONS
Work inherently
distasteful to most
people.
People want to feel useful
and important.
Work is not inherently
distasteful. People want
to help to contribute to
meaningful goal.
What they do is less
important than what they
earn for doing it.
People want to belong
and to be recognized as
individuals.
People can exercise far
more creativity , self-direction
than their
present job demands.
Few want or can handle
work that requires
creativity and self
direction.
These needs are more
important than money in
motivating people to
work.

10. TRADITIONAL HUMAN RELATION HUMAN RELATION
POLICIES
The manager should
closely supervise and
control subordinates.
The manager should
make each worker feel
useful and important.
The manager should
make use of underutilized
resources.
He or she must break
down task into simple ,
repetitive , easily learned
operations.
He or she should keep
subordinates informed
and listen to their
objections to his or her
plans.
The manager should
make use of underutilized
human resource.
He or she must establish
detailed work routines
and procedures , and
enforce these fairly but
firmly.
The manager should
allow subordinates to
exercise some self-direction
and self control
on routine matters.
He or she must
encourage full
participation in important
matters , continually
broadening subordinates
self-direction and
self-control.

11. TRADITIONAL HUMAN RELATION HUMAN RELATION
EXPECTATION
People can tolerate work
if the pay is decent and
the boss is fair.
Sharing information with
subordinates and
involving them in routine
decisions satisfy their
basic needs to belong
and to feel important.
Expanding subordinates
influence , self direction ,
and self control will lead
to direct improvement in
operating efficiency.
If task are simple enough
and people are closely
controlled , they will
produce up to standard.
Satisfying these needs will
improve morale and
reduce resistance to
formal authority-subordinates
will
“willingly corporate”.
Work satisfaction may
improve as a “by a-product”
of subordinates
“making full use of their
resources.

12. ACQUIRED NEED MODEL
This acquired need model proposes that
when a need is strong , it will motivate the
person to engage in behaviors to satisfy that
need :
Focus on!

13. -Need For Achievement
The drive to excel , to accomplish and to
achieve a standard of excellence.
-Need For Power
The need to influence and control one's
environment : may involve either personal
power or institutional power.
-Need For Affiliation
The desire for friendly and close
interpersonal relationship.

14. NEED-BASED MODELS OF MOTIVATION
Maslow's Hierarchy of
Needs
Herzberg's Two-Factor Model

15. MASLOW'S HIERARCHY OF NEEDS
•According to Maslow , individuals
have various needs and try to
satisfy these needs using a priority
system or hierarchy.
•Maslow specified five (5)
fundamental needs people have.

16. Self-Actualization Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs

17. MASLOW'S HIERARCHY OF NEEDS
Physiological Needs
•Needs such food, water, air and shelter
•Needs a good, comfortable working condition such as basic wage
or salary
•Managers who focus on physiological needs assume that people
work mainly for money and primarily concerned with comfort and
their rate of pay.
Security Needs
•Needs to have a safe physical and emotional environment.
•Needs protection against threats or unsafe working environment
such as job security and predictable work environment.
•Managers will often emphasize rules, job security and fringe
benefits

18. Social/Affiliation Needs
•Needs for friendship, love and feeling of belonging.
•Needs acceptance by others such as association and
communication with others and being part of the group.
•Individuals value after work as an opportunity for finding and
establishing friendly interpersonal relationships.
Esteem Needs
•Needs for personal feelings of achievements and self-worth and
by recognition, respect and prestige from others.
•Managers who focus on esteem needs try to foster employees’
pride in their work and use public reward and recognition for
services.
Self-Actualization Needs
•Needs for self-fulfilment and the opportunity to achieve one’s
potential.
•People who strive for self-actualization accept themselves and
use their abilities to the fullest and most creative extent.
•Managers who emphasize self-actualization may involve
employees in designing their jobs or make special assignments
that capitalize on employees’ unique skills.

19. NEED-BASED MODELS OF MOTIVATION
Maslow's Hierarchy of
Needs
Herzberg's Two-Factor Model

20. NEED-BASED MODELS OF MOTIVATION
Herzberg found that the factors leading to job
satisfaction were separated and distinct from
those that lead to job dissatisfaction.
• Motivator Factors
Related to job content or what people actually do
in their work.
• Hygiene Factors
Associated with the job context in which the job is
performed.

21. PROCESS-BASED MODELS OF MOTIVATION
REINFORCEMENT
THEORY
GOAL
SETTING
EQUITY
MODEL
EXPECTANCY
MODEL

22. EXPECTANCY
MODEL
The expectancy model suggest
that motivation to expend
effort to do something is determined
by three basic perceptions.
•The perception that effort will lead to performance.
•The perception that reward are attached to
performance.
•The perception that the outcomes or rewards are
valuable to the individual.

23. COMPONENT OF EXPECTANCY MODEL
EXPECTANCY
The belief that a particular level of effort will be
followed by a particular level of performance.
INSTRUMENTALITY
The probability assigned by the individual that a
specific level of achieved task performance will
lead to various work outcomes.
VALANCE (VALUE OF OUTCOMES)
The value or importance that the individual
attaches to various work outcomes.

24. EFFORT
PERFORMANCE
OUTCOMES REWARDS
EXPECTANCY
MODEL
EXPECTANCY
INSTRUMENTALITY
VALENCE

25. EQUITY
MODEL Equity model focuses on an
individual’s feeling about how
fairly he or she is treated in
comparison with others.
•People have a perception of the ratio of their inputs
compared to their own outcomes in a situation.
•They also have a perception of the ratio of everyone
else’s inputs to outcomes.
•Then, each person compares his or her own ratio to
that of everyone else.

26. EQUITY
MODEL
INDIVIDUAL WITH
CERTAIN INPUTS
RECIEVED
OUTPUTS
COMPARED
INPUT/OUTPUT
RATIO WITH
OTHER
EXHIBITS NEW
BEHAVIOR OR
ACTION
MOTIVATED TO
REDUCE
PERCIEVE
EQUITY
PERCIEVE EQUITY
EXHIBITS NO
CHANGE IN
BEHAVIOR OR
ACTION
PERCIEVE EQUITY

27. MAINTAINING EQUITY
To reduce a perceived inequity, a person may
take one of the following action:
•Change work input either upward or downward to an
equitable level
•Change outcomes to restore equity
•Psychologically distort comparisons.
•Change the comparisons person he or she is using to
another person.
•Leave the situation (e.g., quit the job or transfer to
another department).

28. GOAL SETTING
A process intended to increase efficiency and effectiveness
by specifying the desired outcomes toward which
individuals, groups, departments and organizations work.
Goals setting serves three purposes:
•Guide and direct behaviour toward overall organizational
goals and strategies.
•Provide challenges and standards against which the
individual can be assessed.
•Define what is important and provide a framework for
planning.

29. SMART
GOAL
SETTING
Specific
EFFECTIVE
GOAL
SETTING
SHOULD BE:
Measurable
Achievable
Result
oriented
Time
related

30. REINFORCEMENT THEORY
•Based on the idea that people learn to repeat
behaviours that are positively reward
(reinforced) and avoid behaviours that are
punished (not reinforced).
•The application of reinforcement theory is
frequently called behaviour modification
because it involves changing one’s own
behaviour of someone else.

31. Increasing Desired Behaviour
Positive Reinforcement
•The administration of positive and rewarding
consequences following a desired behaviour.
Negative Reinforcement
•Also called avoidance learning, strengthens
desired behaviour by allowing escape from an
undesirable consequence.

32. Decreasing Desired Behaviour
Extinction
The withdrawal of the positive reward or
reinforcing consequences for an undesirable
behaviour.
Punishment
The administration of negative consequences
for following undesirable behaviour.

33. Using Behaviour Modification
•The application of Reinforcement Theory
called behaviour modification
•The reason is that the intent of applying the
concepts is to change or modify, one’s own,
or someone else’s behaviour.
•Hopefully, managers reward behaviour of
employees that is desirable for the
organization (high performance) and ignore
behaviour that is not, or even punish it.

34. M
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SEKIAN, TERIMA KASIH