Motivation in human relations - Eric Vanderburg - Remington College, 2005

1. Motivation in Human Relations
Eric Vanderburg
Human Relations – Eric Vanderburg ©2005

2. Motivation


Motivation - Willingness to make an
effort
Morale - attitudes and feelings of
satisfaction in a group
Human Relations – Eric Vanderburg ©2005

3. Motivation







Economic
Challenge
Self-expression
Respect
Self-worth
Social pressure
Self-development
Human Relations – Eric Vanderburg ©2005

4. Intrinsic & Extrinsic Rewards





Intrinsic
Responsibility
Personal Growth
Decision Making
Variety
Freedom






Extrinsic
Bonuses
Profit Sharing
Raise
Vacations
Nice office
Perks
Human Relations – Eric Vanderburg ©2005

5. Maslow's Hierarchy of Needs
Human Relations – Eric Vanderburg ©2005

6. Hierarchy of Needs





Physiological - food & shelter
Safety & Security - Healthy & free from
danger
Love & Belongingness - companions &
friends
Esteem - recognition
Self-actualization - reaching your
potential
Human Relations – Eric Vanderburg ©2005

7. Hierarchy of Needs

Some needs must be met before other
efforts will satisfy.
Human Relations – Eric Vanderburg ©2005

8. McClelland’s Needs Theory



Power Need

Low power need - less effective

Strong power need - too controlling
Affiliation need

Low affiliation need - less committed

Strong affiliation need - wants to be at work, may not be a
good manager
Achievement need

Low achievement need - have a fear of failure, place
blame, unrealistic goals (too low or high)

Strong achievement need - sets goals, more energy,
wants a challenge & feedback, sets realistic goals
Human Relations – Eric Vanderburg ©2005

9. Expectancy Theory



Expectancy - odds of a result, high
odds - high expectancy
Instrumentality - odds of something
good or bad coming from effort
Valence - perceived value of a reward
Human Relations – Eric Vanderburg ©2005

10. Reinforcement Theory




I do the things that have positive
results
I don’t do the things that have negative
results
Compliments can be this positive
action to encourage behavior
They should be given immediately
after the action is performed
Human Relations – Eric Vanderburg ©2005

11. Goal Setting




Participating in setting goals increases
motivation
Goals should be difficult but attainable
Feedback should be given regularly
Rewards should be present when
goals are reached
Human Relations – Eric Vanderburg ©2005