The document discusses several theories of motivation: - Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs. - Herzberg's two-factor theory separates motivators and hygiene factors that influence job satisfaction and dissatisfaction. - Alderfer's ERG theory compressed Maslow's hierarchy into three categories: existence, relatedness, and growth needs. - Vroom's expectancy theory focuses on outcomes and individual factors that influence effort, performance, and motivation.

1. DCE5110
Theories & Practices of Human Resource Development
THEORIES
of
MOTIVATION
PREPARED FOR:
PROF. ABU DAUD SILONGGROUP 3 I
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2. DCE5110
Theories & Practices of Human Resource Development
Mohd. Redhwan Mohd. Noh
GS43802
Azry Otman
GS43799
Alyunizah Alim
GS43636
Kavimalar A/P Krishnan
GS44132
Nurul Fazleen Mohd. Ariffin
GS44339
Fatoumatta Sagnia
GS44084
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4. DCE5110
Theories & Practices of Human Resource Development
DEFINITION
Motivation is the characteristic that helps you achieve your
goal. It is the drive that pushes you to work hard .It is the
energy that gives you the strength to get up and keep going
- even when things are not going your way.
Motivation is the characteristic that helps you achieve your
goal. It is the drive that pushes you to work hard .It is the
energy that gives you the strength to get up and keep going
- even when things are not going your way.
Motivation refers to “the reasons underlying
behavior”
(Guay et al., 2010)
Motivation refers to “the reasons underlying
behavior”
(Guay et al., 2010)
Motivation as “the attribute that moves us to do
or not to do something”
(Gredler, Broussard & Garrison (2004)
Motivation as “the attribute that moves us to do
or not to do something”
(Gredler, Broussard & Garrison (2004)
Motivation is the act or process of providing a motive that
causes a person to take some action
(Webster’s New Collegiate Dictionary)
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5. THEORIES OF MOTIVATION
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Theories & Practices of Human Resource Development
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6. MASLOW’S HIERARCHY NEEDS
THEORY
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Theories & Practices of Human Resource Development
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7. MASLOW THEORY
DCE5110
Theories & Practices of Human Resource Development
• We each have a hierarchy of
needs that ranges from
"lower" to "higher." As lower
needs are fulfilled there is a
tendency for other, higher
needs to emerge.”
• Maslow’s theory maintains
that a person does not feel a
higher need until the needs
of the current level have
been satisfied.
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8. DCE5110
Theories & Practices of Human Resource Development
Physiological Motivation: Provide ample breaks for lunch ,
pay salaries that allow workers to buy life's essentials.
Physiological Motivation: Provide ample breaks for lunch ,
pay salaries that allow workers to buy life's essentials.
Safety Needs: Provide a working environment which is safe,
relative job security, and freedom from threats.
Safety Needs: Provide a working environment which is safe,
relative job security, and freedom from threats.
Social Needs: Generate a feeling of acceptance, belonging
by reinforcing team dynamics.
Social Needs: Generate a feeling of acceptance, belonging
by reinforcing team dynamics.
Esteem Motivators: Recognize achievements, assign important
projects, and provide status to make employees feel valued and
appreciated.
Esteem Motivators: Recognize achievements, assign important
projects, and provide status to make employees feel valued and
appreciated.
Self-Actualization: Offer challenging and meaningful work
assignments which enable innovation, creativity, and progress
according to long-term goals.
Self-Actualization: Offer challenging and meaningful work
assignments which enable innovation, creativity, and progress
according to long-term goals.
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9. DCE5110
Theories & Practices of Human Resource Development
1. Maslow’s hierarchy makes
sense but little evidence
supports its strict hierarchy.
Research has challenged the
order imposed by Maslow’s
pyramid. As an example, in
some cultures, social needs
are regarded higher than any
others.
2. Little evidence suggests that
people satisfy exclusively one
motivating need at a time.
LIMITATION & CRITICISM OF
MASLOW THEORY
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10. DCE5110
Theories & Practices of Human Resource Development
• Frederick Herzberg performed studies to determine which
factors in an employee's work environment caused
satisfaction or dissatisfaction. He published his findings in
the 1959 book “The Motivation to Work”.
• According to Herzberg: The job should have sufficient
challenge to utilize the full ability of the employee.
• Employees who demonstrate increasing levels of ability
should be given increasing levels of responsibility.
• If a job cannot be designed to use an employee's full
abilities, then the firm should consider automating the task
or replacing the employee with one who has a lower level
of skill. If a person cannot be fully utilized, then there will
be a motivation problem
HERZBERG’S MOTIVATION-
HYGIENE THEORY
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11. HERZBERG’S MOTIVATION-
HYGIENE THEORY
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Theories & Practices of Human Resource Development
SATISFIERSSATISFIERSDISSATISFIERSDISSATISFIERS
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12. DCE5110
Theories & Practices of Human Resource Development
1. Critics consider Herzberg's two
factor theory to be simplistic -
what motivates me may be a
dissatisfier for someone else
2. Its for individuals, not as a
homogeneous group with one
set of wants and needs
3. Some factors may be within
your control, some may not
LIMITATION & CRITICISM OF
HERZBERG’S THEORY
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13. ALDERFER’S ECG
THEORY
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14. ALDERFER’S ECG
THEORY
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Theories & Practices of Human Resource Development
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• Clayton Paul Alderfer – American
Psychologist who compressed
Maslow’s hierarchy of needs by
categorizing into; Existence,
Relatedness & Growth
• 3need levels:
1. Existence needs — desires for
physiological and material well-being.
2. Relatedness needs — desires
for satisfying interpersonal
relationships.
3. Growth needs — desires for
continued psychological growth and
development.

15. DIFFERENCE
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VS
A lower level need does not have to be gratified
If a relatively more significant need is not gratified, the desire to gratify a
lesser need will be increased
Alderfer's ERG theory allows the order of the needs to differ for different
people
Alderfer's ERG theory differs from Maslow's theory in 3 ways:

16. McCLLELAND’S 3 NEEDS
THEORY
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17. ADAM’S EQUITY
THEORY
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18. VROOM’S EXPECTANCY
THEORY
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• Behavior results from conscious choices among
alternatives whose purpose - maximize pleasure and
to minimize pain.
• Employee's performance is based on individual
factors such as personality, skills, knowledge,
experience and abilities.
• Effort, performance and motivation are linked in a
person's motivation.
• Vroom stresses and focuses on outcomes, and
not on needs unlik e M aslow and H er zber g.
• Behavior results from conscious choices among
alternatives whose purpose - maximize pleasure and
to minimize pain.
• Employee's performance is based on individual
factors such as personality, skills, knowledge,
experience and abilities.
• Effort, performance and motivation are linked in a
person's motivation.
• Vroom stresses and focuses on outcomes, and
not on needs unlik e M aslow and H er zber g.

19. VROOM’S EXPECTANCY
THEORY
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20. VROOM’S THEORY
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1. It is based on self-interest individual
who want to achieve maximum
satisfaction and who wants to
minimize dissatisfaction.
2. This theory stresses upon the
expectations and perception; what is
real and actual is immaterial.
3. It emphasizes on rewards or pay-offs.
4. It focuses on psychological
extravagance where final objective of
individual is to attain maximum
pleasure and least pain.
1. It is based on self-interest individual
who want to achieve maximum
satisfaction and who wants to
minimize dissatisfaction.
2. This theory stresses upon the
expectations and perception; what is
real and actual is immaterial.
3. It emphasizes on rewards or pay-offs.
4. It focuses on psychological
extravagance where final objective of
individual is to attain maximum
pleasure and least pain.
1. Seems to be idealistic because
quite a few individuals perceive high
degree correlation between
performance and rewards.
2. The application of this theory is
limited - reward is not directly
correlated with performance in many
organizations, related to other
parameters (such as position,
effort, responsibility, education, etc.)
1. Seems to be idealistic because
quite a few individuals perceive high
degree correlation between
performance and rewards.
2. The application of this theory is
limited - reward is not directly
correlated with performance in many
organizations, related to other
parameters (such as position,
effort, responsibility, education, etc.)
ADVANTAGESADVANTAGES LIMITATIONSLIMITATIONS

21. GOAL-SETTING
THEORY
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• Edwin Locke- 1960’s - Goal-setting theory of
motivation that linked to task performance
• Goals indicate and give direction to an
employee about what needs to be done and
how much efforts are required to be put in.
• The important features of goal-setting theory
are as follows:
1. Specific and clear goals lead to greater
output and better performance.
2. Goals should be realistic and
challenging
3. Better and appropriate feedback of results
directs the employee behaviour and
contributes to higher performance than
absence of feedback.

22. GOAL-SETTING
THEORY
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1. Goal setting theory is a
technique used to raise
incentives for employees to
complete work quickly and
effectively.
2. Goal setting leads to better
performance by increasing
motivation and efforts, but
also through increasing and
improving the feedback
quality
1. Goal setting theory is a
technique used to raise
incentives for employees to
complete work quickly and
effectively.
2. Goal setting leads to better
performance by increasing
motivation and efforts, but
also through increasing and
improving the feedback
quality
1. At times, the organizational goals are in
conflict with the managerial goals. Goal
conflict has a detrimental effect on the
performance if it motivates incompatible
action drift.
2. Very difficult and complex goals stimulate
riskier behavior.
3. If the employee lacks skills and
competencies to perform actions essential
for goal, then the goal-setting can fail and
lead to undermining of performance.
4. There is no evidence to prove that goal-
setting improves job satisfaction.
1. At times, the organizational goals are in
conflict with the managerial goals. Goal
conflict has a detrimental effect on the
performance if it motivates incompatible
action drift.
2. Very difficult and complex goals stimulate
riskier behavior.
3. If the employee lacks skills and
competencies to perform actions essential
for goal, then the goal-setting can fail and
lead to undermining of performance.
4. There is no evidence to prove that goal-
setting improves job satisfaction.
ADVANTAGESADVANTAGES LIMITATIONSLIMITATIONS

23. REINFORCEMENT
THEORY
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Theories & Practices of Human Resource Development
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24. CONCLUSION
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Theories & Practices of Human Resource Development
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