Organization and Management

1. MOTIVATION THEORIES

2. MOTIVATION
• Pertains to internal needs and drives of a person that gives direction to
his/her behavior and determines the level of energy and effort that he or she
puts to his/her work.
• Law of individual differences – belief that each person is different from others.
• Selective Perception – a person’s view become filtered by his or her own beliefs, valus,
backgrounds, experiences, and expectations.

3. Nature of Motivation
• Intrinsic Sources – the work behavior is being performed for its own
inherent value.
• Autonomy – allow them flexibility and creativity to do things.
• Purpose
• Mastery – they look for opportunities to enhance their skills and talents which
promotes self-growth and career advancement.
• Extrinsic Sources – the work behavior is being performed to acquire some
reward, which maybe material or social in nature.

4. THEORIES OF MOTIVATION

5. Need Theories
People are motivated to obtain outcomes at work to satisfy
their needs.
 A need is a requirement for survival.
 To motivate a person:
1)Managers must determine what needs worker wants
to satisfied.
2)Ensure that a person receives the outcomes when
performing well.
 Several needs theories exist.
 Maslow’s Hierarchy of Needs.
 Alderfer’s ERG.

6. Hierarchy of Needs
Self-
Actualization
Realize one’s
full potential
Use abilities
to the fullest
Esteem
Feel good
about oneself
Promotions
& recognition
Belongingness
Social
interaction, love
Interpersonal
relations, parties
Safety Security, stability
Job security,
health insurance
Physiological
Food, water,
shelter
Basic pay level
to buy items
Need Level Description Examples
Lower level needs must be satisfied before higher needs are addressed.

7. Alderfer’s ERG
After lower level needs satisfied, person seeks higher needs. When
unable to satisfy higher needs, lower needs motivation is raised.
Growth
Self-development,
creative work
Worker continually
improves skills
Relatedness
Interpersonal
relations, feelings
Good relations,
feedback
Existence
Food, water,
shelter
Basic pay level
to buy items
Lowest
Highest
Need Level Description Examples

9. Herzberg’s Two-Factor Theory
 States that there are two separate sets of factors that influence
motivation.
 Maintenance (hygiene) factors - potent dissatisfiers and can cause
negative feelings to employees. However, these factors are merely
dissatisfiers and therefore, not strongly related to motivation.
 Motivational factors – comprised of the real satisfiers, and therefore the
ones that actually motivate people in the workplace.

10.  Maintenance Factors
 Status
 Relations with supervisors,
peers, and subordinates
 Quality of supervision
 Company policy and
administrations
 Job security
 Working conditions
 Pay
 Motivation Factors
 Work itself
 Achievement
 Possibility of growth
 Advancement
 Recognition

11. Behavioral Modification Model
 Focus on the external environment that influences employee
behavior.
 The assumption is that behavior can be affected by manipulating
their consequences, particularly by administering rewards and
punishments.

12. Law of Effect
 Maintains that a person will likely repeat a certain behavior if it is
accompanied by a favorable consequence, and that a person will
likely to repeat a certain behavior if it is accompanied by an
unfavorable consequence or a lack of consequence.

13. Goal Setting Model
 Goals are targets of performance for people.
 In order for goals to serve as motivational factors, the following
should be present:
 Goal acceptance
 Goal specificity
 Goal challenge
 Self-efficacy – belief of an individual in himself or herself that she or
he has capabilities to do work.

14. Gender and Leadership
The number of women managers is rising but still
relatively low in top levels.
Stereotypes suggest women are supportive and
concerned with interpersonal relations. Similarly,
men are seen as task-focused.
Research indicates that actually there is no
gender-based difference in leadership
effectiveness.
However, women are seen to be more
participative than men.

15. PERFORMANCE TASKS
List down your needs based on the need
theories
Interview two (2) leaders (1 female and 1 male)
Ask their leadership traits and virtues
Make a comparison