Motivation is influenced by internal and external forces that direct employee behavior toward organizational goals. It involves the direction, effort level, and persistence of behaviors. Models of motivation include needs-based approaches like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process models like Vroom's expectancy theory and equity theory. These theories examine how factors like needs, expectations, and fairness perceptions influence motivation.

1. MOTIVATION
Chapter Four

2. WHAT IS MOTIVATION
It is the set of internal and external forces that
cause an employee to choose a course of action
and engage in certain behaviors, ideally, these
behaviors will be directed at the achievement of an
organizational goal. work motivation is a complex
combination of psychological forces within each
person and employers are vitally interested in three
elements of it:
1. Direction and focus of the behavior
2. Level of the effort provided
3. Persistence of the behavior

3. MODELS OF MOTIVATION
Needs and
drives
Tension
rewards
Performance
effort
Environment Opportunity
Ability
Goals
&incentives
Need satisfaction

4.  Motivational drives affect the way people view their jobs
and approach their lives. There are three drives:
1- achievement motivation : is a drive some people have
to pursue and attain goals. A drive to accomplish
objectives and get ahead. The achievers control their
destiny, seek regular feedback and enjoy being part of a
winning achievements through individual or collective
effort.
2- Affiliation: is a drive to relate to people on social basis.
Affiliation oriented managers may have difficulty
assigning challenging tasks, directing work activities and
monitoring work effectiveness.
3- Power: is a drive to influence people, take control, and
change situations. Power motivated people wish to
create an impact on their organizations and are willing to
take risks to do so.

5. HUMAN NEEDS
 Types of needs : there are basic physical needs which are
called primary needs and psychological needs called
secondary needs. The physical needs include food, water,
sex, sleep, air and reasonably comfortable temperature. The
secondary needs are more vague because they represent
needs of the mind and spirit rather than of the physical body.
These needs are developed as people mature. Examples are
needs that pertain to self esteem, sense of duty , self
assertion and belonging. The secondary needs are :
 Strongly conditioned by experience
 Vary in type
 Subject to change
 Cannot be isolated
 Are often hidden from conscious recognition
 Influence behavior in powerful ways.

6. Maslow hierarch of
needs
Herzberg model Alderfer ERG
model
Self actualization Work itself achievement possibility
of growth responsibility
Growth needs
Esteem and status needs Advancement recognition Relatedness needs
Belonging and social needs Status
Relations with supervisors
Peer relations
Relations with subordinate
Quality of supervision
Existence needs
Safety and security needs Company policy and administration
Job security
Physiological needs Working conditions pay

7.  Maslow needs :the first two levels are considered lower order
needs, the other levels are considered higher order needs.
 Herzberg’s two factor model : maintenance and motivational
factors. The maintenance factors are hygiene factors because
they must not be ignored. They are necessary for building a
foundation on which to create a reasonable level of motivation in
employees. Other job conditions operate primarily to build this
motivation but their absence rarely is strongly dissatisfying.
These conditions are motivational factors. Motivators mostly are
job centered they relate to job content. On the other hand, the
maintenance factors are elated to job context.
Intrinsic motivators are internal rewards that a person feels
when performing a job so there is a direct and often immediate
connection between work and rewards.
extrinsic motivators are external rewards that occur apart from
the nature of work, provide no direct satisfaction at the time the
work is performed.

8.  Alderfre’s ERG model:
1- Existence needs: which combine psychological
and security factors, pay, job security and physical
working conditions.
2- Relatedness needs: involve being understood and
accepted by people above, below and around the
employee at work.
3- Growth needs: involve the desire for both self
esteem and self actualization.

9.  Expectancy model : it is developed by Victor Vroom explains
that motivation is a product of three factors : how much one
wants a reward (valence), one’s estimate of the probability
that effort will result in successful performance (expectancy),
and one’s estimate that performance will result in receiving the
reward (instrumentality)
Valence x expectancy x instrumentality = motivation
Valence: refers to the strength of a person’s preference for
receiving a reward.
Expectancy: is the strength of belief that one’s work related
effort will result in completion of a task.
Instrumentality: represents the employee’s belief that a
reward will be received once the task is accomplished.

10.  The Equity model: it states that employees tend to judge
fairness by comparing the outcomes they receive with
their relevant inputs and also by comparing this ratio
with the ratios of other people.
One’s own outcomes = other’s outcomes
one’s own inputs other’s inputs
 The inputs include all rich and diverse elements that
employees believe they bring or contribute to the job-
their education, seniority, loyalty and commitment, time
and effort.
 The outcomes: are rewards they perceive they get from
their jobs and employers , outcomes include direct pay
and bonuses, social rewards, and job security.

11. POSSIBLE REACTIONS TO PERCEIVED INEQUITY
Type of inequity
reaction
Possible over reward
reaction
Possible under
reward reaction
Internal , physical Work harder Lower productivity
Internal, psychological Discount the reward Inflate value of the reward
External, physical Encourage the referent Bargain for more possibly quit
External ,psychological Person to obtain more change
the referent person
Change the referent person