1. P O L C A
Leading

2. What Is Motivation? Motivation
Is the force energizing, giving direction to, and / or leading Human Behavior. Or
The processes that account for an individual’s willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need.
Effort: a measure of intensity or drive.
Direction: toward organizational goals
Need: personalized reason to exert effort
Motivation is a complex interaction of behaviors, needs, rewards/reinforcement and cognitive activities.

3. 3 Major Types of Motivation Theories
Content Theory,
What motivates us?
Process Theory,
Why & How motivation occurs?
Reinforcement Theory,
How outcomes influence behavior?

4. Nature of Motivation Ability Motivation Performance Ability Motivation
Environmental
conditions

5. The Motivation Framework
Need
(Deficiency)
Search for
Ways to satisfy
need
Choice of
Behavior to
Satisfy needs
Evaluation of
satisfaction
Determination of future
Needs and search/choice
For need satisfaction

6. What do we need? Appreciation Success Hard Work Success Hard work
Motivation

7. What is motivation?
The process that account for an individual's intensity, direction and persistence of effort toward attaining a goal.
Intensity means how hard a person tries.
Direction means where efforts are channeled.
Persistence means how long effort is maintained.

8. Unsatisfied Needs develop a tension and creates a drive to fulfill those needs.
When those needs are satisfied, it reduces the tension and a state of relaxation is achieved.

9. Types of Motivators 1. Intrinsic 2. Extrinsic
A person’s internal desire to do something, due to such things an interest, challenge and personal satisfaction.
2. Extrinsic
Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards.

10. Needs Theories Maslow’s Hierarchy of Needs
Herzberg’s Motivation-Hygiene Theory (Two-Factor Theory)
ERG Theory (Aldefer)
Acquired Needs Theory (McClelland)

11. Maslow’s Hierarchy of Needs

12. Maslow’s Hierarchy of Needs
Physiological
It includes hunger, thirst, shelter and other body needs.
Safety
It includes security and protection from physical and emotional harms.
Social
It include affection, belongingness, acceptance and friendship.
Esteem
It includes internal esteem factors such as self-respect, autonomy, achievement; and external esteem factors such as status, recognition and attention.
Self Actualization
The drive to become what one is capable of becoming; includes growth, and achieving one’s potential.

13. Maslow’s Hierarchy of Needs
Needs were categorized as five levels of lower- to higher-order needs.
Individuals must satisfy lower-order needs before they can satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that person is on the hierarchy.
Hierarchy of needs
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization

14. Maslow’s Hierarchy of Needs
Weakness of Theory
1. Five levels of need are not always present.
2. Order is not always the same.
3. Cultural difference

15. Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by different factors.
Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction. Company policy, Administration, Supervision, Working Condition and Salary .
Motivators: intrinsic (psychological) factors that create job satisfaction. Achievement, recognition, work itself, responsibility, advancement and growth.
Attempted to explain why job satisfaction does not result in increased performance.
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.

16. Herzberg’s Motivation-Hygiene Theory

17. ERG Theory
Existence Needs
Related Needs
Growth Needs

18. MaClelland’s Theory of Needs
Theory stating that our needs are acquired or learned on the basis of our life experiences. Three-Needs Theory
Need for Achievement
The drive to excel, achieve in relation to a set of standards, to strive to succeed.
Need for Power
The needs to make others behave in a way that they would not have behaved otherwise.
Need for Affiliation
The desire for friendly and close interpersonal relationships.

19. Early Theories of Motivation (cont’d)
McGregor’s Theory X and Theory Y
Theory X
Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.
Theory Y
Assumes that workers can exercise self-direction, desire responsibility, and like to work.
Motivation is maximized by participative decision making, interesting jobs, and good group relations.

20. Cognitive or Process Responsive Theories
Equity Theory
Expectancy Theory
Goal-Setting Theory
Why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals.

21. Equity Theory
Theory arguing that we prefer situations of Balance or Equity.
Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.
If the ratios are perceived as equal then a state of equity (fairness) exists.
If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded. If under reward then you experience anger or frustration! If over reward the you may experience guilt!
When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice).

22. Reaction to Perceived Inequity
Reduce inputs
Increase outcomes
Rationalize inputs or outcomes
Change for the referent
Leave

23. Equity Theory Employee responses to perceived inequities:
Distort own or others’ ratios.
Induce others to change their own inputs or outcomes.
Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards).
Choose a different comparison (referent) other (person, systems, or self).
Quit their job.
Employees are concerned with both the absolute and relative nature of organizational rewards.

24. Equity Theory Distributive justice Distributive
The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what).
Influences an employee’s satisfaction.
Distributive
The perceived fairness of the process use to determine the distribution of rewards (i.e., how who received what).
Affects an employee’s organizational commitment.