1. Dr. Eoghan O’ Grady Faculty of Business DIT Prague November 2012
Motivation
Dr. Eoghan O’ Grady
Faculty of Business
DIT
Prague November 2012

2. Motivational Theories and Essential Elements of the Motivation Process
What is Motivation ?
Motivation refers to the psychological processes that cause the arousal direction and persistence of voluntary actions that are goal directed.

3. Limitations of Theory
Any one theory is only a piece of the picture – an heuristic
No theory can be simultaneously Precise, Simple, and General
No theory can ever be either verified or falsified completely
They have not been formulated upon sound body of research-tested hypotheses and therefore such ‘theories’ are often little more than propositions.
Any research actually carried out into motivation is usually either limited in its scope, or set in very artificial surroundings.

4. Question or Does job satisfaction lead to performance?
Does performance lead to job satisfaction?

5. Job Satisfaction and Performance
The relationship between job satisfaction and performance is probably circular!
Increased job satisfaction is likely to lead to higher and or more consistent performance
And
Higher performance is in turn is likely to lead to increased job satisfaction!

6. Motivation Theories – Why?
Performance = f (ability, MOTIVATION and environment)

7. 1. Content (Need) Theories
The satisfaction of needs - Maslow’s hierarchy
In the 1940’s Abraham Maslow proposed that all people share a common set of needs that require fulfilment.
He maintained that needs are arranged in a ‘hierarchy’ such that the lower-order needs must be satisfied before a higher-order need gains potency.

8. Maslow’s Hierarchy of Human Needs
Self Actualisation
Esteem
Belongingness
Social and Love
Safety and Security
Physiological needs
Higher-order needs
Lower-order needs

9. Maslow’s Hierarchy of Human Needs
Self Actualisation
Esteem
Belongingness
Social and Love
Safety and Security
Physiological needs
Achievement
Status
Friendship
Stability
Sustenance
Challenging Job
Job Title
Friends in
work group
Pension Plan
Basic Salary

10. McCelland’s AAP Theory
Achievement
Affiliation
Power

11. McClelland’s AAP Theory ctd.
Focus on not just what people do, but what they think and feel
Need for Affiliation (nAff)
The desire for friendly and close interpersonal relationships
Need for Achievement (nAch)
The need to accomplish goals, excel and strive continually to do things better
Need for Power (nPow)
The need to influence others, to be in control of one’s environment
All have positive and negative face.
Pow – socialized versus personalized power
Aff – affiliate interest vs. affiliate assurance
Hofstede found the term achievement did not translate well across cultures – its involving of risk and career focus not always understood
Managers need reasonably high NPOW to function as leaders – but should differentiate between socialized power and personalized power. High
Npow does not automatically mean an autocratic style
High Naff means good at communicating and network building
Hifh Nach not always constructive in managers – perfectionism. Good at moderate risks, like feedback, task oriented

12. Alderfer’s ERG Theory
Existence
Relatedness
Growth

13. Alderfer’s ERG Theory ctd.
Existence needs are seen as necessary for basic human existence and are similar to Maslow’s physiological and security needs
Relatedness needs involve the need to relate to others and are similar to Maslow’s belongingness and esteem needs
Growth needs are analogous to Maslow’s needs for self-esteem and self-actualisation

14. Questions Concerning Human Needs
What ‘needs’ drive you?
What do you think are the ‘needs’ that drive the people you work with?
Do staff feel a significant and lasting identification with a group at work?
Are such groups part of the structure or have they been created to fill an absence of same?
Are all staff able to identify with some meaningful output?
Are there opportunities for all staff to grow and develop?

15. 2. Job Design Theory
During the late 1950’s and early 1960’s in the background of high world wide demand and low employment research was focussed upon identifying the conditions within which people could find an adequate level of job satisfaction.
With the level of unrest growing in the western world, particularly in those industries concerned with mass production, job satisfaction became a central concern for managers

16. Two-Factor Theory - Herzberg
Frederick Herzberg carried out research into the conditions required for satisfaction and dissatisfaction in the work place.
He identified two set of variables:
Hygiene Factors & Motivating Factors

17. Hygiene factors Motivating factors
Salary
Job Security
Work Conditions
Status
Company procedures
Quality of technical supervision
Quality of interpersonal relationship with others
Achievement
Recognition
Responsibility
Advancement
The work itself
The possibilities of growth
Of the above variables perhaps the most controversial is that of salary.
Herzberg maintained that pay increases only serve to motivate if they are clearly seen as recognition of performance
Pay, in itself, is not regarded as a motivator - insufficient is however a powerful de-motivator!

18. Questions Concerning Job Design Theory
If there are signs of staff dissatisfaction, do you know the real intrinsic reasons for this?
Given that pay is a hygiene factor, unless it is closely linked to performance, to what extent do your pay/reward systems provide accurate and timely recognition for high performance?
Are there opportunities, at all levels, for increasing the level of rewards intrinsic to the job in question?