1. Motivation

2. Sub-topics What is motivation The process of motivation
Four classical theories of motivation
Maslow’s Hierarchy of Needs theory
Hertzberg’s 2-factor theory
Alderfer’s ERG theory

3. Sub-topics Mclelland’s Needs theory Two modern theories of motivation
Adam’s Equity theory
Vroom’s Expectancy theory
Practical application of theories

4. 1. What is motivation
An internal process through which a person’s behaviour is adjusted towards the achievement of his goals, the accomplishment of which results in his motivation
There are 3 major elements:
- Direction (which is the goal / target)
- Depth (how hard the person is trying)
- Duration (for how long the person is trying)

5. 2. The process of motivation
Needs
→ Depth
→ Motive
→ Action / behaviour
→ Successful effort
→ Satisfaction of need
→ Reduction / elimination of need
→ Change in the environment
→ (new) Needs

6. 3. Four classical theories of motivation
Maslow
Hertzberg
Alderfer
McClelland
Higher level needs
Lower level needs
Responsibility, Advancement, Growth
Achievement Recognition
Quality of Interpersonal Relations
Working Conditions
Salary/Security
Self-Actualization
Esteem
Belongingness
Safety and security
Physiological
Growth
Existence
Relatedness
Need for Achievement
Need for Power
Need for Affiliation
Motivation
factors
Hygiene
factors 6

7. 4. Maslow’s Hierarchy of Needs theory

8. 5. Hertzberg’s 2-factor theory
HYGIENE FACTORS
(JOB ENVIRONMENT)
MOTIVATION FACTORS
(JOB CONTENT)
Policies
Supervision
Relationships (with all levels of the hierarchy)
Security
Conditions
Salary
Position
DISATISFACTION – NO DISATISFACTION
Achievement
Recognition
Possibility for growth
Possibility for promotion
Interesting job
Responsibilities
NO MOTIVATION - MOTIVATION

9. 5. Hertzberg’s 2-factor theory
TRADITIONAL APPROACH
MOTIVATION << >> DISATISFACTION
HERTZBERG’S APPROACH
MOTIVATION << >> NO MOTIVATION
DISATISFACTION << >> NO DISATISFACTION

10. 6. Alderfer’s ERG theory Three types of needs - Existence
- Relatedness
- Growth
Motivation is possible by satisfying 2+ needs
Not satisfying lower-level needs means more attention is drawn on satisfying higher-level needs

11. 7. Mclelland’s Needs theory
Three types of needs
- Achievement: people achieve the most when the prospect of success is around 50%; goals that necessitate a reasonable amount of effort and which contain a reasonable amount of challenge
- Power: the way we would like other people (especially in positions of power) to behave towards us
- Affiliation: the social, informal aspect of organisations

12. 8. Two modern theories of motivation
Adam’s Equity theory
- Our own perception of justice / injustice, considering the situation of people on the same job / hierarchical level
Vroom’s Expectancy theory
- What we expect to get based on our perception of our effort / performance

13. 9. Adam’s Equity theory
Four possible ways of dealing with (perceived) injustice
- When a person, based on a per hour system of pay, realises that he is paid more money than other people in the same position, then he tries to increase his effort / productivity
- Based on a similar line of thinking, if productivity is based on actual number of products, then this person tries to increase the quality of the products

14. 9. Adam’s Equity theory
- When a person believes that he is paid less than other people in the same position, then he decreases his effort / productivity or the quality of the products - When the feeling of injustice is too intense, then a person might increase his absences or even quit → Motivation is affected by the person’s (correct / wrong, objective / subjective) perception about his own effort / pay in relation to those of other people

15. 9. Adam’s Equity theory Experiences of an employee
- Within the organisation
- Outside the organisation
- With other employees within the organisation
- With other employees outside the organisation

16. 10. Vroom’s Expectancy theory
Vroom argues that an employee is motivated when he believes that
- The increase of his effort will lead to
- An increase in his performance, which in turn will lead to
- An increase in rewards that matter for him
Motivation is therefore the expectation that an increase in performance will lead to an increase in rewards

17. 10. Vroom’s Expectancy theory
Four stages, 3 relationships

18. 11. Practical application of theories
Participatory management
Payment based on performance
Flexible rewards
Alternative schedules of work
(re) Planning of work