MOTIVATION AT WORK

MEANING
Is the result of an interaction between the person and a situation; it
is not a personal trait.
Is the process by which a persons efforts are energized, directed,
and sustained towards attaining a goal.
o Energy: a measure of intensity or drive.
o Direction: toward organizational goals
o Persistence: exerting effort to achieve goals.

Motivation works best when individual needs are compatible with

organizational goals.

MODEL OF MOTIVATION PROCESS

Learning

Unfilled
needs wants
and desire

Tension

Drive

Behaviour

Cognitive
process

Cognitive
process

Goal or need
fulfillment

WHAT MOTIVATES PEOPLE

External Rewards
Salary
Working conditions
Benefits
Environment

Internal Rewards
Achievement
Responsibility
Recognition
Feedback
Learning and growth

In addition to the external and internal awards, have:

Employee engagement
Challenging job profiles
Keep them self-motivated
Good projects
Job rotation
Job security / stability
Good team, co-workers, bosses

EARLY THEORIES OF MOTIVATION

Maslows Hierarchy of Needs
MacGregor's Theories X and Y
McClellands

MASLOWS HIERARCHY OF NEEDS THEORY

Maslows Hierarchy of Needs Theory

oNeeds 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.

oHierarchy of needs

Lower-order (external): physiological, safety

Higher-order (internal): social, esteem, self-actualization

MCGREGORS THEORY X AND THEORY Y

McGregors Theory X and Theory Y
oTheory X

o Assumes that workers have little ambition, dislike work, avoid

responsibility, and require close supervision.

oTheory Y

o Assumes that workers can exercise self-direction, desire responsibility,

and like to work.

oAssumption:
o Motivation is maximized by participative decision making, interesting jobs,
and good group relations.

MCCLELLANDS MOTIVATIONAL
NEEDS THEORY

ACHIEVEMENT

AFFILIATION

POWER

ACHIEVEMENT
The belief that it is important to meet or exceed a standard of excellence.
Focus upon:
Out-performing others
Performing against internal standards of excellence
Achieving unique or innovative accomplishments
Long-range career planning
If you scored highest in Achievement:
You place importance on doing things better, faster or in new
ways
You want to use time well and get frustrated by time-wasting
You can see organizational politics as a waste of time
Given the choice of doing something yourself or delegating,
you would probably choose to do it yourself

AFFILIATION
The belief that establishing and maintaining close, friendly relationships is important
Focus upon:
Being liked, accepted and popular
Concern about separation or disruption of relationships
Seeing group tasks as primarily social activities
If you scored highest in Affiliation:
You place highest priority on avoiding conflict and
maintaining good relations
You are concerned about peoples feelings
You take time to socialize at work and are in touch
the grapevine
If you had to delegate to someone who might resent the
extra work, you would most likely do it yourself

POWER
The belief that having an impact matters.
Focus upon:
Feeling or being perceived as strong, effective and influential
Taking forceful actions that affect people
Giving unsolicited support or advice
Influencing, persuading or making a point
The value for Power can take 2 forms:
1. Personalized Power used for self-benefit
2. Socialized Power used for the benefit of others

If you scored highest in Power:

You are most concerned with having impact on events and people
You make a point of understanding organizational politics and influential relationships
When used as socialized power and given the choice of doing something yourself or delegating,
you would prefer to let the other person complete the task so that they can learn and develop.

STRATEGIES FOR MOTIVATION

Positive reinforcement
Effective discipline
Treating people fairly
Satisfying employees needs
Setting work related goals
Restructuring jobs
Base rewards on job performance