Human Resource

Management

Motivation
Motivation

Motivation: Chapter Contents

Definition
Importance
Models/Theories

Definition of Motivation

Motivation the process of arousing and sustaining

goal-directed behavior
In narrow sense, motivation is a process of satisfying
the wants and needs of the employees and inducing,
encouraging and helping the employees to perform
their assigned jobs more enthusiastically for the
effective achievement of the organizational goals.
In broad sense, motivation is a process of
directing or channeling the behaviors of the
employees toward task performance.

The Motivation Framework

Importance of Motivation
Motivation is essential because:
Motivated employees are always looking for
better ways to do a job.
A motivated employee generally is more quality
oriented
Highly motivated workers are more productive
than apathetic employees

Motivational Theories
Internal

Suggest that variables within the individual give rise

to motivation and behavior
Example: Maslows hierarchy of needs theory
Process
Emphasize the nature of the interaction between the
individual and the environment
Example: Expectancy theory
External
Focus on environmental elements to explain behavior
Example: Two-factor theory
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Maslows Hierarchy of Needs

Physiological
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The Need Hierarchy Approach (Maslow)

People must, in a hierarchical order, satisfy five
needs:
Physiological needs for basic survival and biological
function.
Security needs for a safe physical and emotional
environment.
Belongingness needs for love and affection.
Esteem needs for positive self-image/self-respect and
recognition and respect from others.
Self-actualization needs for realizing ones potential for
personal growth and development.
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The Need Hierarchy Approach (Maslow)

Physiological Needs
Food, water, air and shelter.
Security Needs
Safe physical and emotional environment.
Affiliation Needs
Friendship, love and a feeling of belonging.
Esteem Needs
Feelings of achievement and self worth through
recognition, respect and prestige from others.
Self-Actualization Needs
Self-fulfillment and achievement.

Motivational Theories X and Y

Theory X
A set of assumptions of how to manage
individuals who are motivated by lower
order needs
Theory Y
A set of assumptions of how to manage
individuals who are motivated by higher
order needs

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Theory X & Y
Douglas McGregor
Developed Theory X and Theory Y
Theory X: managements traditionally negative view
of employees as unmotivated and unwilling workers.
Theory Y: the positive view of employees as
energetic, creative, and willing workers.

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McGregors Theories X and Y

Developed by N.

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Theories Applied to Needs Hierarchy

SA
Esteem
Love (Social)
Safety and Security
Physiological

Theory Y a set of
assumptions of how to
manage individuals
motivated by higher
order needs
Theory X a set of
assumptions of how to
manage individuals
motivated by lower
order needs
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MOTIVATIONAL DRIVES
David C. McClelland of Harvard University developed

the following four motivational drives:

1. Achievement motivational drive
2. Affiliation motivational drive
3. Competence motivational drive
4. Power motivational drive
Achievement motivational drive: Some employees in
the organization may have achievement motivational
drive. The employees, who have such drive, try to
overcome the challenges and to achieve the
goals/objectives. To these employees, achievement of
goals/objectives is important for its own sake, not
because some benefits or rewards are associated with this
achievement of goals/objectives. These employees will
work harder and longer period if they perceive that they
would receive personal credits for their effective
performances.

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MOTIVATIONAL DRIVES

Affiliation motivational drive: Some employees

have affiliation motivational drives. They want to
relate themselves with others in the organization.
These people become satisfied by getting associated
with their fellows and friends and they should be
given job freedom as well.
Competence motivational drive: Some employees
have competence motivational drive. They want to
perform high quality work and they want to
improve/develop their skills in the work place.
Power motivational drive: In an organization,
some employees have power motivational drives.
They want to influence other people and the
organization as a whole. They want to participate in
decision making, problem solving, and policy
making process with the management of the
organization that are related to their interest.
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2 Motivational Need Theories

Maslow
Self-actualization
Higher
Order
Needs

McGregor
Theory Y

Esteem
self
interpersonal
Belongingness
(social and love)

Lower
Order
Needs

Safety and Security

interpersonal
physical

Theory X

Physiological
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Herzbergs Two-Factor Theory

Hygiene Factor work condition related to

dissatisfaction caused by discomfort or pain

maintenance factor
contributes to employees feeling not dissatisfied
contributes to absence of complaints

Motivation Factor work condition related to the

satisfaction of the need for psychological growth

job enrichment
leads to superior performance & effort

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MotivationHygiene Theory of Motivation

Company policy and
administration
Supervision
Interpersonal relations
Working conditions
Salary
Status
Security

Hygiene factors avoid

job dissatisfaction

Motivation factors
increase job satisfaction

Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Fringe Benefit?

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The Two Factor Theory of Motivation

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MotivationHygiene
Combinations
High M

Low M

high motivation
low motivation
few complaints
few complaints
high
motivation
low
motivation
Low H
many complaints many complaints

High H

(Motivation = M, Hygiene = H)
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Ways to Motivate People

Training
Coaching
Task assignments
Rewards contingent on good

performance
Valued rewards available

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Motivation & Performance

Motivation Ability = Performance (M A = P)

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