MGT162

After completing this chapter, students should

be able to:
Explain the basic motivation process
Outline how goal setting is used as a

tool for

motivating individuals
Describe how the reinforcement approach is
used to increase and decrease behavior in an
organizational setting

 The

forces acting upon or within a person

that cause that person to expend to
behave in a specific, goal-directed manner.
It is a psychological process that gives
purpose and direction to behavior.

The management process of influencing

peoples behavior to behave in a way that
ensures the accomplishment of some goal.

Motivation

Ability

Performance

Eg: You are motivated to become an accountant.

Motivation
x
(Goal & desire)

Ability
=
(Education,
Knowledge)

Performance
(Accountant)

Traditional Model
Often

associated with Frederick Taylor

and Scientific Management.
through a system of wage incentives the

more workers produced, the more they

earned.

Human Relations
Model
Often

associated with
Elton Mayo and his
contemporaries.
managers could

motivate employees by
acknowledging their
social needs and by
making them feel
useful and important.

Human Resources Model

Often

associated with Douglas McGregor.

Theory X people have an inherent dislike of

work.
Theory Y people want to work and can
derive great deal of satisfaction from work.

Maslows Hierarchy of Needs

Herzbergs Two-Factor Model

 According

to Maslow, individuals have

various needs and try to satisfy these
needs using a priority system or
hierarchy.

Maslow

specified five (5) fundamental

needs people have.

Physiological needs
Needs such as food, water, air, and shelter
Needs a good, comfortable working conditions such as basic
wage or salary
Managers who focus on physiological needs assume that
people work mainly for money and are primarily concerned
with comfort and their rate of pay.

Security needs
Needs to have a safe physical and emotional environment.
Needs protection against threats or unsafe working
environment such as job security and predictable work
environment.
Managers will often emphasize rules, job security and fringe
benefits.

Affiliation needs
Needs for friendship, love and a feeling of belonging.
Needs acceptance by others such as association and
communication with others and being part of the group.
Individuals value their work as an opportunity for finding
and establishing friendly interpersonal relationships.

Esteem needs
Needs for personal feelings of achievement and self-worth
and by recognition, respect and prestige from others.
Managers who focus on esteem needs try to foster
employees pride in their work and use public rewards and
recognition for services.

Self-Actualization needs
Needs for self-fulfillment and the opportunity to achieve
ones potential.
Peoples who strive for self-actualization accept themselves
and use their abilities to the fullest and most creative
extent.
Managers who emphasize self-actualization may involve
employees in designing jobs or make special assignments
that capitalize on employees unique skills.

Maslows Hierarchy of Needs

Herzbergs Two-Factor Model

 Herzberg

found that the factors leading to

job satisfaction were separate and distinct
from those that lead to job dissatisfaction.
Motivator factors

Related to job content or what people

actually do in their work.
Hygiene factors
Associated with the job context in which
the job is performed.

 Expectancy
Equity
Goal

Model

Model

Setting

Reinforcement

Theory

The expectancy model suggests that motivation

to expend effort to do something is determined
by three basic individual perceptions.
The perception that effort will lead to performance.
The perception that rewards are attached to

performance.
The perception that the outcomes, or rewards, are

valuable to the individual.

Expectancy
The belief that a particular level of effort will be
followed by a particular level of performance.
Instrumentality
The probability assigned by the individual that a
specific level of achieved task performance will lead
to various work outcomes.
Valence
The value or importance that the individual
attaches to various work outcomes.

Effort
Expectancy

Performance
Instrumentality

Outcomes: Rewards
Valence

Equity model focuses on an individuals feelings

about how fairly he or she is treated in
comparison with others.
People have a perception of the ratio of their inputs

compared to their own outcomes in a situation.

They also have a perception of the ratio of everyone

elses inputs to outcomes.

Then, each person compares his or her own ration to

that of everyone else.

To reduce a perceived inequity, a person may take

one of the following actions:
Change work inputs either upward or downward to an

equitable level.
Change outcomes to restore equity.
Psychologically distort comparisons.
Change the comparison person he or she is using to
another person.
Leave the situation (e.g., quit the job or transfer to
another department).

A process intended to increase efficiency and

effectiveness by specifying the desired outcomes
toward which individuals, groups, departments, and
organizations work.
Goals setting serves three purposes:
Guide and direct behavior toward overall

organizational goals and strategies.

Provide challenges and standards against which

the individual can be assessed.

Define what is important and provide a framework

for planning.

 Effective

goal setting
should be:
S pecific
M easurable
A chievable
R esults oriented
T ime related

Based on the idea that people learn to repeat

behaviours that are positively rewarded
(reinforced) and avoid behaviours that are
punished (not reinforced).
The application of reinforcement theory is
frequently called behaviour modification
because it involves changing ones own
behavior or the behaviour of someone else.

 Positive

Reinforcement

The administration of positive and rewarding

consequences following a desired behaviour.

Negative

Reinforcement

Also called avoidance learning, strengthens

desired behaviour by allowing escape from

an undesirable consequence.

 Extinction
The withdrawal of the positive reward or

reinforcing consequences for an

undesirable behaviour.
Punishment
The administration of negative

consequences following undesirable

behaviour.

The application of Reinforcement Theory is

called behavior modification.
The reason is that the intent of applying the
concepts is to change or modify, ones own,
or someone elses behaviour.
Hopefully, managers reward behaviour of
employees that is desirable for the
organization (high performance) and ignore
behaviour that is not, or even punish it.