The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.

1. Motivation
Organizational Behaviour

2. Motivation
 Overview
◦ The study of motivation is complex. It is a
significant study for managers because
employees when motivated are stimulated
to achieve organizational goals.
Employees who are motivated remain
focus in a systematic way. Without a
knowledge of motivation managers are in
danger of guiding the behaviour of
subordinates and make mistakes towards
the desired outcomes of the organization.

3. Motivation
 What makes motivation a complex study
is the fact that it takes different
approaches to motivate an employee. In
addressing what it takes to motivate an
employee, we need to examine the
following:
◦ Meeting the basic needs.
◦ Designing jobs that motivate employees.
◦ Creating the belief that desired goals can be
achieved.
◦ Treating people equitably.

4. Objective
 Students should be able to:
1. Define motivation.
2. Understand the process of motivation.
3. Explain the content theories and
process theories of motivation.
4. Grasp the implications for managers.

5. The Motivation Process
Reduction
Unsatisfied Search Satisfied
Tension Drivers of the
need behaviour need
tension
An unsatisfied need creates tension that
A need is and
stimulates the drive within an individual to internal state that
generate a search behaviour to fins makes certain
particular goals, if attained, will satisfy the outcomes
need and reduce the tension (Robbins and attractive.
Decenzo, 2004 p.280).

6. Definition of motivation
 Motivation represents forces acting
within a person the causes a person to
behave in a specific, goal-directed
manner (Slocum and Hellriegel, 2007
p.392).
 The arousal, direction, and persistence
of behaviour (Daft 2005 p.588).
 The willingness to exert high levels of
effort to reach organizational goals,
conditioned by the effort’s ability to
satisfy some individual need (Robbins
and Decenzo, 2004 p. 279).

7. Categories of motivation theories
A group of theories that places
emphasis on needs that motivate
people
Content
theories
Motivation
Process
theories
A category of theories that
explain how employees select
behaviours to meet their
needs

8. Content Theories
Motivation
•Maslow’s hierarchy of needs
•Herzberg’s Two-factor theory
•McClelland’s Acquire needs theory
• Alderfer’s ERG theory

9. Maslow’s Motivation Theory
• Achieving one’s potential, self-fulfilment,
Self-
actualization becoming what one is capable of
becoming.
• The desire for a positive self-
Esteem
image, to achieve attention,
recognition, and appreciation from
others.
• A need to be accepted by
Social peers, friendship, being part
of a group.
• A need for safe and
Safety
secure fro physical and
emotional environment,
free from threat.
• Food, drink, shelter,
Physiological
sexual satisfaction,
and other bodily
requirements.

10. Maslow theory – the
explanation
 Lower-end needs are the priority
needs, which must be satisfied before
higher-order need are activated.
 Needs are satisfied in sequence.
 When a need is satisfied, it declines in
importance and the next need
becomes dominant.
 To motivate an individual one must
know where that person is in the
hierarchy and focus on satisfying at or
above that level.

11. Implications of Maslow’s theory
in the workplace
 Not everyone is motivated in the same
way.
 Motivation and need satisfaction are
anticipatory in nature.
 Managers must seek to guide and
direct employee behaviour to meet the
organizational needs and individual
needs simultaneously.

12. Herzberg’s Two-factor Theory
Hygiene Factors
Working conditions Motivators
Pay and security Achievement
Company policies Recognition
Supervisors Responsibility
Interpersonal relationships Work itself
Personal growth
Satisfaction No satisfaction
Motivation factors
Hygiene factors
No dissatisfaction
dissatisfaction

13. Herzberg’s theory -
explanation
 Hygiene factors involve the presence or
absence of job dissatisfiers. When the
hygiene factors are present, the
individual is not dissatisfied; however
when they are absent the individual is
dissatisfied. In any case hygiene factors
do not motivate.
 Motivators are factors that influence
satisfaction and consequently motivate
the person from within as he or she
achieve the higher-level needs of
achievement, recognition, and personal
growth.

14. Implication of Herzberg’s
theory
 Providing the hygiene factors will
eliminate employee dissatisfaction but
will not motivate workers to high levels of
achievement. Recognition, responsibility,
and the opportunity to achieve personal
growth will promote satisfaction and
employee performance.
 The benefit of this theory has
implications for the effect of company
systems and job design (how work is
arranged and how much employees
control their work) on employee
satisfaction and performance.

15. Maslow and Herzberg
compared

16. Acquired-Needs Model
 The basis of the model is that needs
are acquired or learned from the life
experiences in the culture in which we
live (Lewis et at, 2007 p 381).
 The acquire needs model focuses on
three important needs in the work
environment:
1. Need foe achievement (n-ach)
2. Need for power (n-pow)
3. Need for affiliation (n-affil

17. Acquired-needs model
 n-ach – the drive to excel, to
accomplish, and to achieve a standard
of excellence.
 n-pow – the need to influence and
control one’s environment; may
involve either personal power or
institutional power.
 n-affil – the need for friendly and close
interpersonal relationships

18. Implication
 Acquired-need model provides
managers with the understanding of
the underlying needs that motivate
people to behave in certain ways. This
model does not explain why people
choose a particular way of behaviour.

19. Process theories
•Expectancy theory
•Equity theory
•Goal setting theory

20. Equity Theory
 A process theory that focuses on
individuals’ perception of how fairly
they are treated relative to others.
 A situation that exists when the ratio of
one person’s outcome to input equals
that of another person.
 Input – an individual’s contribution or
effort
 Output – what an individual receives
from his or her contribution or effort

21. Equity theory explained
 According to the theory individuals
assign a degree of importance to their
input and outcomes. Individuals feel
that they are treated fairly when they
perceive that their outcomes to inputs
are equal to that of others.
 Any deviation from this perception
leads to a feeling of inequity and
demotivation. Such inequity feeling
results in various actions the
individuals are likely to take.

22. Equity theory explained
 Consequences of inequity:
1. Change in inputs – a person may choose to
increase or decrease his or her inputs to
the organization
2. Change outcomes – a person may change
his or her outcomes to restore equity. An
unpaid person may request a salary
increase or better working conditions.
3. Distort perceptions – a person may
mentally distort the situation to achieve a
balance.
4. Leave the job – a person may tender his or
her resignation of request a transfer to
another department.

23. Implication of the equity
theory
 Implication for the equity theory for
managers is that employees do
evaluate their perceived equity of their
rewards compared to others’.
 Smart managers should try to ensure
that there is fairness in the distribution
of rewards to keep employees
motivated.

24. The Expectancy Theory
 A process theory simply states that
people are motivated to work when
they believe that they can achieve
things they want from their jobs. Such
expectation depends on their ability to
perform the task, given their effort and
the attractiveness of the reward.

25. Expectancy theory
Expectancy Valance
Probability The value
that effort will of outcome
lead to desired
performance
Individual
effort
Outcome
E P P O
performance
Expectancy theory is base on a
relationship between effort and
performance. A great individual effort Expectancy
should lead to high performance, which The probability
should result in the desired out. If the that performance
will produce the
outcomes that available from high effort desired outcome
and high performance and are not
attractive, the individual motivation will be

26. Implication for Managers
 Managers need to find out what
rewards under their control have the
highest value (valence) and link
reward to the employees performance.
 If effort is low, managers might provide
coaching, leadership and training to
increase them.