PSU GS

1. Module 9
Jennilee T. Abrenica
GS MDM

2. MOTIVATION
A word derived from the
word ’motive’ which
means needs, desires,
wants or drives within
the individuals. It is the
process of stimulating
people to actions to
accomplish the goals.

3. Motivation is important to an
individual as:
a. Motivation will help him
achieve his personal goals.
b. If an individual is motivated, he
will have job satisfaction.
c. Motivation will help in self-
development of individual.
d. An individual would always
gain by working with a dynamic
team.

4. Motivation is important to a
business or company as:
a. The more motivated the employees are,
the more empowered the team is.
b. The more is the team work and individual
employee contribution, more profitable
and successful is the business.
c. During period of amendments, there will
be more adaptability and creativity.
d. Motivation will lead to an optimistic and
challenging attitude at work place.

5. IMPLICATION
One of the most important functions of management
is to create willingness amongst the employees to
perform in the best of their abilities. Therefore the
role of a leader is to arouse interest in the
performance of employees in their jobs.

6. Need Theories of Motivation
Maslow’s Need Hierarchy Model
Source: http://intuitiontellsmeso.wordpress.com

7. Implication of Maslow’s Theory
of Motivation of Motivation
• HRM policies and practices should pay attention to all of
these needs – ranging from the most basic to the highest in
order to achieve the overall goals of the organization.
• It is not enough that the individual employees are
provided with their basic physiological and psychological
needs but they have to be given the opportunity to
participate in decision making processes in such a way
that will be able to realize their own growth, development,
and potential.

8. Need Theories of Motivation
Alderfer’s ERG Theory of Motivation
Source:http://www.managementstudyguide.com/erg-theory-
motivation.htm

9. a. Existence needs -
include need for basic
material necessities or it
include an individual’s
physiological and physical
safety needs.
b. Relatedness needs - include the aspiration individual’s have for maintaining
significant interpersonal relationships, getting public fame and recognition.
Maslow’s social needs and external component of esteem needs fall under
this class of need.
c. Growth needs - include need for self-development and personal growth and
advancement. Maslow’s self-actualization needs and intrinsic component of
esteem needs fall under this category of need.

10. Implications of the ERG
• Managers must understand that an
employee has various needs that must be
satisfied at the same time.
• According to the ERG theory, if the
manager concentrates solely on one need at
a time, this will not effectively motivate the
employee.

11. Need Theories of Motivation
McClelland’s Theory of Needs / Achievement
Motivation Theory
Source: projectperfect.com.au

12. McClelland’s Theory of Needs /
Achievement Motivation Theory
David McClelland and his associates
proposed this theory states that human
behavior is affected by three needs:
a. Need for achievement is the urge to excel,
to accomplish in relation to a set of
standards, to struggle to achieve success.

13. McClelland’s Theory of Needs /
Achievement Motivation Theory
b. Need for power is the desire to
influence other individual’s
behavior as per your wish. In
other words, it is the desire to
have control over others and to be
influential.
c. Need for affiliation is a need for
open and sociable interpersonal
relationships. In other words, it is
a desire for relationship based on
co-operation and mutual
Source:seanverret.com
understanding.

14. Implication of McClelland’s
Theory for HRM
In designing and managing HR policies and practices, the
HR practitioner should assume that all personnel have the
potential for growth and development. Therefore, the
agency must always provide the employees with ample
opportunities for training and education, for promotion,
and other personnel development.

15. Implication of McClelland’s
Theory for HRM
• Supervisors, directors, or managers with a
strong drive for power should have training
in effective interpersonal and group skills
so that their leadership skills will be used
for enhancing the spirit of teamwork rather
than for dominating or stifling creativity
among subordinates.

16. Management Theories of
Motivation
Theory X presents a pessimistic view of employees’
nature and behavior at work
Assumptions of Theory X
•An average employee intrinsically does not like
work and tries to escape it whenever possible.
•Since the employee does not want to work, he must
be persuaded, compelled, or warned with
punishment so as to achieve organizational goals. A
close supervision is required on part of managers.
The managers adopt a more dictatorial style.

17. Management Theories of
Motivation
Assumptions of Theory X
•Many employees rank job security on top,
and they have little or no aspiration/ ambition.
•Employees generally dislike responsibilities.
•Employees resist change.
•An average employee needs formal direction.

18. Management Theories of
Motivation
Theory Y presents an optimistic view of the
employees’ nature and behavior at work
Assumptions of Theory Y
•Employees can perceive their job as relaxing and
normal. They exercise their physical and mental
efforts in an inherent manner in their jobs.
•Employees may not require only threat, external
control and coercion to work, but they can use self-
direction and self-control if they are dedicated and
sincere to achieve the organizational objectives.

19. Management Theories of
Motivation
• If the job is rewarding and satisfying, then it will
result in employees’ loyalty and commitment to
organization.
• An average employee can learn to admit and
recognize the responsibility. In fact, he can even
learn to obtain responsibility.
• The employees have skills and capabilities. Their
logical capabilities should be fully utilized. In
other words, the creativity, resourcefulness and
innovative potentiality of the employees can be
utilized to solve organizational problems.

20. Implications of Theory X and
Theory Y
Theory X encourages use of tight
control and supervision. It implies that
employees are reluctant to organizational
changes. Thus, it does not encourage
innovation.

21. Implications of Theory X and
Theory Y
Theory Y implies that the managers should
create and encourage a work environment
which provides opportunities to employees to
take initiative and self-direction. Employees
should be given opportunities to contribute to
organizational well-being. Theory Y
encourages decentralization of authority,
teamwork and participative decision making
in an organization.

22. Other Theories of Motivation
• Herzberg’s Two-Factor Theory of Motivation
In 1959, Frederick Herzberg, a
behavioral scientist proposed a two-
factor theory or the motivator-
hygiene theory.
There are some job factors
that result in satisfaction while there
are other job factors that prevent
dissatisfaction. According to
Herzberg, the opposite of
“Satisfaction” is “No satisfaction”
and the opposite of “Dissatisfaction”
is “No Dissatisfaction”.

23. Herzberg’s Two-Factor Theory of
Motivation
Source:
http://www.managementstudyguide.com/herzbergs-theory-motivation

24. Hygiene factors - job factors which are essential for
existence of motivation at workplace. These do not
lead to positive satisfaction for long-term. The
hygiene factors symbolized the physiological
needs which the individuals wanted and expected
to be fulfilled.
Source:learn.lawline.com

25. • Motivational factors
- hygiene factors cannot be
regarded as motivators. The
motivational factors yield m
• positive satisfaction. These
factors are inherent to work.
These factors motivate the
employees for a superior
performance. The motivators
symbolized the psychological
Source: drtareksweedan.blogspot
needs that were perceived as
an additional benefit.
drtareksweedan.blogspot.com

26. Implication of Herzberg’s Theory
Managers must stress upon guaranteeing the adequacy of
the hygiene factors to avoid employee dissatisfaction.
Also, the managers must make sure that the work is
stimulating and rewarding so that the employees are
motivated to work and perform harder and better. This
theory emphasize upon job-enrichment so as to motivate
the employees. The job must utilize the employee’s skills
and competencies to the maximum. Focusing on the
motivational factors can improve work-quality.

27. Other Theories of Motivation
Goal-Setting Theory of Motivation
In 1960’s, Edwin Locke put
forward the Goal-setting theory of
motivation. This theory states that
goal setting is essentially linked to
task performance. It states that
specific and challenging goals along
with appropriate feedback contribute
to higher and better task
performance. In simple words, goals
indicate and give direction to an
employee about what needs to be Source: gostrengths.com
done and how much efforts are
required to be put in.

28. Implication of Goal Setting Theory
Managers must emphasize
to their employees the
goal/s of the company so
as to make clear what the
Source:paulkeetch.com employees are expected to
do. The managers must
also know how to raise
incentives for employees
to complete work quickly
and effectively.

29. Other Theories of Motivation
Reinforcement Theory of Motivation
This was proposed by BF Skinner and his
associates. It states that individual’s behavior is a
function of its consequences. It is based on “law
of effect”, i.e, individual’s behavior with positive
consequences tends to be repeated, but
individual’s behavior with negative consequences
tends not to be repeated.

30. Implication of Reinforcement
Theory
Reinforcement theory explains in detail how an
individual learns behavior. Managers who are
making attempt to motivate the employees must
ensure that they do not reward all employees
simultaneously. They must tell the employees
what they are not doing correct. They must tell the
employees how they can achieve positive
reinforcement.

31. Other Theories of Motivation
Equity Theory
The core of the equity theory is the principle of
balance or equity. As per this motivation theory, an
individual’s motivation level is correlated to his perception of
equity, fairness and justice practiced by the management.

32. Implication of Equity Theory
Managers must know how to treat their
employees with all fairness and justice, not
only to attain the goals of the company, but
also to boost the morale of each of the
employees.

33. SUMMARY
Motivation is an internal feeling which
can be understood only by manager since he
is in close contact with the employees. Needs,
wants and desires are inter-related and they
are the driving force to act. These needs can
be understood by the manager and he can
frame motivation plans accordingly.

34. SUMMARY
Motivation therefore is a
continuous process since motivation
process is based on needs which are
unlimited. The process has to be
continued throughout.

35. Reference
Legaspi, Perla. Human Resource Development
Open University UP Diliman Quezon City 2002