MotivationMotivationPrepared by:Prepared by:

LILIBETH A. ROLDANLILIBETH A. ROLDANANDAND

NANCY B. PANGILINANNANCY B. PANGILINAN

What is motivationWhat is motivation??•giving of a reason to actgiving of a reason to act: : the act of the act of

giving somebody a reason or incentive giving somebody a reason or incentive to do something to do something

•enthusiasm:enthusiasm: a feeling of interest or a feeling of interest or enthusiasm that makes somebody want enthusiasm that makes somebody want to do something, or something that to do something, or something that causes such a feeling causes such a feeling

•reason:reason: a reason for doing something or a reason for doing something or behaving in some waybehaving in some way

What is motivation?What is motivation? • is the set of reasons that determines one to is the set of reasons that determines one to

engage in a particular behavior. The term is engage in a particular behavior. The term is generally used for human motivation but, generally used for human motivation but, theoretically, it can be used to describe the theoretically, it can be used to describe the causes for animal behavior as well. This article causes for animal behavior as well. This article refers to human motivation. According to refers to human motivation. According to various theories, motivation may be rooted in various theories, motivation may be rooted in the basic need to minimize physical pain and the basic need to minimize physical pain and maximize pleasure, or it may include specific maximize pleasure, or it may include specific needs such as eating and resting, or a desired needs such as eating and resting, or a desired object, hobby, object, hobby, goalgoal, state of being, , state of being, idealideal, or it , or it may be attributed to less-apparent reasons may be attributed to less-apparent reasons such as such as altruismaltruism, or , or moralitymorality, or overcoming , or overcoming mortalitymortality

What is work What is work Motivation?Motivation? • It is the set of internal and It is the set of internal and

external forces that cause an external forces that cause an employee to choose a course employee to choose a course and engage in certain and engage in certain behaviors. Ideally, these behaviors. Ideally, these behaviors will be directed at behaviors will be directed at the achievement of an the achievement of an organizational goal.organizational goal.

Three Elements of Work Three Elements of Work MotivationMotivation

•Direction and focus of the Direction and focus of the behaviorbehavior (positive factors are (positive factors are dependability, creativity, dependability, creativity, helpfulness, timeliness; helpfulness, timeliness; dysfunctional factors are dysfunctional factors are tardiness, absenteeism, tardiness, absenteeism, withdrawal and low performance)withdrawal and low performance)

Three Elements of Work Three Elements of Work MotivationMotivation

•Level of the effort Level of the effort providedprovided

((making a full commitment to making a full commitment to excellence versus doing just excellence versus doing just enough to get by)enough to get by)

Three Elements of Work Three Elements of Work MotivationMotivation

•Persistence of the Persistence of the behaviorbehavior (repeatedly (repeatedly maintaining the effort maintaining the effort versus giving up versus giving up prematurely)prematurely)

Motivational DrivesMotivational Drives

People tend to develop certain People tend to develop certain motivational drives as a motivational drives as a product of the cultural product of the cultural environment in which they environment in which they live, and these drives affect live, and these drives affect the way people view their jobs the way people view their jobs and approach their lives. and approach their lives.

Patterns of motivation Patterns of motivation generated by David C. generated by David C. McClellandMcClelland• Achievement MotivationAchievement Motivation - - is a is a

drive to overcome challenges, drive to overcome challenges, advance and grow.advance and grow.

• Affiliation motivationAffiliation motivation - -is a drive to is a drive to relate to people on a social basis.relate to people on a social basis.

• Power motivationPower motivation - -is a drive to is a drive to influence people and change influence people and change situations. situations.

Achievement-motivated

people

Affiliation-motivated

person

Power-motivated person

Work harder when their supervisor provides a detailed evaluation of their work behavior.

Work better when they are complimented for their favorable attitudes and cooperation

Wish to create an impact on their organizations and are willing to take risks to do so.

Select assistants who are technically capable, with little regard for personal feelings about them

Select friends to surround them. They receive inner satisfaction from being friends, and they want the job freedom to develop these relationship

Make excellent managers if their drives are for institutional power instead of personal power.

Managerial Application Managerial Application of the drivesof the drives

•Knowledge of the differences among Knowledge of the differences among the three motivational drives the three motivational drives requires managers to think requires managers to think contingently and to understand the contingently and to understand the work attitudes of each employee. work attitudes of each employee. They can deal with employees They can deal with employees differently according to the differently according to the strongest motivational drive to strongest motivational drive to identify the needs of the employees.identify the needs of the employees.

Human NeedsHuman Needs

Types of needsTypes of needs

• Basic physical needs called Basic physical needs called primary needsprimary needs - include food, - include food, water, sex, sleep, air and reasonably water, sex, sleep, air and reasonably comfortable temperature. These are comfortable temperature. These are important for survival of the human important for survival of the human race, virtually universal, but they race, virtually universal, but they vary in intensity from one person to vary in intensity from one person to another.another.

TypesTypes of needsof needs

• Social and Psychological needs Social and Psychological needs called secondary needs-called secondary needs- are more are more vague because they represent needs of vague because they represent needs of the mind and spirit rather than of the the mind and spirit rather than of the physical body. Many of these needs are physical body. Many of these needs are developed as people mature. Examples developed as people mature. Examples are self-esteem, sense of duty, are self-esteem, sense of duty, competitiveness, self-assertion, and to competitiveness, self-assertion, and to giving, belonging, receiving affection.giving, belonging, receiving affection.

Seven Key conclusions Seven Key conclusions about secondary needsabout secondary needs• Are strongly conditioned by experienceAre strongly conditioned by experience• Vary in type and intensity among peopleVary in type and intensity among people• Are subject to change across time within Are subject to change across time within

any individualany individual• Cannot usually be isolated, but rather work Cannot usually be isolated, but rather work

in combination and influence one anotherin combination and influence one another• Are often hidden from conscious recognitionAre often hidden from conscious recognition• Are vague feelings as opposed to specific Are vague feelings as opposed to specific

physical needphysical need• Influence behavior in powerful waysInfluence behavior in powerful ways

Three Major Three Major Classification of Classification of Human NeedsHuman Needs

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

According to A.H. Maslow, According to A.H. Maslow, human needs are not equal of human needs are not equal of strength and they emerge in a strength and they emerge in a definite sequence. As the definite sequence. As the primary needs become primary needs become satisfied, a person places more satisfied, a person places more emphasis on the secondary emphasis on the secondary needs. needs.

Lower-Order NeedsLower-Order Needs

•First levelFirst level - involve basic survival and - involve basic survival and include physiological needs for food, air, include physiological needs for food, air, water and sleepwater and sleep

•Second levelSecond level - tends to dominate - tends to dominate bodily safety (such as freedom from bodily safety (such as freedom from dangerous work environment) and dangerous work environment) and economical security (such as a no-layoff economical security (such as a no-layoff guarantee or a comfortable retirement guarantee or a comfortable retirement plan)plan)

Higher-Order NeedsHigher-Order Needs• Third levelThird level - concerns love, belonging, - concerns love, belonging,

and social involvement at work (friendship and social involvement at work (friendship and compatible associates)and compatible associates)

• Fourth levelFourth level - encompasses those for - encompasses those for esteem and status, including one’s feelings esteem and status, including one’s feelings of self-worth and of competence.of self-worth and of competence.

• Fifth levelFifth level - self-actualization, means - self-actualization, means becoming all that one is capable of becoming all that one is capable of becoming, using one’s skills to the fullest, becoming, using one’s skills to the fullest, and stretching talents to the maximumand stretching talents to the maximum

Herzberg’s two-factor Herzberg’s two-factor modelmodel•MaintenanceMaintenance (hygiene factor are (hygiene factor are

not strongly motivating, they are not strongly motivating, they are dissatisfier; they are related to the dissatisfier; they are related to the environment surrounding the job; environment surrounding the job; they relate to job context) they relate to job context) and and Motivational factorMotivational factor (satisfiers; (satisfiers; they are related to job-centered; they are related to job-centered; they related to job content)they related to job content)

Herzberg’s two-factor Herzberg’s two-factor modelmodel•Intrinsic MotivatorsIntrinsic Motivators (are internal (are internal

rewards that a person feels when performing rewards that a person feels when performing a job, so, there is a direction and often a job, so, there is a direction and often immediate connection between work and immediate connection between work and reward; self-motivated ) reward; self-motivated ) and Extrinsic and Extrinsic MotivatorsMotivators (are external rewards that (are external rewards that occur apart from the nature of work, occur apart from the nature of work, providing no direct satisfaction at the time providing no direct satisfaction at the time the work is performed. Examples are the work is performed. Examples are retirement plan, health insurance, vacations)retirement plan, health insurance, vacations)

Maintenance Factors Motivational Factors•Dissatisfiers Satisfiers•Hygience factor Motivators•Job Context Job Content•Extrinsic factors Intrinsic factors•Examples Examples•Company policy and administration Achievement•Quality of supervision Recognition•Relations with Supervisors Advancement•Peer relations Work itself•Relations with subordinates Possibility of growth•Pay•Job Security•Working conditions•Status

Alderfer’s E-R-G ModelAlderfer’s E-R-G Model

The E-R-G modelThe E-R-G model•EExistence needsxistence needs – combine – combine

physiological and security factors (pay, physiological and security factors (pay, physical working conditions, job physical working conditions, job security, and fringe benefits)security, and fringe benefits)

•RRelatedness needselatedness needs – – involve being involve being understood and accepted by people understood and accepted by people above, below and around the above, below and around the employee at work and away from it.employee at work and away from it.

•GGrowth needsrowth needs – involve the desire for – involve the desire for both self-esteem and self-actualizationboth self-esteem and self-actualization

Behavior ModificationBehavior Modification

•Organizational Behavior Organizational Behavior Modification or OB ModModification or OB Mod – – is the applications in is the applications in organizations of the principles organizations of the principles of behavior modification, which of behavior modification, which evolved from the work B.F. evolved from the work B.F. Skinner. Skinner.

Process Theories of Process Theories of MotivationMotivation

Process Theories of Process Theories of MotivationMotivation

•Law of EffectLaw of Effect – – states that a states that a person tends to repeat behavior person tends to repeat behavior that is accompanied by that is accompanied by favorable consequences favorable consequences (reinforcement) and tends not (reinforcement) and tends not to repeat behavior that is to repeat behavior that is accompanied by unfavorable accompanied by unfavorable consequences.consequences.

Alternative Alternative consequencesconsequences

Alternative Alternative ConsequencesConsequences

•Positive reinforcementPositive reinforcement – provides a favorable – provides a favorable consequence that consequence that encourages repetition of a encourages repetition of a behavior. behavior.

Alternative Alternative ConsequencesConsequences

•Shaping Shaping – is a systematic – is a systematic and progressive and progressive application of positive application of positive reinforcement. reinforcement.

Alternative Alternative ConsequencesConsequences•Negative reinforcementNegative reinforcement – –

occur when behavior is occur when behavior is accompanied by accompanied by removalremoval of an of an unfavorable consequence; unfavorable consequence; therefore, it is not the same as therefore, it is not the same as punishment, which normally punishment, which normally addsadds something unfavorable. something unfavorable.

Alternative Alternative ConsequencesConsequences•Punishment Punishment –– is the is the

administration of an administration of an unfavorable consequence that unfavorable consequence that discourages undesirable discourages undesirable behavior which needs to be behavior which needs to be used with caution because it used with caution because it has certain limitations has certain limitations

Alternative Alternative ConsequencesConsequences

•ExtinctionExtinction – – is the is the withholding of significant withholding of significant positive consequences that positive consequences that were previously provided were previously provided for a desirable behavior. for a desirable behavior.

Interpreting behavior Interpreting behavior modificationmodification

The major benefit of behavior The major benefit of behavior modification is that it encourage modification is that it encourage managers to analyze employees managers to analyze employees behavior, explore why it occurs and behavior, explore why it occurs and how often, and identify specific how often, and identify specific consequences that will help change consequences that will help change it when they are applied it when they are applied systematically.systematically.

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