Professional Documents
Culture Documents
Presentation Format
Introduction
Motivation Defined
Behavior
Content Theories
Maslow’s Hierrarcy of Needs Theory
Douglas McGregor- Theory X and Theory Y
Alderfer’s ERG Theory
McClelland’s Achievement Motivation Theory
Herzberg’s Two Factor Theory
Presentation Format
Content theory of motivation
Process Theories of Motivation
Equity Theory of Motivation
Expectancy Theory of Motivation
MOTIVATION
Antoine de Saint-Exupéry
What is Motivation
Motivation
Motiv ation
Performance
Ability Opportunity
Motivation Defined
Derived from the Latin term motivus (a moving cause).
Defined as “forces acting either on or within a person to
initiate behavior”.
Encyclopedia Britannica
“Motivation is an internal state or condition (sometimes
described as a need, desire, or want) that serves to
activate or energize behavior and give it direction”.
Kleinginna, P., Jr., & Kleinginna A. (Motivation & Emotion 1981)
“The arousal, direction, & persistence of behavior”.
Franken, R. (Human Motivation 1994)
What is Behavior
Person Environment
•Abilities •Organization
•Skills •Work group
•Personality •Job
•Perception •Personal life
•Attitudes
•Values
•ethics
Behavior
Motivation: A Dynamic Process
Drives: Needs:
goal-directed Internal state of
tendencies disequilibrium/
based on a deficiency
change which
in an organism's has the capacity
biological state. Tension: to energize/ trigger a
Physical or behavioral response.
physiological
Behavior
attempt to reduce tension
Types
Content Theory
Process Theory
Content Theory
Two Types
Malsow’s Heirarchy Of Needs Model
McClelland’s Needs Model
Process Theory
Expectancy Theory
Abraham Maslow Hierarchy of Needs
Theory 1954
Motivation research has long considered human
motives and needs. However, isolating people's
motivational needs can be a difficult process
because most people are not explicitly aware of
what their motives are.
In attempting to understand employee motivation,
Abraham Maslow proposed Hierarchy of Needs
based on the assumption that people are
motivated by a series of five universal needs.
These needs are raked, according to the order in
which they influence human behavior, in
hierarchical fashion.
Abraham Maslow Hierarchy of Needs
Theory 1954
Self-Actualization
Esteem
Belonging
Safety
Physiological/ Survival
Douglas McGregor
Theory X and Theory Y
The Human Side of Enterprise 1960
Suggested that there were two different and
opposing views relating to peoples’ behaviour at
work. These views have become known as Theory
X and Theory Y .
Theory X:
• people generally dislike work and therefore need to
be coerced into working effectively.
• most people dislike taking responsibility and
generally like to carry out tasks that are clearly
defined for them.
• people do not like change and are resistant to it.
Douglas McGregor
Theory X and Theory Y
Theory Y:
• to people work is as natural as play or rest.
• people who are committed to goals can achieve
them through their own self-direction without the
need for coercion or supervision.
• most people like to be in control of their own
actions and are naturally creative in solving
problems without having to be told.
Douglas McGregor
Theory X and Theory Y (contd.)
Therefore a managers who worked from Theory X
are likely to control, make decisions for people who
work for them and closely monitor them, whilst
mangers who operated from Theory Y would
encourage and help their staff to set their own
goals and targets.
Alderfer’s ERG Theory
Clayton Alderfer reworked Maslow's Need
Hierarchy to align it more closely with empirical
research. Alderfer's theory is called the ERG
theory Existence, Relatedness, and Growth.
• Existence refers to our concern with basic material
existence requirements; what Maslow called
physiological and safety needs.
• Relatedness refers to the desire we have for
maintaining interpersonal relationships; similar to
Maslow's social/love need.
Alderfer’s ERG Theory (contd.)
• Growth refers to desire for personal development;
the intrinsic component of Maslow's esteem need,
and self-actualization.
Alderfer's ERG theory differs from Maslow’s Need
Hierarchy insofar as ERG theory demonstrates:
• that more than one need may be operative at the
same time.
• does not assume a rigid hierarchy where a lower
need must be substantially satisfied before one
can move on.
Alderfer’s ERG Theory (contd.)
• deals with frustration-regression. That is, if a
higher-order need is frustrated, an individual then
seeks to increase the satisfaction of a lower-order
need.
McClelland’s Achievement Motivation
Theory
David McClelland furthered the idea of Abraham
Maslow’s Hierarchy of Needs. McClelland's
experimental work identified sets of motivators
present to varying degrees in different people. He
proposed that these needs were socially acquired
or learned, i.e. the extent to which these motivators
are present varies from person to person, and
depends on the individual and his or her
background.
McClelland’s Achievement
Motivation Theory (contd.)
McClelland's experiment:- Thematic Apperception
Test (TAT)
• consisted of showing individuals a series of
pictures and asking them to give brief descriptions
of what was happening in the pictures.
• The responses were analyzed in terms of the
presence or absence of certain themes.
• The themes McClelland and his associates were
looking for revolved around the following
motivators: achievement, affiliation and power.
McClelland’s Achievement
Motivation Theory (contd.)
According to David McClelland, regardless of
culture or gender, people are driven by three
motives:
• achievement
• affiliation
• power (influence)
Since McClelland's first experiments, over 1,000
studies relevant to achievement motivation have
been conducted. These studies strongly support
the theory.
McClelland’s Achievement
Motivation Theory (contd.)
Achievement (nAch)
The need for achievement is characterized by
• the wish to take responsibility for finding solutions
to problems
• master complex tasks
• set goals
• get feedback on level of success
McClelland’s Achievement Motivation
Theory (contd.)
Affiliation (nAff)
The need for affiliation is characterized by
• desire to belong
• an enjoyment of teamwork
• a concern about interpersonal relationships
• a need reduce uncertainty.
McClelland’s Achievement
Motivation Theory (contd.)
Power (nP)
The need for power is characterized by
• drive to control and influence others
• need to win arguments
• need to persuade and prevail.
According to McClelland, the presence of these
motives or drives in an individual indicates a
predisposition to behave in certain ways.
Recognizing which need is dominant in any
particular individual affects the way in which that
person can be motivated.
McClelland’s Achievement Motivation
Theory (contd.)
High achievement motivation
Specifically, achievement motivation is defined as
a concern for achieving excellence through
individual efforts. Such individuals:
• set challenging goals for themselves
• assume personal responsibility for goal
accomplishment
• are highly persistent in the pursuit of these goals
• take calculated risks to achieve the goals
• actively collect and use information for purposes of
feedback.
McClelland’s Achievement
Motivation Theory (contd.)
High achievement motivated managers:
• are also strongly inclined to be personally involved
in performing their organizational tasks.
• However, they may also be reluctant to delegate
authority and responsibility.
• Thus, high achievement motivation may be
expected to result in poor performance of high-
level executives in large organizations.
McClelland’s Achievement
Motivation Theory (contd.)
Achievement motivation positively related to the
leadership of small task-oriented groups and small
entrepreneurial firms and negatively related to the
effectiveness of high- level managers in complex
organizations or in political situations.
In areas of management where high levels of
delegation may be required, high achievement
motivated individuals may be unable to give up
their personal involvement with the task.
McClelland’s Achievement
Motivation Theory (contd.)
High power motivation:
Power motivation is defined as the concern for
acquiring status and having an impact on others.
• McClelland used power motivation as a measure
of social influence behaviors.
• Since most management activities require the use
of social influence behaviors and since power
motivation measures an individual's desire to
influence, the power motive is important for
leadership effectiveness.
McClelland’s Achievement
Motivation Theory (contd.)
McClelland proposed the Leader Motive Profile
Theory (LMP theory) in which he argued that in
high power motivation, greater than the affiliation
motive, is predictive of leader effectiveness.
Highly power-motivated individuals obtain great
satisfaction from the exercise of influence.
Consequently, their interest in the exercise of
leadership is sustained.
McClelland’s Achievement
Motivation Theory (contd.)
High power motivation is predicted to result in
effective managerial performance in middle and
high-level positions.
However, unless constrained in some manner,
some power-motivated managers may also be
predicted to exercise power in an aggressive
manner for self-aggrandizing purposes, to the
detriment of their organizations.
McClelland’s Achievement
Motivation Theory (contd.)
High affiliation motivation
Affiliative motivation is defined as a non-conscious
concern for establishing, maintaining, and restoring
close personal relationships with others.
• Individuals with high affiliative motivation tend to
be non-assertive, submissive, and dependent on
others.
• Such managers are expected to manage on the
basis of personal relationships with subordinates.
This may result in them showing favouritism
toward some.
McClelland’s Achievement
Motivation Theory (contd.)
As managers, highly affiliative individuals are
predicted to be reluctant to monitor the behavior of
subordinates, give negative feedback to others, or
discipline their subordinates.
However, when the power motive is higher than
the affiliative motive, individuals are disinclined to
engage in dysfunctional management behaviors
such as submissiveness, reluctance to monitor and
discipline subordinates, and favouritism.
McClelland’s Achievement
Motivation Theory (contd.)
Adults are assumed to possess all three
motivations to one degree or another, however,
one of the motives is usually dominant. Managers
need to identify what motivates others and to
create appropriately motivating conditions for
them.
• People with achievement motives are motivated by
standards of excellence, delineated roles and
responsibilities and concrete, timely feedback.
• Those with affiliation motives are motivated when
they can accomplish things with people they know
and trust.
McClelland’s Achievement
Motivation Theory (contd.)
And the power motive is activated when people are
allowed to have an impact, impress those in power,
or beat competitors.
Herzberg’s Two Factor Theory
Work & The Nature of Man 1966
Herzberg's Two Factor Theory, also known as
the Motivation-Hygiene Theory, was derived
from a study designed to test the concept that
people have two sets of needs:
1. their needs as animals to avoid pain (avoidance of
unpleasantness)
2. their needs as humans to grow psychologically
(personal growth)
Herzberg’s Two Factor Theory (contd.)