MOTIVATION

Where to? Why?

Whereto?
What is Motivation?
Internal processes that activate, guide and maintain behaviour over time

Need is an internal deficiency

Drive is an energized, motivational state
Response is an action/series of actions
Goal is the target that we are trying to
Achieve
Maslow’s Need Hierarchy Theory Self actualization is the
need for self fulfilment,
going beyond personal
interests, becoming the
best version of you

Esteem needs are the

need to develop self-
respect, gain approval of
others and achieve
success

Need to belong includes

needs to have friends,
being loved and
appreciated

Safety needs are the

needs to feels safe and
secure in one’s life

Physiological needs can

Maslow said that needs exist in a hierarchy and higher-level needs cannot be be basic needs of survival
activated until lower-level needs are met. like food and sleep
Maslow’s Theory
• Work is a means to fulfil human
needs

• For example, when we :

- Try to gain new skills
- Share what we know with others

• We are expressing our need to

belong/affiliate. Through this
association we hope to achieve
growth, status and recognition at
work- we fulfil our esteem needs
through this process.
Herzberg’s Two
Factors
Stated that extrinsic
(hygiene) factors are
related to job dis-
satisfaction and
intrinsic (motivator)
factors are related to
job satisfaction.
Discussion
• Considering these theories, how might companies motivate
their employees?

• Types of Incentives?
• Would the same type of incentives or rewards satisfy all
employees?
 Expectancy Theory
People will be motivated to engage in a behavior (make a choice) to the
degree that they believe that the behavior will lead to a valued outcome

Expectancy: The degree to which Effort

you expect that hard
work (effort) will lead Expectancy
to good performance or
high accomplishments Performanc
X
e Instru-
Instrumentality: The perception that if Motiv
you perform well, you mentality ation
will be rewarded
Rewards X
Valence: How much do you Valence of
value the rewards you Rewards
may receive
Identifying motivational issues
• 4= perfectly describes me
3= describes me somewhat
2= does not describe me
1= does not describe me at all

• A= I always get my work completed on time

B= The quality of my work is superior
C= It takes a looming deadline to motivate me
D= I do my best work under pressure
E= I like to get started on the project right away

• (can be used on people you are dealing with to identify motivational issues)
• (other things that one must establish situation vs person
SCORING
• Planners: are self-motivated, strategize their work, and tend to start right away even on
long-term projects. Planners generally score high on items A, B, and E.

• Incubators: thrive on deadlines, put off work till the last minute but always complete work
on time, and produce high quality. Incubators generally score high on items A, B, C, and D.

• Triflers: start work early but get distracted and lose interest easily. Triflers generally score
high on item E and low on items A and B.

• Procrastinators: put off work till the last minute and often hand in mediocre work.
Procrastinators generally score high on items C and D and low on items A and B.
(How can you help these people? Who would you put together for a project and why?)
Social Motives
Social motives are learned motives acquired as a part of growing up in a
particular society and culture

Example, behaviour of outstanding athletes, scientists, artists, educators and

leaders are best understood in terms of social motives.

Some examples of social motives are need for achievement, cognition, power,
affiliation
Need for Achievement
• A desire/need to meet an internal standard of excellence
• People high in the need for achievement strive to do well any time they are
evaluated
• They tend to pick moderately challenging tasks in which they can succeed
• They prefer to have feedback on their performance so they can do better
next time
• Such people enjoy challenges and perform them with perseverance, passion
and self confidence
Need for Power
• A desire to have control over others

How is power exerted over others?

Need for Power
Power is exerted in different ways :

- Legitimate Power : Power as a result of one’s position

- Expert Power: Power that is based on expertise, special skills or knowledge
- Referent Power: Power that arises because of a person’s resources or
desirable traits
Intrinsic vs Extrinsic Motivation
• According to self-determination theory, when you freely choose to do
something for enjoyment or to improve your abilities, your motivation is
usually intrinsic
• Intrinsic motivation is displayed when we operate without any obvious
external rewards
• We enjoy such an activity or see it as an opportunity to explore, learn, and
actualize our potentials.
• Extrinsic motivation stems from external factors, such as, pay, grades,
rewards, obligations and approvals.
Question

How far can extrinsic motivators (rewards) take you?

Do extrinsic rewards strengthen intrinsic motivation?
 Procedural justice focuses on the fairness of the decision-making
Org Justice •
or process that leads to these outcomes. Employees perceive
procedural justice when they feel they can voice their opinion
regarding the process.

• Organizational justice generally • Distributive justice occurs when employees believe that
refers to perceptions of fairness outcomes are equitable. These outcomes are either tangible, such
in the treatment of individuals as pay, or intangible, such as positive feedback.
internal to that organization

• It is of three types: • Interactional justice focuses on the way in which an individual is

treated when decisions are made; individuals feel they are being
treated fairly when employers provide explanations for decisions
- Procedural and treat employees with dignity, respect, and sensitivity

- Distributive
Interpersonal justice: Interpersonal justice focuses on the way in
- Interactional which organizations treat employees, with an emphasis on respect
and courtesy.
Informational justice: Informational justice focuses on whether
employers provide adequate explanations to employees with an
emphasis on timeliness, specificity, and truthfulness
Organizational Justice
• Promotes equity- meaning- the balance between the input
employee gives and the output they receive

•What are affirmative actions?

a set of procedures designed to; eliminate unlawful
discrimination among applicants, remedy the results of
such prior discrimination, and prevent such
discrimination in the future.
Conclusions about Human Motivation
• Motivation is not linear- it changes according to contexts (including
situations/policies/culture)

• People have beliefs about motivation. For example, Expectancy theory

suggests that individuals are motivated to perform if they know that their
extra performance is recognized and rewarded

• The reward MUST be what they value (at that time in that specific situation)