Criticism of Maslow’s model
Staff do not necessarily satisfy their needs Individual differences mean that people
place different values on the same needs Some rewards or outcomes at work
Two factors in relation to job satisfaction
◦ Maintenance factors (Hygiene factors) ◦ Growth factors
Herzberg’s two-factor theory
Maintenance factors (Hygiene factors)
satisfy more than one need Maslow viewed satisfaction as the main
motivational outcome of behaviour. But job satisfaction doe not lead to improvement work performance
◦ Salary ◦ Job security ◦ Working conditions ….
Growth factors
◦ Sense of achievement ◦ Recognition ◦ Personal growth and advancement …
Alderfer’s model (1972)
The Theory X
The average human being has an inherent dislike of work
Most people must be controlled/ threatened with punishment
The average of human being prefers to be directed, to avoid responsibility
model Theory X and theory Y
Abraham Maslow Hierarchy of Needs (1943)
Money as a motivator
Believe in economic needs motivation Economic concept of motivation What workers wanted was high wages –
Modified need hierarchy model Condense Maslow’s 5 levels of needs into
3 levels
◦ Existence needs ◦ Relatedness needs ◦ Growth needs
Needs are more a continuum than hierarchical levels More than one need may be achieved at same time Individual may progress down the hierarchy due to
The Theory Y
The expenditure of physical and mental work effort in work is as nature as play
People will exercise self-direction and self-control
The average human being learns, not just accept, also responsibility
Economic reward
◦ Pay ◦ pension rights
Intrinsic satisfaction
◦ Interest in the job ◦ Personal growth
Social relationships
◦ Friendships ◦ Group working
performance Specific goal lead to high performance
Make staff work willingly and effectively
Motivation and organization (2)
The best company – their staff feel motivated and valued
The poor performance company
more than anything else Most people primarily motivated by
money, but not exclusively!! Motivation other than by money –
diverse workforce / different needs
◦ Low motivation ◦ Lack of attention to quality ◦ A poor sense of belonging ◦ People feel undervalued ◦ Unwillingness to see a job well done
Motivation to work
Input (A) Input (B) reward (A) Reward (B)
Goal-Setting Theory (Locke, 1968)
Motivation is influenced by goal difficulty Challenging goals le to higher level
◦ What get people activated (arousal) ◦ The force of an individual to engage in desired
behaviour (the choice of behaviour)
Motivation and organization (1)
Why do people do what they do? People’s behaviour is determined by what
motives them. Performance = function (ability x
motivation)
Characteristics of motivation
How do managers act differently in believing theory X comparing Theory Y?
Process theories
Expectancy- based model
(Vroom, 1964)
Equity theory
(Adams, 1965)
Motivation is Typified as an individual phenomenon,
but concern with internal and external forces Described as intentional: efforts affect choices of action Multifaceted
frustration/regression process – low need level is focused
Alderfer’s model
Tips s needs at a particular level are blocked ten attention should be focused on the satisfaction of needs at the other levels”
Goal theory
(Locke, 1968)
Expectance Theory (Vroom, 1964)
Focus on the thinking process people use to achieve rewards
Motivation depends on a person’s belief in the probability – effort will led to good performance
Motivation theories
Types of the motivation theories Content theories Process theories
Content theories
Maslow’s hierarchy of needs model Herzberg’s two-factor theory Alderfer’s modified need hierarchy
The good performance will lead to an outcome they value
In organisational practice, managers should establish the rewards people value
Equity Theory (Adams, 1965)
“Shoot for the moon. Even if you miss, you'll land among the stars”.
Definition
Motivation refers to the forces within or beyond a person that arouse and sustain their commitment to a course of action.
Fairness in comparison with other influences motivation
People like to be treated fairly and compare what they put into a job (efforts, skills, knowledge etc.)