RUDZA HANIM

Chapter 4

MOTIVATION

RUDZA HANIM

MOTIVATION

DEF:Process that account for an individual’s intensity, direction and persistence of

effort toward attaining a goal

WILLINGNESS TO EXERT HIGH LEVEL OF EFFORT +INDIVIDUAL’S ABILITY

= GOALS + SATISFY INDIVIDUAL’S NEEDS

RUDZA HANIM

MOTIVATION PROCESS

Unsatisfied Needs Tension Drives

Search BehaviorSatisfied NeedReduction of Tension

RUDZA HANIM

MOTIVATION THEORY

1. Maslow’s Hierarchy Needs Theory2. Theory X And Y3. Two-Factor Theory

RUDZA HANIM

1. MASLOW’S HIERARCHY NEEDS THEORY

Self Actualization

Esteem

Social

Security

Physiological

RUDZA HANIM

PHYSIOLOGICAL NEEDS

Needs such as food, water, air, and shelterNeeds a good, comfortable working conditions such as basic wage or salaryManagers who focus on physiological needs assume that people work mainly for money and are primarily concerned with comfort and their rate of pay.

RUDZA HANIM

SECURITY NEEDS

Needs to have a safe physical and emotional environment.

Needs protection against threats or unsafe working environment such as job security and predictable work environment.

Managers will often emphasize rules, job security and fringe benefits.

RUDZA HANIM

AFFILIATION NEEDS

Needs for friendship, love and a feeling of belonging.Needs acceptance by others such as association and communication with others and being part of the group.Individuals value their work as an opportunity for finding and establishing friendly interpersonal relationships.

RUDZA HANIM

ESTEEM NEEDS

Needs for personal feelings of achievement and self-worth and by recognition, respect and prestige from others.Managers who focus on esteem needs try to foster employees’ pride in their work and use public rewards and recognition for services.

RUDZA HANIM

SELF-ACTUALIZATION NEEDS

Needs for self-fulfillment and the opportunity to achieve one’s potential.

Peoples who strive for self-actualization accept themselves and use their abilities to the fullest and most creative extent.

Managers who emphasize self-actualization may involve employees in designing jobs or make special assignments that capitalize on employees’ unique skills.

RUDZA HANIM

The hierarchy provides a convenient framework for managers. It suggest that:

a. Individuals have various needs and try to satisfy these needs using a priority system or hierarchy.

b. Higher-order needs increase in importance over lower-order needs as individuals move up the organizational hierarchy.

RUDZA HANIM

2. Theory X & Y

X

Employees dislike work, try to avoid itMust be coerced, controlled or threatened with punishment to achieve goalsAvoid responsibilities- seek formal directionLittle ambition

RUDZA HANIM

Y

Employees view work as being natural as rest or playSelf-direction and self-control : they commit to objectiveCan learn to accept, even seek responsibilitiesAbility to make innovative decision

RUDZA HANIM

HERZBERG’S TWO FACTOR MODEL

Two factor model consist of :-

i. Motivator factors - job content

ii. Hygiene factors- job context

RUDZA HANIM

TWO-FACTOR THEORY

Motivation FactorsAchievementRecognition

The work itselfResponsibilityadvancement

No satisfactionDissatisfaction

SatisfactionNo

DissatisfactionHygiene Factors

Company salaryAdministration

SalaryWorking condition

supervision

RUDZA HANIMRUDZA HANIM

TQTQ

RUDZA HANIM

MOTIVATOR FACTORS

Related to job content , or what people actually do in their work and are associated with an individual’s positive feelings about the job

RUDZA HANIM

HYGIENE FACTORS

Associated with the job context , or the environment in which the job is performed .

These factors are associated with an individual’s negative feelings about the job , but they do not contribute to motivation .