Chapter 11 Handout
Chapter 11 Handout
Chapter 11 Handout
MOTIVATION
Reporters:
Encierto, Jenecelle C.
October 12,2021
Table of Contents
Human resources are the heart and soul of the organization. In order for the
business to succeed, it is important that you should manage them effectively.
Employers Employees
What is motivation?
Motivation is the internal condition that activates behavior and gives it
direction; energizes and directs goal- oriented behavior.
The heart of motivation is to give people what they really want most from
work. The more you are able to provide what they want, the more you should
expect what you really want, namely: productivity, quality, and service.
Disadvantage
° This theory created the misconception that money always motivated persons to
work harder.
° Hence, the awakening field of psychology was looking for new ways to
motivate people, and in a short time, managers would begin looking for
psychologist for new methods of management.
In 1923, Elton Mayo made clear the inadequacy of the pure carrot and stick
motivation that psychological theory began to trickle down. Performing an
experiment in Philadelphia textile mill, Mayo concluded that the reason for the
low productivity was the spinners had few opportunities to communicate with one
another. Financial incentives failed to increase productivity. Mayo felt that the
solution to this productivity problem was to change the atmosphere of the
workplace.
The Proponent
V. Motivation Theories
Needs become the central element in everyday psychology that gaves rise to the
development of Motivation Theories and these theories help provide insight into
why people behave the way they do and what organizes them.
They are the literal requirements for human survival. It includes breathing,
food, sex, water, sleep, homeostasis and excretion.
Safety Needs
These needs relate to a person’s needs to feel safe and secure in their life and
surroundings. It includes personal security, financial security, health and well-
being.
Social Need
Esteem
Also known as the belonging need, esteem presents the normal human desire to
be accepted and valued by others.
Self-Actualization
The motivation to realizes one’s own maximum potential and possibilities that
relates to the realization of an individuals full potential.
2.Hygiene Factors –(status, job security, salary and fringe benefits) that do not
motivate if present, but if absent, result in demotivation.
The real job satisfiers which motivate employees are recognition, achievement,
advancement, responsibility and personal growth. These factors are intrinsic to the
job itself.
Theory X
Management assumes employees are inherently lazy and will avoid work if
they can and because of this, workers need to be closely supervised and
comprehensive systems of controls developed.
Theory Y
For McGregor, Theory X and Y are not different ends of the same continuum.
Thus, a manager needs to apply Y principles but that does not prelude him from
being a part of Theory X and Y.
IX. McClelland’s Learned Need Theory
Proposed that an individual’s specific needs are acquired over time and are
shaped by ones life experiences. Sometimes referred as three needs theory
Classified as:
1. Achievement – people with high need of achievement seek to excel and they
prefer 50% chance of success. This gives regular feedback to monitor progress
of their achievements and prefer to work individually or with other high
achievers
2. Affiliation- people with high need of affiliation tend to conform to the norms of
their work group and prefer work that provides significant personal interaction
3. Power
• Personal power- want to direct others and often perceived as undesirable
• Institutional power (social power)- want to organize efforts of others to
further the goals of the organization
• High achievers should be given challenging projects with reachable
goals and should be provided with frequent feedbacks
• Money may not be an important motivator, it is an important form of
feedback
• High affiliation people performs best in cooperative environment
• Management should provide power seeker opportunities to manage
others
McClelland’s theory allows for the shaping of a person’s needs; training programs
can be used to modify one’s need profile.
X. Equity Theory
Considered as one of the justice theories. The idea is to have employees with
same input must be rewarded the same so workforce realize that the organization is
fair, observant and appreciative .
Input
1. Equity norm- fair return for what they contribute to their jobs
2. Social comparison- workers comparing inputs and outcomes to their co-
workers
3. Cognitive distortion- employees that perceived themselves in an inequitable
situations will seek to reduce inequity either by distorting inputs or outcomes in
their minds or by leaving the organization
Generally, there are two types of reinforcement which is the positive and
negative.
1.Positive Reinforcement
2.Negative Reinforcement
It often confused with punishment, but they are not the same. Punishments
attempts to decrease the probability of specific behaviors while negative
reinforcement attempts to increase desired behavior.
Thus, both positive and negative reinforcements have the effect of increasing the
probability that a particular behavior will be learned and repeated.
Employees need to know what they can do to earn the incentive and what
will the incentives be.
6. Extraordinary Rewards
Reward must be something unusual that awardees would love to cherish and
keep
Humor
Toilet humor
Co- workers physical impairments
About your boss
XV. Summary
XVI. Source