CHAPTER 26

MOTIVATION
Motivation

Motivation is the drive or desire to act in a particular way, pursue goals, or

accomplish tasks. It's what propels individuals to initiate and sustain behavior
towards achieving their objectives. Motivation can come from various sources,
both internal and external, and can be influenced by factors such as personal
values, beliefs, emotions, social norms, and environmental conditions.
Maslows hierarchy of needs:

He argued that individuals have needs that start with the most basic at the bottom
and can work up to higher-order needs.
Physiological Needs: These are the most basic needs required for human survival.
They include air, water, food, shelter, clothing, sleep, and reproduction.
Physiological needs are fundamental and must be met before an individual can
move on to fulfilling higher-level needs.

Safety Needs: Once physiological needs are met, individuals seek safety and
security. Safety needs encompass physical safety as well as financial and health
security. This includes protection from physical harm, a stable and secure
environment, access to resources that ensure survival, employment security, health
insurance, and property ownership.

Social Needs (Love and Belongingness): After physiological and safety needs are
satisfied, individuals crave social belongingness and connection. Social needs
involve forming meaningful relationships, feeling loved and accepted by others,
and belonging to social groups or communities.
Esteem Needs (Ego Needs): Once social needs are fulfilled, individuals strive for
esteem needs, which encompass both internal and external factors related to self-
esteem and recognition. Internal esteem needs involve self-respect, self-confidence,
and a sense of personal worth and competence. External esteem needs include
recognition, respect, status, and admiration from others.

Self-Fulfillment Needs (Self-Actualization): At the top of Maslow's hierarchy are

self-fulfillment needs, representing the realization of one's highest potential and the
pursuit of personal growth and fulfillment. Self-fulfillment needs involve pursuing
intrinsic goals, realizing one's creativity, seeking knowledge and personal development,
and engaging in activities that promote a sense of purpose and meaning in life.
Limitation of maslows hierarchy of needs:

i. Sequence of needs in the hierarchy

ii. Multiple needs
iii. Definition of self-fulfilment
iv. Needs in different cultures
v. Content theory- Maslow's theory is a content theory. it explains what
motivation consists of but does not explain the strength of motivation or how
it affects individuals. Some would argue that this is a weakness.
Herzberg: 2 factor theory:
Herzberg’s theory focuses on satisfaction, which can be defined as how happy an
individual is with their job. Therefore, a dissatisfied employee is unhappy with
their situation at work.
Herzberg suggests that there are two groups or sets of factors that determine the
satisfaction or dissatisfaction of individuals at work:
1. Hygiene factors
2. Motivators factors
Herzberg: 2 factor theory:

Hygiene factors Motivating factors

Factors that, if present, will

Factors that, if absent, will
cause employee satisfaction in their
cause dissatisfaction among
work.
employees at work unless they are
Satisfaction is personal: it comes from
dealt with satisfactorily by
an individual enjoying their work and
management.
wanting to do it well.
Employees who are dissatisfied see
Motivating factors will motivate
their work situation in a negative light.
employees to perform better. They are
Hygiene factors are ‘extrinsic’ to the
‘intrinsic’ factors, which means that
job itself, meaning they have nothing
they are factors that arise from work
to do with the content of the job itself.
itself.
 MOTIVATION
Job design::
HERZBERG’S THEORY OF JOB DESIGN

Job Enrichment: Job enrichment involves enhancing a job by adding elements that provide
employees with more opportunities for autonomy, responsibility, growth, and achievement. This
can include giving employees more challenging tasks, allowing them greater decision-making
authority, and providing opportunities for skill development and advancement.

Job Enlargement: Job enlargement involves expanding the scope of a job by adding more tasks
or duties to it. This can help alleviate boredom and monotony by providing employees with a
greater variety of tasks to perform. Additionally, job enlargement allows employees to develop a
broader range of skills and competencies and reduces the reliance on specialized roles.

Job Rotation: Job rotation involves periodically rotating employees through different tasks,
roles, or departments within an organization. This provides employees with exposure to different
aspects of the organization's operations, allowing them to develop a broader understanding of the
business and acquire new skills and perspectives.
McGregor’s theory X and Y

Theory X Theory Y
The view is that individuals will naturally put
The view is that employees dislike working effort into their work and do not inherently
and responsibility. dislike work: work can be a source of either
They will avoid both if they can. To prevent satisfaction or dissatisfaction.
this, a manager has to supervise employees Jobs rarely challenge individuals to show their
closely and force them into doing their work, full potential, but individuals can be motivated
with a threat of punishment if they do not do to accept and seek challenge and
what is required of them. responsibility.
A manager holding this view will act in an A manager who believes in Theory Y will
authoritarian way, emphasising supervision, provide employees with more challenge and
control and dscipline. responsibility in their work and encourage
them to develop their potential and improve
their performance.
REWARDS & INCENTIVES
Intrinsic rewards – these arise from the performance of the job itself. Intrinsic rewards include the
feeling of satisfaction that comes from doing a job well, being allowed to make higher-level
decisions, or being interested in your job.

Extrinsic rewards – these are separate from (or external to) the job itself and are dependent on the
decisions of others. Pay, working conditions and benefits are all examples of extrinsic rewards.

Rewards systems should be carefully designed in order to ensure that they:

• Are fair and consistent for all employees, even for those workers with different job sizes or
required levels of skill
• are sufficient to attract and retain staff
• maintain and improve levels of employee performance
• reward progression and promotion
• comply with legislation and regulation (i.e. minimum wage laws)
• control salary costs.
Effort to reward:

A reward scheme can only be effective in providing an incentive or motivation to

employees if they can see a positive link between the effort they put into their
work and the reward they get.
Group incentive schemes:

Incentive schemes can reward individuals or groups of employees.

An incentive scheme based on individual performance may have the negative
effect of creating competition between colleagues and so discouraging
collaborative working.
Rewards should be given to groups of workers, such as work teams or all the
employees in a particular work section or department.

Types of group incentives:

o Team bonus
o Work-group bonus
o Sharing the bonus