Lesson 2

MOTIVATION
Motivation encourages individuals to work
enthusiastically, often performing more work than
what is required. What could managers do to ensure
such motivated and enthusiastic performance among
their subordinates? What could be done to inspire
employees whose work performance is limited to the
minimum need? Understanding individual human
needs, perceptions, thoughts, and beliefs may provide
good answers to such questions that are often asked in
different work settings.
According to Kreitner and Kinicki (2013),early
Theories of Motivation revolved around the
idea that motivation is brought about by the
employees’ desire to fulfill their need, their
work habits, and their job satisfaction. Among
these are:
MASLOW’S HIERARCHY OF NEEDS THEORY –refers to Maslow’s
Hierarchy of Five Human Needs physiological, safety, social, esteem,
and self-actualization

A. Physiological Needs refer to the human need for food, water, shelter
and other physical necessities.
B. Safety Needs refer to human needs for security and protection from
physical and psychological harm.
C. Social Needs pertain to the human desire to be loved and to love, as
well as the need for affection and belongingness.
D. Esteem Needs include the human need for self- respect, self-
fulfillment and become the best according to one’s capability.
E. Self-actualization Needs are the final needs in Maslow’s hierarchy.
 SELF-ACTUALIZED PERSON
Realism
and Spontaneity
acceptance

Peak Problem
Experience Centering

Continued
freshness of Autonomy
appreciation
The Hierarchy of Needs was published by Abraham Maslow
in 1943.
According to him, physiological needs must be satisfied first.
Once a need is satisfied, it activates the next higher need in
the hierarchy. The process continues until the need for self-
actualization is activated. It is important for managers and
leaders to focus on satisfying employees needs related to
self-respect, self-esteem, and self-actualization because their
satisfaction is related to many outcomes such as academic
achievement, job performance, work problems/success and
others.
 McGregor’s Theory X and Theory Y – refers to the theory that was
proposed by Douglas McGregor.
Theory X is a negative view of workers which assumes that
workers have little ambition, dislike work, and avoid responsibilities,
they need to be closely monitored or controlled in order for them to
work effectively.
Theory X is a negative view of workers which assumes that
employees enjoy work, seek out and accept responsibility, and are self-
directed.
Managers must be guided by Theory Y, so McGregor proposed
that they must give employees a chance to participate in decision-
making, assign them challenging jobs to exercise their responsibility in
handling complex situations, and allow them to have good work
relations with others, which would enhance their motivation.
 Herzberg’s Two Factor Theory- was proposed by Frederick
Herzberg This theory is also known as the Motivation.
Hygiene Theory which states that intrinsic, factors (achievement,
recognition, growth, and responsibility) are associated with job
satisfaction, while extrinsic factors (company policy, salary,
security, and supervision) are associated with job dissatisfaction.
Intrinsic factors are the motivators while the extrinsic factors are
called hygiene factors.
Managers were advised to emphasize motivators in order to
motivate their subordinates. Employees who showed job
satisfaction are more motivated and productive. This theory
enjoyed popularity from the middle of the 1960s to early 1980s.
 McClelland’s Three Needs Theory – was proposed by
David McClelland and states that individuals have three
needs that serve as motivators at work.
The three needs McClelland referred to are the need for
achievement (nAch), the need for power (nPow), and the
need for affiliation (nAff).
Managers are advised to be observant of these needs among
their subordinates so that they could be given job
assignments that would satisfy their highest needs, if
possible. In doing so, they may be more motivated to work
well.
 Alderfer’s ERG Theory- was developed by
Clayton Alderfer in the 1960s. For Alderfer, a set
of core needs explains behavior. E stands for
existence needs, R refers to relatedness needs,
and G pertains to growth needs. The needs or
desire for physiology and materialistic well-
being, to have meaningful relationship with
others, and grow as a human being are similar to
the presented in Maslow’s Theory.
 Five Core Job Dimensions
✓ Skill variety – the degree by which a job requires different

activities, so employees may be able to use their different skills

✓ Task Identify – the degree by which a job requires completion of

an identifiable piece of work

✓ Task significance – the degree by which a job has a significant
impact on the
lives or work of others
✓ Autonomy – The degree by which a job provides enough .
freedom and discretion to
employees
 Modern Theories of Motivation are process theories that
focus on the notion that motivation is a function of
employees’ perceptions , thoughts, and beliefs. Among these
are:
Goal Setting Theory
– a theory stating that specific goals motivate
performance and that more difficult goals, when accepted by
employees, result in greater motivation to perform well, as
compared to easy goals.
Managers are advised to set goals for their
subordinates as this is a major source of job motivation.
Doing well also helps increase their motivation.
Reinforcement Theory
– a theory which states that behavior is a function of its
consequences.
If the result or consequences that immediately follow
a behavior is good, then there is a probability that the
individual will be motivated to repeat the behavior. Using
this theory, managers can motivate employees’ positive
behavior by using positive reinforcement for actions that
help the company achieve its goal.
 Job Design Theory
– a theory which states that employees are motivated to work
well by combining tasks to form complete jobs.
Managers are advised to design jobs that will meet the
requirements of the ever- changing environment, the firm’s
technology, and the workers’ skills, abilities, and preferences. In
doing so, employees are motivated to perform well.
Examples are:
job enrichment – the increasing of job depth by empowering
employees to assume some tasks usually done by their managers;
and job characteristics model- where employees are motivated to
perform well because the task assigned to them have the five core
job dimensions that serve as motivators.
 Equity Theory
– a theory developed by J. Stacey Adams which states that
employees assess job outcomes in relation to what they put
into it and then compare these with their co- workers.
If the employees perceives that his job is equitable in
comparison to those of his coworkers, there is no problem.
However, if the opposite is true, this will become a
demotivator to his or her job performance. Managers must
see too it that they exercise fairness or equity in their
company.
 Expectancy Theory
– states that an individual tends to act in a
certain way, may be attractive or
unattractive to him or her.
Managers are advised to understand
an employee’s goal so that he or she would
be able to link the rewards or outcome to be
offered with the said goals.
 Definition of Term

Motivation Theory
- refers to psychological - a body of fundamental
process that arouse and principles verifiable by
direct goal-directed experiment or
behavior observation