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The Motivation Process – Defining MotivationThe Motivation Process – Defining MotivationThe Motivation Process – Defining MotivationThe Motivation Process – Defining MotivationMotivation: is the inner state that causes an individual to behave

in a way that ensures the accomplishment of some goals.

Manager understand members’ behavior

Manager is able to influence members’ behavior

Accomplish Organizational Objectives

Motivation Influence Behavior

↑Productivity Reach Org Goals

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The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation ProcessTypes of motivation theories:

1. Process theories of motivation: explains how individuals are motivated (steps when an individual is motivated)

2. Content theories of motivation: explains people’s internal characteristics (people’s needs and how they can be satisfied)

We will focus & study the “Content theories of motivation”.

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Content Theories of Motivation: Human NeedsContent Theories of Motivation: Human NeedsContent Theories of Motivation: Human NeedsContent Theories of Motivation: Human NeedsMost people have strong needs for self-respect, respect from

others, promotion, and psychological growth.

It is impossible to identify all human needs.

Some theories help managers to better understand human needs, such as:

1. Maslow’s Hierarchy of Needs

2. Alderfer’s ERG Theory3. Argyris’s Maturity-Immaturity Continuum4. McClelland’s Acquired Needs Theory

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Content Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs:

Physiological needs (Explain?) Security needs (Explain?) Social needs (Explain?) Esteem needs (Explain?) Self-actualization needs (Explain?)

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The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation Process

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Content Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsContent Theories of Motivation: Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs:Developed by Abraham Maslow.Most widely accepted theory / popular.States that human beings possess(have) five basic needs.These needs are arranged in a hierarchy of importance “the order in which people strive(try) to satisfy”.The theory has no research base → the arrangement of needs is questionable

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Content Theories of Motivation: McClelland’s Acquired Needs TheoryContent Theories of Motivation: McClelland’s Acquired Needs TheoryContent Theories of Motivation: McClelland’s Acquired Needs TheoryContent Theories of Motivation: McClelland’s Acquired Needs Theory

McClelland’s Acquired Needs Theory:1. Need for achievement (nAch) (Explain?)

2. Need for power (nPower) (Explain?)

3. Need for affiliation (nAff) (Explain?)

This theory focuses on the needs that people acquire through their life experiences.

The individual’s early life experiences determine which of these needs will be highly developed, therefore dominate the personality.

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Motivating Organization MembersMotivating Organization MembersMotivating Organization MembersMotivating Organization MembersStrategies for Motivating Organization Members:

Managerial CommunicationTheory X–Theory YJob DesignBehavioral modificationLikert’s Management SystemsMonetary incentivesNonmonetary incentives

Each strategy is aimed at satisfying subordinates’ needs (mentioned previously) through appropriate organizational behavior.

Most managers combine some of these strategies to be more effective, because no single strategy will always be the best.

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Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersManagerial Communication:

To communicate well & often with organization members is the most basic motivation strategy.

Why? Because effective manager-subordinate communication can satisfy basic human needs (e.g. recognition, sense of belonging, security…etc) (beside that communication is the primary means of conducting organizational activities)

Example 1: if a manager tries to be know better about the subordinates.

Example 2: a praising message to a subordinate for a job well done

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Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersTheory X –Theory Y:

Theory X:Negative (bad) assumptions about people (e.g. assume that they

dislike work, and will avoid it whenever they can).Managers often use it.

Theory Y:Positive (good) assumption about people (e.g. assume that they

have self-direction, and self-control in meeting their objectives).Managers should strive (try their best) to use it.Why? Because it is more successful in satisfying the human needs

of most organizational members. Therefore, more motivational

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Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersTheory X –Theory Y:

Production might be increase by using either Theory X or Theory Y depending on the situation a manager faces.

Theory Z:

An effectiveness dimension

It implies that managers who use either Theory X or Theory Y can be successful, depending on their situation

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Strategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersStrategies for Motivating Organization MembersLikert’s Management Systems

System 1—Lack of confidence or trust (in subordinates)

System 2—Condescending confidence and trust System 3—Substantial confidence System 4—Complete trust and confidence

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Likert’s Management SystemsLikert’s Management SystemsLikert’s Management SystemsLikert’s Management SystemsSystem 1 System 2 System 3 System 4

Confidence & Trust

Lack (NO) Condescending (master-to-servant)

Substation (but not complete)

Complete

Discussing Jobs with Superiors

Not free to discuss Not free to discuss Fairly free Completely free

Motivation By fear, threat, punishments, and occasional rewards

By rewards, and actual or potential punishment

Rewards, occasional punishment, and some involvement

Economic rewards based on compensation system, developed through participation & involvement in goal sitting

Information Flow

Downward Downward Upward & downward Upward, downward, & horizontally

Decision Making

At top of the organization

- Policies: at top of the organization- Decisions within a prescribed framework: at lower levels

- Broad policies & general decisions: at top of the organization- Specific decisions: at lower levels

Spread widely throughout the organization, and is well coordinated