This presentation covers definition, theories of and strategies for motivation at work places

1. MOTIVATION
Kelvin M Mwita
Moshi Cooperative University(MoCU)
Management Department

2.  Any individual whether at work or in any other
task which is not job related must have reasons
which make him or her devoting his or effort
towards accomplishment of it.
 Other people work harder than others, others
work longer than others, and others invest more
inputs than others in what they do.
 There must be a driving force which keeps them
moving, makes them persistent and better
performer.
 That force is called motivation.

3. WHAT IS MOTIVATION?
 The word motivation is delivered from a Latin
word “movere” which means to move
 Motivation implies processes that account for an
individual’s intensity, direction, and efforts to do
something.
 It that force that drives a person to do something.

4.  Three key elements of motivation;
I. Direction – What a person is trying to do
II. Energy/effort – How hard he is trying to do
III.Persistence – how long a person keeps on trying

5. Types/forms of Motivation

6.  Basically, there are two types of motivation;
intrinsic and extrinsic motivation
 Intrinsic Motivation
This is the type of motivation whereby a person
is driven or influenced to do something from
within i.e. without any external influence such as
bonus, recognition or any kind of incentives.

7.  Extrinsic Motivation
 This is the type of motivation through which an
individual is moved or influenced to do something
due to forces outside a person himself.
 When a person works hard because he is
expecting a bonus, that person is said to be
extrinsically motivated

8. Theories of motivation

9. Theories of motivation are categorized into two
major categories;
1. content theories
and
2. process theories.

10. CONTENT THEORIES
 Content theories focus on the factors within a
person that energize, direct, sustain and stop
behavior
 These theories explain WHAT motivates us

11. 1. ABRAHAM’S MASLOW HIERARCHY
OF NEEDS THEORY
 Maslow argued that, human needs are
categorized into ladder-like structure from the
lowest needs to the highest
 These needs include; physiological needs, safety
needs, social needs, esteem needs and self-
actualization needs.

12. 1. Physiological needs;
 These are the lowest needs in the hierarchy, they are
the basic needs which are a human being needs them
to survive.
 They include water, food, air, sex, etc
 A human being focuses on these needs first before any
other needs and once these needs are satisfied the
focus shifts to higher needs which are safety needs.
2. Safety needs
 These are needs for security and protection.
 After physiological needs being satisfied a person
needs to feel secure and protected from danger
therefore safety needs become dominant.

13. 3. Social/belongingness needs
 These are needs for relationship with other
members of a group; here a person needs to be
accepted as a member of a group and loved as
well.
 This is a desire to have a sense of belongingness.
4. Self esteem
 These are needs or desire for stable, firmly based
and high evaluation of oneself, for self esteem
and esteem of others as described by Maslow
(1943).
 These needs include confidence, status,
recognition, etc

14. 5. Self-actualization
 These are the highest needs in the hierarchy.
 It implies a desire of a person to become what he
thinks he is capable of becoming; a desire to use
his potential fully.

16. ALDERFER’S ERG THEORY
 This theory was introduced by Clayton Alderfer
as a development of Maslow’s hierarchy of needs
theory. ERG stands for Existence, Relatedness
and Growth.
 Alderfer argued that human needs levels are
three instead of five as Maslow suggested.
1. Existence
 This is concerned with provision of basic material
requirements. These needs were considered to be
physiological and safety by Abraham Maslow

17. 3.Relatedness
 This is another category which is concerned with
relationship with others (interpersonal relationships).
 A person being a social animal is motivated when
interacting with others.
 These needs were termed social needs by Abraham
Maslow.
4. Growth
 This is the desire for personal development; a person
needs to update his knowledge, skills and
competence.
 Growth needs are relating to what Abraham Maslow
called esteem and self-actualization needs.

18. ERG theory has the following major propositions;
 The less each level of need has been satisfied, the
more it will be desired (need for satisfaction)
 The more, lower level need has been satisfied,
the greater the desire for higher level needs.
 The less the higher need has been satisfied, the
more the lower needs will be desired.

19. Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA
Existence
Relatedness
Growth

20. HERZBERG’S TWO-FACTOR
THEORY
 The theory suggests that, there are two major
sets of factors which may either lead to
satisfaction or dissatisfaction.
 One set comprises of motivating factors
(satisfiers) and other set comprises of hygiene
factors (dissatisfiers)
 The theory is the result of the study done by
Herzberg to 200 accountants and engineers who
were asked to respond to a question, “Can you
describe, in detail, when you feels exceptionally
good and when you feel exceptionally bad about
your job?”

21.  The results or data collected from the study
concluded that, good feelings about the job were
relating to the content of the job (e.g. feeling of
accomplishment, challenging tasks, doing a good
job etc), bad feelings were relating to context of
the job (e.g. salary, working conditions etc)

22.  These results made Herzberg to arrive into two
specific conclusions;
 There is a set of job conditions that, their absence
results into dissatisfaction and their presence do not
necessarily motivate employees. These conditions are
referred to dissatisfiers/hygiene factors.
They include;
 Salary
 Job security
 Working conditions
 Company policies
 Supervision etc

23.  There is a set of job conditions that their
absences do not result into dissatisfaction but
their presences motivate employees. These are
called motivating factors or satisfiers.
They include;
 Recognition
 Achievement
 Advancement
 Personal growth & development
 Work itself etc

24. MCCLELLAND’S THREE-NEEDS
THEORY
 McClelland categorized needs into three types
common in work life i.e. Needs for achievement,
need for power and need for affiliation.

25. 1. Need for Achievement
 This refers to the desire to excel or achieve
basing on set standards and objectives.
 People of with this need are highly motivated
when they achieve, excel or accomplish tasks
hence they have a desire to do something better
or more efficient and effective than it has been
done before.
 They prefer jobs that offer personal responsibility
for problem solving.

26. 2. Need for Power
 This implies the need to make others behave or
follow orders and instructions; influencing
behavior of others.
 Individuals with this need are highly motivated
when are in-charge, strive to influence others
and when they are in competitive and status
oriented situations.

27. 3. Need for affiliation
 This refers to desire to establish interpersonal
relationships.
 Individuals with need for affiliation are highly
motivated when they interact with their
colleagues at workplace and they like to establish
new friendship networks.

28. McGregor’s Theory X and Y
Theory X
Assume that workers have little ambition,
dislike work, avoid responsibility, and
require close supervision.
Theory Y
Assumes that workers can exercise self-
direction, desire, responsibility, and like
to work.
Assumption
Motivation is maximized by participative
decision making, interesting jobs, and
good group relation.

29. Process Theories
 Process theories provide a description and
analysis of HOW and WHY behavior is energized,
directed, sustained and stopped;

30. EQUITY THEORY
 This theory was proposed by John Stacy Adams,
it based on proposition that every individual
tends to compare the ratio of his/her inputs and
outcome with input-outcome ration of other
person.
 The reference or comparison person is always in
the same group e.g. gender, department, or any
other category.
 For example a lecturer will always compare
him/herself with other fellow lecturers.

31.  In this process of comparison if a person feels
that his ration of input-outcome is equal to that
of referent’s ratio of input-outcome, a state of
equity exists, then he perceives the situation to
be just and fair.
 But if he experiences inequity it will lead to
tension and stress.

32.  This can be expressed as
Individual’s outcomes = relational partner’s outcome
Individual’s own input relational partner’s inputs

33. VROOM EXPECTANCY THEORY
 Expectancy theory argues that, a person will act
or behave in a certain way after selecting a
certain behavior due to expectations he or she
have on the results of the selected behavior.
 This implies that, a person would decide to work
hard expecting that hardworking could help him
or her to be promoted.

34. The theory has three major components;
1. Expectancy
2. Instrumentality
3. Valence

35. 1.Expectancy; Effort -> Performance (E->P)
 This is the belief that one’s effort (E) will lead to
a desire performance (P).
2. Instrumentality: Performance -> Outcome
(P->O)
 This means, a belief which one has concerning
rewards he or she will get if the expected
performance is met.
 Rewards may be in form of recognition, pay raise,
appreciation, promotion etc.

36. 3. Valence
 This deals with attractiveness of rewards. It is
concerned with the extent to which an individual
values a given outcome or reward of his or her
efforts,
 An individual may decide to change his behavior
basing on how valuable the rewards are
 Therefore;
Motivational Force = Expectancy x Instrumentality x Valence

37. TASK
Reinforcement theory (Content)
Goal setting theory (Process)
Deadline: 1 week from today

38. FACTORS WHICH MAY AFFECT A
PERSON’S MOTIVATION WORKING
PLACES
 Working condition
 Salary and wages
 Interpersonal relationship
 Nature and level of supervision
 Job rotation
 Working hours
 Job security
 Recognition and appreciation
 Feeling of accomplishment
 Company policies
 Challenging job/tasks