1. Employee Motivation

2. Begin with the end in mind
What are your talents?
What is your ultimate career
goal?
What can you achieve in 2
years?
What are your personal goals?

3. What Is Motivation?
Motivation
– The processes that account for an individual’s willingness to
exert high levels of effort to reach organizational goals,
conditioned by the effort’s ability to satisfy some individual
need.
• Effort: a measure of intensity or drive.
• Direction: toward organizational goals
• Need: personalized reason to exert effort
– Motivation works best when individual needs are
compatible with organizational goals.

5. Drives (aka-primary needs, fundamental needs, innate motives)
– Neural states that energize individuals to correct deficiencies or
maintain an internal equilibrium
– Prime movers of behavior by activating emotions
Needs
– Goal-directed forces that people experience.
– Drive-generated emotions directed toward goals
– Goals formed by self-concept, social norms, and experience

6. Four-Drive Theory
Drive to BondDrive to Bond
Drive to LearnDrive to Learn
• Drive to form relationships and
social commitments
• Basis of social identity
• Drive to satisfy curiosity and
resolve conflicting information
Drive to DefendDrive to Defend
• Need to protect ourselves
• Reactive (not proactive) drive
• Basis of fight or flight
Drive to AcquireDrive to Acquire
• Drive to take/keep objects and
experiences
• Basis of hierarchy and status

7. Challenges of Motivating Employees
Changing workforce
– younger generation employees have different needs and
expectations to baby boomers
– people have more diverse values – results in more variety
in what motivates employees
Cultural values
– globalization has added to diversity

8. Content versus Process Theories
• Content theories
– explain why people have different needs at different
times.
• Process theories
– describe the processes through which needs are
translated into behaviour.

9. Early Theories of Motivation
– Maslow’s Hierarchy of Needs
– McGregor’s Theories X and Y
– Herzberg’s Motivation-Hygiene Theory
– Mc Clelland Theory

10. Maslow’s Hierarchy of Needs Theory
– Needs were categorized as five levels of lower- to higher-
order needs.
– lower-order needs - largely satisfied externally
• Physiological - food, drink, shelter, sexual satisfaction
• Safety - security and protection from physical and emotional
harm
– Assurance that physiological needs will be satisfied
– Higher-order needs - largely satisfied internally

11. • Social - affection, belongingness, acceptance
• Esteem - internal factors like self-respect, autonomy, and
achievement
– External factors like status, recognition, attention
• Self-actualization - achieving one’s potential as each need is
substantially satisfied, the next need becomes dominant

13. Maslow’s Hierarchy of Needs Theory (cont.)
• Individuals must satisfy lower-order needs before they can
satisfy higher order needs.
• Satisfied needs will no longer motivate.
• Motivating a person depends on knowing at what level that
person is on the hierarchy.

14. McGregor’s Theory X and Theory Y
Theory X - Assumes that workers have little ambition, dislike work,
avoid responsibility, and require close supervision.
– Assumed that lower-order needs dominated.
Theory Y - Assumes that workers can exercise self direction, desire
responsibility, and like to work.
– Assumed that higher-order needs dominated.
– No evidence that either set of assumptions is valid.
– No evidence that managing on the basis of Theory Y makes
employees more motivated.

16. Herzberg’s Motivation-Hygiene Theory
 Job Satisfaction and Job Dissatisfaction are created by different factors.
- Hygiene factors: Extrinsic (environmental) factors that create job
dissatisfaction.
- Motivators: Intrinsic (psychological) factors that create job satisfaction.
 Attempted to explain why job satisfaction does not result in increased
performance.
- The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.

18. Mc Clelland Three-Need Theory
Need for achievement (nAch)
Need for power (nPow)
Need of affiliation (nAff)

19. Need for Achievement (nAch)
The drive to excel and succeed
High achievers:
• prefer jobs that offer personal responsibility
• want rapid and unambiguous feedback
• set moderately challenging goals
– avoid very easy or very difficult tasks
• high achievers don’t necessarily make good managers
– focus on their own accomplishments
» good managers emphasize helping others to accomplish their goals.

20. Need for Power (nPow)
The need to influence the behavior of others
Need of Affiliation (nAff)
The desire for interpersonal relationships
– Best managers tend to be high in the need for power and
low in the need for affiliation

22. Three-Need Theory
Conclusion
– High achievers prefer and are strongly motivated in job
situations with personal responsibility, feedback, and an
intermediate degree of risk.
– High achievers do not necessarily make a good manager,
especially in large organizations.
– A low need for affiliation and a high need for power are
closely related to managerial success.
– Employees can be trained to stimulate their achievement
need.

23. Hierarchy Theory
Needs hierarchy
theory
Self-
actualisation
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
• Maslow arranged five needs in a
hierarchy.
• Satisfaction-progression process
• People who experience self-
actualisation desire more rather
than less of this need.

24. ERG Theory
ERG
theory
Growth
RelatednessRelatedness
ExistenceExistence
• Alderfer’s model has
three sets of needs
• Adds frustration-
regression process to
Maslow’s model
Needs hierarchy
theory
Self-
actualisation
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological

25. Content Theories of Motivation
Motivator−hygiene
theory
Motivators
HygienesHygienes
Need for
achievement
Need forNeed for
powerpower
Need forNeed for
affiliationaffiliation
McClelland’s
learned needs
ERG
theory
Growth
RelatednessRelatedness
ExistenceExistence
Needs hierarchy
theory
Self-
actualisation
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological

26. Effective Goal Setting
SpecificSpecific
RelevantRelevant
ChallengingChallenging
TaskTask
efforteffort
TaskTask
performanceperformance
ParticipationParticipation
CommitmentCommitment