Management 3

1. Tuesday / January 27, 2015
Group 2 - MANAGEMENT 3
MOTIVATION
in the
Organization

2. What is Motivation?
Motivation explains why people behave the way
they do. This is the process involving factors that arouse
and direct behavior toward a goal.

3. 3
1. Hierarchy of Needs Theory
by Abraham Maslow
THEORIES OF MOTIVATION
Maslow contended that man
has five categories of needs
arranged in a hierarchy. From
highest to lowest:
Self-
actualization
Needs
Esteem Needs
Social and
Belongingness Needs
Safety and Security Needs
Physiological Needs

4. 4
2. ERG Theory
by Cayton Alderfer
According to Alderfer, man has three sets of needs:
• Correspond to Maslow’s physiological and security
needs.
Existence (E) needs
• Correspond to Maslow’s social and belongingness
needs.
Relatedness (R) needs
• Relate to esteem and self-actualization needs.
Growth (G) needs

5. 5
3. Need Theory
of David McClelland
For McClelland, man has three sets of learned or acquired needs called
manifest needs:
Need for
Achievement
• Refers to an
individual’s
concern for
“excellence,
competition,
challenging
goals,
persistence and
overcoming
difficulties”.
Need for Power
• Refers to
individual’s
concern for “to
make an impact
on others,
influence others,
change people
and events and
make a
difference in
life”.
Need for
Affiliation
• Refers to an
individual’s
concern for
warm and close
relationship
with others.

6. 6
4. Two-Factor Theory
by Frederick Herzberg
Herzberg believes that an individual’s relation to work is basic and that
one’s attitude toward work can very well determine success of failure
resulting to job satisfaction or dissatisfaction. The factors that may lead to
satisfaction and dissatisfaction are:
• also known as maintenance
factors; relate to conditions
surrounding the job.
Hygiene
Factors
• also known as job-content
factors; work conditions that
relate to the dissatisfaction of
physiological growth.
Motivation
Factors

7. 7
5. Equity Theory
by J. Stacy Adams
This involves the concepts of equity and inequity people experience
in the social exchange that takes place in work relationships.
Adams’ contention involves a process of equity/inequity perception:
Evaluation
of Self
Evaluation
of Others
Comparison
of Self with
Others
Feelings of
Equity or
Inequity

8. 8
Adams suggested that an employee must evaluate and compare
himself and others based on input-outcome ratio.
Outcomes (self)
Inputs (self)
Outcomes (others)
Inputs (others)
COMPARED TO
When there is a feeling of inequity:
• Change his inputs to fit the outcome
• Change his outcome
• Change perception of himself
• Change the of comparison
• Leave the situation

9. 9
6. Expectancy Theory
of Victor Vroom
This theory is based on personal perceptions in the social exchange
-taking place in the motivation process. Vroom suggested that motivation
depends on three factors:
• Refers to the value or importance an individual gives to an
outcome.
Valence
• Refers to the individual’s belief that effort will lead to
performance.
Expectancy
• Is the individual’s belief that his performance will lead to
outcome.
Instrumentality

10. Tuesday / January 27, 2015
Group 2 - MANAGEMENT 3
STRESS
and
WELL-BEING

11. 11
What is Stress?
Gibson defined stress as a “person’s adaptive response to a stimulus
that place excessive psychological or physical demands on that person”.
&
Types of stress:
Eustress Distress
Stress is triggered by a stressor or demand.

12. 12
3 Stages of General Adaptation Syndrome (G.A.S.):
By Dr. Hans Selye
Alarm Stage
• When a person experiences a stressor or
demand.
Resistance Stage
• When person resists the negative effects
of the stressor.
Exhaustion Stage
• When a person literally gives up for
he/she can no longer handle the stressor.

13. 13
Causes & Consequences of Stress
Potential
Sources
Environmental
Factors
Organizational
Factors
Personal
Factors
Individual
Differences
Experienced Stress
Consequences
Physiological
Symptoms
Psychological
Symptoms
Behavioral
Symptoms
Model of Stress:

14. 14
Burn-Out
Leonard Moss defined burn-out as “a general feeling of
exhaustion that may develop when an individual simultaneously
experience too much pressure and too few sources of satisfaction”.
Driven individuals who have high aspirations and strong
motivation to accomplish tasks are more prone to burn-out.

15. 15
Type A & Type B
Personalities
Type A personality
• are aggressive, ambitious, controlling, highly
competitive, preoccupied with status,
workaholics, hostile, and lack patience.
Type B personality
• are relaxed, less stressed, flexible, emotional
and expressive, and have a laid-back
attitude.

16. 16
Stress Management
How do you manage stress?

17. 17
STRATEGIES IN MANAGING STRESS:
Individual
Coping Strategies
• Exercise and
relaxation
• Time management
• Role management
• Support groups
Organizational
Coping Strategies
• Institutional
Programs
• Collateral
programs

18. Thank You