MAKING WORKPLACE A MOTIVATING ONE

1. MAKING THE WORKING PLACE
A MOTIVATING ONE
THEORIES, MODELS &
STRATEGIES
TUNGARAZA, MB
MAY, 2019

2. Contents
 Introduction
 Definition of the term “Theory” and
Motivation
 State briefly different motivational
theories
 State strategies to making
workplace a motivating
 Conclusion

3. Introduction #1
 The supervisor should understand that the
people under his/her supervision
(followers), may be of different behaviors
towards work.
 The supervisor applies different
approaches to manage each employee.
 Motivation is a tool that the supervisor
should understand to apply in making
staff work to meet the shift goals.

4. Introduction #2
 The supervisor should understand different
motivation theories and how to apply them in
motivating subordinates (supervisees) to work
effectively.
 The theories include:
o Theory X & Y; (by McGregor 1960).
o Employee participation theory (by Chris Argyris,1964).
o Theory of needs (by Abraham Maslow 1970).
o Two factor theory by (Herzberg 1977).
 Other motivational theorist include:
 McClelland, D (1971)
 Gellerman, S (1968)
 Vroom, V (1964)

5. Definitions
 Theory:
 Defined as a set of interrelated assumptions put forward to
describe or explain a given phenomenon.
 Motivation:
 Motivation is a concept used to describe both the
extrinsic conditions that stimulate certain behaviors that
are evidenced by intrinsic responses that demonstrate that
behaviors in human being.
 The intrinsic response is sustained by motives often
described as needs, wants or drives.
 One measures motivation through observable and
recorded behaviors.
Swansburg, RC, (2002)

6. Theory X
Theory y Employees:
 Like and enjoy work
 Are self directed
 Seek responsibilities
 Are imaginative and creative
 Have underutilized intellectual capacity
 Need only general supervision
 Are encouraged to participate in
problem solving

7. Theory X
Theory X employees:
 Avoid work
 Need constant supervision and directions
 Are indifferent to organizational needs
and goals
 Need threats to be motivated
 Are motivated by rewards and
punishment

8. Employee Participation
Theory
 According to Chris Argyris(1964),
managerial domination causes
workers to become discouraged and
passive at work.
 If self-esteem and independence
needs are not met, employees will
become discouraged and
troublesome.

9. Theory of Employee Needs
 According to Maslow, (1970) people are
motivated to meet certain needs, ranging from
basic survival to complex psychological needs,
and people seek the higher need only when
the lower needs are made.
 Based on this theory, the supervisor need to
understand that the supervisee is not merely an
economic animal, and that they have many
needs to motivate them.
 The supervisor should communicate with the
management to ensure that lower needs of the
staff are met to make them motivated to work
productively.

10. Two Factor Theory (Hygienic
Theory)
 The work itself, according to Fredrick Herzberg
(1977) is a motivating factor.
 Staff needs recognition, advancement,
responsibility, work and achievement to get
motivated to work satisfactorily.
 Likewise, factors like monetary incentive, job
security, positive working conditions, policies,
and interpersonal relations can play a role of
hygienic factors which make a person
dissatisfied with work when they are not met.
 Therefore, the management should strive to make the
work a motivating one.

11. Motivational Theory By
McClelland, 1971
 According to McClelland, the employee is
motivated by three factors:
o Achievement: Focus on improving or
transforming ideas to actions.
o Affiliation: focus their energies relationship with
friends and families. This is mostly observed to
female nurses.
o Power: motivated by the power that can be
gained as a result of specific action.
 Supervisor/managers should strive to meet
those three basic needs to motivate employees
to work effectively.

12. Motivational Theory By
Gellerman, 1968
 This theory is applied through stretching
concept.
 Stretching involves assigning staff with tasks that
are more difficult than the one is routinely used
to be doing.
 Another approach of this theory is making staff
more participative in decision making to things
affecting their work. The purpose is to make
employee feel valued and see themselves part
of the solution. It also gives the supervisor not to
be overwhelmed with tasks that can be
managed by the subordinates.

13. Creating Motivating Working
Places #1
The supervisor should:
 Clearly communicate expectations to
subordinates
 Be fair in treating all subordinates at par
 Be a firm decision maker employing
appropriate styles of decision making
 Remove traditional blocks from the work.
 Give subordinates recognition and credits.
 Elaborate the reasons behind decisions and
actions.
 Role model to subordinates

14. Creating Motivating Working
Places #2
 Distribute all necessary resources fairly
 Ensure that there necessary working tools
at work place
 Reward desirable behaviors; be
consistent on how you handle
undesirable behaviors.
 Understand the uniqueness of every
subordinate
 Provides experiences that challenge or
stretch the subordinates and allow
professional growth

15. Conclusion
 To motivate is to inspire subordinates to
work heartedly.
 The supervisor should have the
knowledge of different motivational
theories and know how to apply them in
order to create motivating working
climates.
 The theories state various motives that the
supervisor should provide or improve to
motivate subordinate.