Motivation: Human Behavior in an Organization

Motivation Concept in Human Behavior in an Organization

1. MOTIVATION

2. At the end of 120
minutes of presentation,
MAN students must
have:
OBJECTIVES:
•Defined motivation.
•Enumerated and explained the elements
of motivation.
•Understood the motivation process.
•Discussed the different motivation drives
•Differentiated primary needs from
secondary needs.
•Distinguished the similarities among the
three models of human needs
•Related the link between motivation,
rewards and performance in their
personal experiences.

3. What is
MOTIVATION?

4. Motivationis one of the
forces that lead to
performance.
Motivationis defined asthe desire
to achieve a goal or a certain
performance level, leading to goal-
directed behavior.

5. Work motivation is the set of internal and external forces
that cause an employee to choose a course of action and
engage in certain behaviors. Ideally, these behaviors will
be directed at the achievement of an organizational goal.

6. Elements of Motivation:
•Direction and focus of the behavior
•Level of the effort
•Persistence of the behavior

7. Model of the Motivation Process

8. Motivational Drives:
•Achievement
•Affiliation
•Power

9. Achievement
motivation
is a drive some people
have to pursue and
attain goals. An
individual with this drive
wishes to achieve
objectives and advance
up the ladder of success.
Accomplishment is seen
as important primarily for
its own sake, not just for
the rewards that
accompany it.
Affiliation
Motivation
is a drive to relate to
people on a social basis.
People with affiliation
motives work better when
they are complimented for
their favorable attitudes
and cooperation.
Affiliation-motivated tend
to select friends and
likable people to surround
them.
Power
motivation
is a drive to influence
people, take control, and
change situations.
Power-motivated people
wish to create an impact
on their organizations
and are willing to take
risks to do so. Once this
power is obtained, it may
be used either
constructively or
destructively.

10. Knowledge of the differences among the three motivational drives
requires managers to think contingently and to understand the
work attitudes of each employee. They can then deal with
employees differently according to the strongest motivational drive
that they identify in each employee. In this way, the supervisor
communicates with each employee according to that particular
person’s needs.
Managerial Application of the Drives:

11. Knowledge of the differences among the three motivational drives
requires managers to think contingently and to understand the
work attitudes of each employee. They can then deal with
employees differently according to the strongest motivational drive
that they identify in each employee. In this way, the supervisor
communicates with each employee according to that particular
person’s needs.
Managerial Application of the Drives:

12. HUMAN NEEDS
Basic physical needs or also
called PRIMARY NEEDS.
These needs arise from the basic
requirements of life and are
important for the survival of the
human race.
Social and psychological needs
or also called SECONDARY
NEEDS. They represent the
needs of the mind and spirit rather
than of the physical body.

13. Maslow, a humanistic psychologist, believed that motivation
is determined by both internal and external factors. He held a
holistic view of human motivation and considered an
individual as more than the sum of its parts.
Maslow’s theory postulates that once the most foundational
needs are met, other desires emerge to fuel human
motivation.
Maslow's Theory of Human Motivation

14. Maslow's hierarchy of needsis considered a cornerstone of
understanding human motivation. Even today it continues to be used as a
foundation for other theories of motivation and behavior.

15. Frederick Herzberg’s Two Factor Theory of Motivation
is a content model of motivation which says that
satisfaction and dissatisfaction in work are created by
different factors.
Herzberg’s Two-Factor
Theory of Motivation

16. Two-factor theory distinguishes between:
Motivators(e.g. challenging work, recognition for one's achievement, responsibility, an
opportunity to do something meaningful, involvement in decision making, sense of
importance to an organization) that give positive satisfaction, arising from intrinsic
conditions of the job itself, such as recognition, achievement, or personal growth.
Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good
pay, paid insurance, vacations) that do not give positive satisfaction or lead to higher
motivation, though dissatisfaction results from their absence. The term "hygiene" is
used in the sense that these are maintenance factors. These are extrinsic to the work
itself and include aspects such as company policies, supervisory practices, or
wages/salary. Herzberg often referred to hygiene factors as "KITA" factors, which is an
acronym for "kick in the ass", the process of providing incentives or threat of
punishment to make someone do something.

17. Herzberg’s Two-Factor Theory of Motivation

18. According to the Two-Factor Theory, there are four possible
combinations:
High Hygiene + High Motivation: The ideal situation where employees are highly
motivated and have few complaints.
High Hygiene + Low Motivation:Employees have few complaints but are not highly
motivated. The job is viewed as a paycheck.
Low Hygiene + High Motivation: Employees are motivated but have a lot of
complaints. A situation where the job is exciting and challenging but salaries and
work conditions are not up to par.
Low Hygiene + Low Motivation: This is the worst situation where employees are
not motivated and have many complaints.

19. Alderfer’s ERG Theory of Motivation
Alderfer’s model says that all humans are motivated by these three
needs. Themost concrete and motivating of Alderfer’s three needs is
existence, which really relates to physical and psychological survival. The
next level is the need for relatedness, a sense of community, and a good
relationship with yourself. The least concrete, but still important, of
Alderfer’s needs in the ERG model is growth, which really relates to self-
development, fulfillment, and the sense of achieving your potential.

21. Alderfer’s ERG Theory of Motivation states that individuals can be
motivated by multiple levels of need at the same time, and that the
level which is most important to them can change over time. In
other words, an individual’s priorities and motivations may be fluid
and can move between the existence, relatedness and growth
levels of need over time. They can move upwards, and they can
move downwards.

22. References:
Team, Editorial. (n.d.). Expectancy theory of motivation: Guide for managers. Retrieved March 9, 2023,
from https://www.indeed.com/career-advice/career-development/expectancy-theory-of-motivation
Newstrom, John W. (2017). Organizational behavior, Human Behavior at Work. McGraw-Hill US Higher
Ed USE.