Motivation theories are frameworks for understanding what drives people toward goals.

leadership and management

1. leadership and management theory “Group 3” ma. Krishna b.canon dabylin N. bersonda cherry a. Ramonida abegail g. todavia Maribeth c. vidallo

2. Motivation

3. introduction

4. 4 Objectives: Understand the definition, concepts, principles of motivation Discuss the types of motivation Identify and apply the role of nurse administrator in the clinical setting using the motivation theories

5. 5 Definition: Motivation is an internal state that propels individuals to engage in goal-directed behavior. It is often understood as a force that explains why people or animals initiate, continue, or terminate a certain behavior at a particular time. It is a complex phenomenon, and its precise definition is disputed. It contrasts with amotivation, which is a state of apathy or listlessness. Motivation is studied in fields like psychology, motivation science, and philosophy.

6. 6 Concept: Motivation theory is the study of understanding what drives a person to work towards a particular goal or outcome. It’s relevant to all of society but is especially important to business and management.

7. “Types of motivation”

8. “Intrinsic” Its reefers to internal which is subjective but believed to occur because of actions aligning with values or with pleasure for performing a task. This type of motivation, though subjective, can be accessed in a variety of ways such as providing rewards that reflect value such as “employee of the month” or giving out a coffee mug printed with “best salesmen.” The key to understanding internalized motivation is the relation to a person’s values or desires. People tend to place higher value on the boss saying things like “Good job,” then being given a bonus at the end of the year. However, intrinsic motivation is subjective and can be difficult to balance and utilize depending on the workforce and what appeases the staff or individuals. Reference: https://justweighing.com/blogs/wisdoms-many-facets/the-four-forms-of-motivation-extrinsic-identified-intrinsic-introjected

9. “Extrinsic” An external influence that impels people to actor behave in a specific way such as accomplishing a task or job but can also be a personal goal such as losing weight. External influences include rewards, promotions, prizes, etc. Where a teacher might reward a student with a prize for winning a debate, an individual might reward themselves with a new album for sticking to a diet. Reference: https:// justweighing.com /blogs/wisdoms-many-facets/the-four-forms-of-motivation-extrinsic-identified-intrinsic-introjected 9

10. “Organizational” Reference: https://www.sciencedirect.com/topics/psychology/organizational-motivation Organizational motivation benefits from  a systemic effort focused on a well-articulated culture that supports a unified business strategy . Culture implicitly sets boundaries for intra-organizational normative behavior, including which behaviors are recognized and rewarded by the organization. “Organizational”

11. “Self-motivation” Reference: https://www.berkeleywellbeing.com/self-motivation.html Self-motivation is the internal state that helps us initiate, continue, or terminate a behavior. For example, we might be self-motivated to eat something if we are hungry. We might be motivated to keep working a job so that we can pay our bills, or we might be motivated to break off a relationship when it is no longer making us happy. Pretty much any behavior you can think of is thought to originate with self-motivation. 

12. Theories

13. Motivational theories

14. “Exogenous theories” Focuses on the motivationally independent variables that can be changed by external agents. Represent action levers or handles that can be used by policymakers to change the motivation of workers Motive-Need Theory Incentive Reward Theory Reinforcement Theory Goal Theory Personal and Material Resource Theory Socio technical System Theory

15. “ EnDoGenous theories” Deals with process or mediating variables that are amenable to modification only indirectly in response to variation in one or more exogenous variables Arousal-Activation Theory Expectancy Valence Theory Equity Theory Attitude Theory Intention-goal theory Attribution/ Self Efficacy Theory

16. “ Content theories ” a system of needs that motivate peoples' actions

17. Monistic theory 17 “A fair day’s pay for a fair day’s work” FREDERICK TAYLOR (1856-1915) “Father of Scientific Management” He believed that workers are primarily motivated by pay, and by optimizing work processes and compensating employees based on their performance, productivity could be maximized.  

18. Monistic theory 18 Taylor was a mechanical engineer who was primarily interested in the type of work done in factories and mechanical shops. Taylor's motivation theory argues that money is the main force that motivates employees to work at a company. Therefore, to motivate employees Taylor's theory suggests that instead of paying employees a fixed salary they should receive performance-based pay. According to Taylor, employers should reward workers for increased productivity rather than scold them for every minor mistake.   FREDERICK TAYLOR

19. Monistic theory 19 The Taylor scientific management theory assumed that productivity could increase by making jobs simpler and optimizing them. Productivity increase reduces manufacturing costs . Simple training by decomposition of complex tasks. Allows workers to focus on specific tasks. Facilitates monitoring and control of work. Throughout his professional life, Taylor's work focused on increasing productivity and therefore, profitability , and his goal was to raise productivity without driving workers too hard. FREDERICK TAYLOR

20. Monistic theory 20 The theory also assumed workers could be made to work faster and better and yield more productivity by providing incentives that made them do so . Taylor indicated and believed that the relationship between the workers and management should be cordial and completely harmonious . Difference between the two will never be beneficial to either side. Management and workers should acknowledge and understand each other's importance. FREDERICK TAYLOR What are the assumptions of Frederick Taylor theory?

21. Monistic theory 21 The key disadvantages of Taylor's theory are that this management system is a costly method, and the control of employees may reduce their creativity and motivation towards work .   Moreover, workers are alienated, unemployment increases as workers can be easily replaced by new technologies, and employees are deskilled.  . FREDERICK TAYLOR What are the limitation of Frederick Taylor theory?

22. Monistic theory 22 The increased productivity, enhanced decision-making, greater employee engagement, promotion of objectivity, and fostering adaptability , while its limitations include a primary focus on higher-level management, defining management in isolation from employees and reduced focus on the hum an.   Example: Frontliners working 12hours to 24hours or more during Covid Season   FREDERICK TAYLOR Benefits of this theory

23. ERG Theory CLAYTON ALDERFERS 23 “A person must act to satisfy their needs.” an American psychologist who developed Maslow's hierarchy of needs into a theory of his own.   Alderfer's ERG theory suggests that there are three groups of core needs: existence (E), relatedness (R), and growth (G )

24. ERG Theory CLAYTON ALDERFERS 24 Maslow emphasizes a strict order of experiencing the categories of needs, Alderfer believed that the categories of needs can be met simultaneously . Both theories agree that as lower-level needs become satisfied, people seek to satisfy higher-level needs.  

25. ERG Theory CLAYTON ALDERFERS 25 Alderfer proposed that when a certain category of needs isn't being met, people will redouble their efforts to fulfill needs in a lower category Clayton Alderfer's ERG Theory include recognizing that employees have multiple needs to satisfy simultaneously and that if growth opportunities are not provided, they may regress to relatedness needs .   ASSUMPTIONS

26. ERG Theory CLAYTON ALDERFERS 26 The theory also can also account for employees that fall victim to the frustration-regression principle and become more intent on fulfilling relatedness needs, such as socializing more frequently with co-workers during work hours. The ERG theory does not offer clear cut guidelines . This theory says that an individual can satisfy any of the three needs first. But how will we determine which of the three needs is more important to that person. Includes: Satisfaction-progression Principle Frustration-Regression Principle  

27. ERG Theory CLAYTON ALDERFERS 27 No effective guiding path to follow is provided in the theory for a person to effectively choose the important need that is to be fulfilled first among the three. No solutions are given in the theory for the big organizations because it might be impossible for organizations with a large number of employees to analyze the individual needs of every employee   LIMITATION

28. Hierarchy of needs Abraham Maslow 28 “People are motivated to achieve certain needs and that some needs take precedence over others” Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid

29. Hierarchy of needs Abraham Maslow 29 A person's behavior is motivated or influenced by needs that are not yet satisfied . When the lower need is satisfied, a person moves to the next higher-level need . Human needs form a hierarchy starting from basic needs to higher level needs. Human behaviors is based on needs. ASSUMPTIONS

30. The basic needs (Level 1-2) 30 Maslow’s Hierarchy Level 1: Physiological needs Our basic physiological needs (aka physiological drives) ensure our survival. Some examples of physiological needs include: Water Shelter Warmth Sleep and rest Homeostasis (this is the body’s natural mechanism for maintaining a stable, constant environment)

31. The basic needs (Level 1-2) 31 What can managers do to motivate employees with physiological needs? Provide adequate food and water for employees or make sure that they know what they need to bring to work. The more you can provide, the better. Ensure that the workplace is well heated or cooled to maintain the correct temperature and comfort levels If your business requires work outdoors, be sure to give your staff clothing to suit all weather conditions. Keep company cafeterias, kitchens, and vending machines stocked with a variety of healthy foods. Adequately maintain workspaces, especially where workers spend any length of time, such as desks and production lines. Ensure good air quality, complete DSE assessments and act to improve these spaces.

32. The basic needs (Level 1-2) 32 Maslow’s Hierarchy Level 2: Safety needs Once a person’s physiological needs are satisfied, the safety needs at level two of the hierarchy come into play. The safety needs are focused on ensuring we do not put ourselves in harm’s way and fulfil an innate desire for control and predictability in our lives. These safety needs include: Protection from the elements and danger (e.g., shelter, clothing, PPE) Peace of mind and freedom from fear Job security and/or a means of income Legal protection Financial safety (having a steady income to provide for oneself) Security against accident, sickness and injury both at work and at home

33. The basic needs (Level 1-2) 33 What can managers do to motivate employees with safety needs? Provide a safe, secure work environment with clear guidelines and responsibilities and ensure that workplace security is appropriate. Ensure that employees know they can be there for their families without fear of judgement or adverse outcomes; this may include family-friendly policies like time off for emergencies, birthdays, flexible working hours and more. Managers should use strategies such as implementing new policies regarding safety and wellbeing, harassment, bullying and equal pay. Consider providing health insurance as part of employee packages. Ensure that all employees go through health and safety training courses and are empowered to proactively speak up when things aren’t as they should be. Ensure that they’re not overworking their staff, providing them with a great living wage so they can provide for themselves and their families. Ensuring staff are paid on time so that they can manage their finances effectively.

34. The Psychological needs (Level 3-4) 34 Maslow’s Hierarchy Level 3: Social needs When we have fulfilled our safety needs, we quickly become aware of a need to satisfy our social needs, including feeling close to others, interpersonal relationships, and belongingness. We often refer to this level as being about love and belonging. Specific social needs include: A need for friendship: our social psychology drives our desire to have close friends and people we can rely on A need to feel loved and accepted A sense of belonging: this is one of our most important psychological needs, which we can fulfil by being part of groups and clubs or having friendships with people who share similar interests. A sense of love or affection: This refers to the feeling of being loved or cherished by other people. A need for family connection: A feeling that one belongs in a family unit is often significant and closely linked to a sense of love. A need to be liked: Most people know this one; often, a person desires to be liked and to be looked upon in a positive light

35. The Psychological needs (Level 3-4) 35 What can managers do to motivate employees with physiological needs? Plan and organize activities that involve employees at work or outside the office. Exercises can be as simple as a lunch out with co-workers, going for coffee together after work and lunchtime walk and talks. Hold team-building exercises in or out of work, where individuals are encouraged to bond during social activities such as outings and games. Involve your employees’ family in work events and try to build a community around the business.

36. The Psychological (Level 3-4) 36 Maslow’s Hierarchy Level 4: Esteem needs When we have fulfilled our social needs, we find ourselves seeking esteem needs fulfilment. A need for self-esteem refers to a person’s sense of self-worth and typically aligns with a person’s ability to live up to their expectations or standards in some regard. Esteem needs include: A feeling of competence or mastery over one’s environment (e.g., a work project, a sporting achievement) A need for self-esteem: A person’s sense of self-worth is typically the result of one’s ability to live up to their own expectations or standards in some regard Recognition at work, at home or within society in general The desire to be necessary or significant among other people, such as by being considered an expert The need for autonomy and independence, meaning a desire to act as oneself without being told how to behave.

37. The Psychological needs (Level 4) 37 What can managers do to motivate employees with physiological needs? Provide a challenging job with opportunities for advancement that match the employee’s skills and abilities. Give employees responsibility for projects or tasks which build up their experience, skill base, and self-confidence . Don’t put employees in situations beyond their capabilities; the manager’s job is to build people up and support them by moving at the right pace for them.

38. The self-fulfillment needs (Level 5) 38 Maslow’s Hierarchy Level 4: The self-actualization needs Once the four levels of the Maslow hierarchy are fulfilled, and esteem needs checked off, one can ascend to the pinnacle of Maslow’s motivation pyramid, where self-actualization needs live. Self-actualization is the desire in human nature to fulfil our potential. Abraham Maslow defined it as “…the desire for self-fulfillment and to become more and more of what one is and everything that one is capable of becoming”.

39. T he self-fulfillment needs (Level 5) 39 Maslow’s Hierarchy Level 4: The self-actualization needs Self-fulfilment is the desire to achieve personal growth needs and reach one’s full potential. Self-actualization needs include: A need to be appreciated and recognized, meaning the desire for others to notice your accomplishments The need for creativity, which refers to improving skills and thinking of new ideas or solutions. A need for personal growth, which is the drive to learn more about yourself either by trying out something you never tried before or learning a skill that can improve your self-esteem.

40. The self-fulfillment needs (Level 5) 40 What can managers do to motivate employees with physiological needs? Offer opportunities for professional growth. Allow time off from work so they may attend classes or workshops required for their job. L imitation: It fails to acknowledge that humans come from different cultural and social backgrounds and that people can be motivated by intrinsic rewards

41. 41 Overview of the theory Formed in 1959 by the psychologist Fredrick Herzberg , this theory goes by multiple names such as Two Factor Theory, Herzberg’s Motivation Theory , and Dual Structure Theory Herzberg concluded this theory by conducting interviews with almost 200 professionals from white-collar jobs asking only two questions : What was the moment that made them happiest at their job and why? What was the moment that made them feel bad about their job and why

42. Based on the answers, he concluded that there are two major dimensions of job satisfaction: motivators and hygiene factors. 42

43. Motivating factors These are the factors that increase job satisfaction by motivating employees. Creates: Positive attitudes Satisfaction The difference between: Satisfaction Not dissatisfied When management Uses Motivators Factors in a right way , they can give employee the feeling that they accomplished something Characteristics : Intrinsic component of job design = “to the job itself” G- growth  R- recognition  A- achievements  S- salary 43

44. Motivating factors G- growth  Exposure to multiple growth opportunities such as e-learning platforms and credentialed programs offering digital badges , can enhance the motivation of employees to excel in their careers. e-learning platforms: DOH academy Online course Digital badges : innovative approach and designed as visible indicator of accomplishment, skills and competences mentorship programs to help employees grow beyond their roles, and additional training so they can learn new skills and explore other areas of interest. 44

45. Motivating factors recognition Recognizing the efforts of employees and giving multiple monetary or other non-monetary benefits can assist in boosting the confidence of employees and encouraging them to perform their best. If you notice employees doing something well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. The manager may even want to establish a formal recognition program, such as “employee of the month” 45 Benefits: Performance-based Bonus (PBB) Cash gifts

46. Motivating factors Achievements Achieving small or big goals set by the employees or employers can motivate them to work better and be more productive. Employee should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing. 46

47. Motivating factors salary Offering competitive salaries is always a major booster for employees to work harder for the growth of the organization. The salary should be competitive and ensure they receive increments for decreased job dissatisfaction. If salaries are unfair , or not as per the working conditions, job dissatisfaction will increase .   47 Management must have clear policies related to salaries, raises and bonuses

48. Hygiene factors -D o not play a major role in motivating employees but on the other hand, the absence of these factors can demotivate employees Reduces: Negative attitudes Dissatisfaction The difference between: Dissatisfied Not dissatisfied When management Covered Hygiene Factors Doesn’t create Satisfaction and Motivation they only ensure the employee are not DISSATISFIED Characteristics : Extrinsic component of job design = the surrounding of the job ( SOMETHING THAT EMPLOYEE EXPECT IN ORGANIZATION Po - policies ( company) W - working conditions  R- relationship ( interpersonal ) S- supervisions 48 Hygiene must be met firsts ( No Dissatisfaction) before working on motivators

49. hygiene factors Policies(company) Though employees might not get motivated by company policies, but bad company policies can contribute to unhealthy work culture and can demotivate employees . An organization's policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if not, everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to organizational policies, As a manager you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all . Also, make printed copies of your policies-and-procedures manual easily accessible to all members of the staff. If there is no written manual ,create one, soliciting staff input along the way. If there is already have a manual, consider updating it (again, with staff input). Compare new policies created to those of similar practices and and review it whether policies are unreasonably strict or whether some penalties are too harsh. 49 The way policies are set up in the organization

50. hygiene factors Working conditions The place where employees' working environment cannot be a direct factor of motivation, however, a lack of an appropriate working atmosphere can discourage employees from giving their full attention and concentration. Unsafe or unhygienic work conditions are among the major ethical issues in the workplace that can lead to high disengagement among employees. The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. Do everything you can to keep your equipment and facilities up to date. Even a nice chair can make a world of difference to an individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed your employees in close quarters with little or no personal space, don't be surprised that there is tension among them 50 The amount of stress and travel required, as well as the office environment 

51. hygiene factors Relations( interpersonal) For some employees , lack of communication with employer or colleagues during working hours can make employees feel isolated and lonely which can further demotivate them. Remember that part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). This will help them develop a sense of camaraderie and teamwork . At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice. 51 The ability to interact with other employees or clients positively and build long-term relationships

52. supervision Supervision relates to the competence of managers and other organisation leaders . The more incompetent or unfair the organisation's leadership is, the more dissatisfied staff are likely to be then it can disengage and demotivate employees. **S upervisor’s willingness to delegate responsibility or teach and their knowledge of the job. 52 How well the employees are managed

53. 53 motivation hygiene matrix High motivation and high hygiene - This is an ideal situation of a workplace where employees are highly satisfied with their job and have almost no complaints from their employers.  E xample: in a workplace, employees are very much satisfied with the company’s policy , and their salary and are getting good growth opportunities along with recognition of their efforts. Low motivation and high hygiene - In this situation, employees are getting a good environment to work in but do not have any motivating factors in the workplace.  Example :  workplace where employees are getting good working conditions but are recruited at a low salary. High motivation and low hygiene - In situations where there is high motivation and low hygiene, employees work for the exposure but do not get a suitable working environment or are not satisfied with the company policies or other colleagues.  Example: there is a workplace where there are many good growth opportunities but the infrastructure or the working environment of the office is not appropriate enough. Low motivation and low hygiene This is the worst possible scenario that can occur in a workplace, in these situations employees are neither motivated nor are satisfied with the working culture of the company .  Example : in a workplace where there are no recognitions or promotions and employers practice the approach of micromanagement.

54. 54 Implementation of the theory in a workplace Identifying the stressors and motivators The first and foremost step is to analyze the workplace which will assist in identifying the factors that can affect the job satisfaction of the employees. This can be done by either observing or by directly interacting with the employees and taking required feedback. Eradicating the factors that encourage job dissatisfaction After identifying the factors, it is necessary to list out the motivating and demotivating factors. After listing out, all the necessary actions should be taken to eliminate the factors that lead to dissatisfaction among employees. Boosting the factors that motivate employees The next step is to boost motivating factors that will encourage the level of satisfaction of the employees. This will assist in motivating the employees and will also affect the productivity and performance of the employees positively.

55. 55 Better work environment If the factors are identified and eradicated efficiently , then it can help in boosting the motivation of employees and bring positiveness to the environment making the work environment better and more efficient. Enhanced motivation When employees get a suitable working environment along with the motivating factors , it can assist in boosting the motivation of the employees to work with more dedication for the betterment of the company. Identifies Unsatisfactory needs This theory assists in identifying the unsatisfactory needs of the employees because most of the employers consider that money is enough to satisfy the needs of employees. However, this theory draws our attention to the multiple factors that can influence the motivation of the employees negatively or positively. .

56. 56  overlook situational variables “ different stroke from different folks” Different people may have differed issues and be motivated by different things Focus only in satisfaction rather than productivity

57. 57 Company that adopt the HERZBERG TWO-FactoR THEORY Amazon:  Amazon has been criticized for poor working conditions , long hours and lack of job security , which fall under low hygiene factors. At the same time, Amazon offers opportunities to work on innovative projects and recognition of good work which are considered as high motivators.

58. BASIC NEEDS THEORY DAVID CLARENCE MCCLELLAND 58 these needs play a central role in driving human behavior. This theory was developed by David McClelland in 1961 and was presented in his book, "The Achieving Society." This theory was influenced by Maslow’s Hierarchy of Needs Theory where Maslow stated 5 categories of needs. However, in McClelland’s Achievement Theory, the theorist stated that every individual irrespective of their gender, age, and culture, is driven by only 3 types of needs . he stated one of the three needs dominates the other two and the dominating needs will be influenced by one’s culture and lifestyle. McClelland states that people are not inherent but are infused or learned with time and that is the reason this theory is called the Learned Needs Theory. Overview of the theory

59. 59

60. The need for achievement ( nAch ) The people included under this category are often motivated by the need to achieve their goals in life. Driven by the urge to excel - These people always look for challenges and have the urge to excel in the given challenges or the task Mediocre risk tasks - They will a lways look for the challenges that have a mediocre risk rate of achievement because high-risk tasks will give them a fear of not achieving and low-risk tasks challenges do not give them pleasure of achieving or accomplishing tasks. Requires regular feedback - People under this category always seek continuous feedback on their progress to get positive affirmations or to look for the scope of improvement 60 Characteristics of This Person Has a strong need to set and accomplish challenging goals. Takes calculated risks to accomplish their goals. Likes to receive regular feedback on their progress and achievements. Often likes to work alone.

61. The need for Power ( nPow ) People who like to have power in a hand or like to be in charge to dominate or influence others are included Want to indulge in competition and win -under this category. The identifying marks of this category are: People of this category like to indulge in competition to assert power over others and they seek pleasure in winning. Enjoy status and power - People who have the need for power always like to be in power over others and enjoy the recognition and status in an organization. Like to dominate or win the conversations - They will always try to have an upper hand in the conversation, so that they can dominate or win the conversations. 61 Characteristics of This Person Wants to control and influence others. Likes to win arguments. Enjoys competition and winning. Enjoys status and recognition.

62. The need for Affiliation ( nAff ) People under this category love to affiliate and always want to stay in groups and value society and relationships over everything else. They can be identified by the following features Like teamwork over the competition - People under this category usually have the trait of people-pleasing and they prefer collaboration instead of competition to avoid conflict. Want to be a part of a group - These people always want to stay in a group and always take challenges that give them the opportunity to socialize and to be a part of a group. Enjoy praises and seek positive affirmations from others - People who need affiliations always perform their tasks with all their energy in order to get praises and affirmations from others. . 62 Characteristics of This Person Wants to belong to the group. Wants to be liked and will often go along with whatever the rest of the group wants to do. Favors collaboration over competition. Doesn't like high risk or uncertainty .

63. 63 Implementation of the theory in a workplace Understanding and identifying the dominators The first step for the manager will be to understand and analyze the employees' behavior and identify the major need that dominates their behavior. This will assist in effectively creating further strategies to keep the employees motivated and satisfied. Assigning the task according to the needs For achievers Always make sure that the people who fit under the category of need for achievement , should be given moderate challenging tasks . This will assist the employers in getting the best out of the achievers in exchange for fulfilling their needs. For power-seekers For the people who like to oversee everything, managers should give them managerial roles to satisfy their need of asserting power over others and motivating them to give their all in the escalation of the company. For affiliator’s Managers can always involve them in the collaborative tasks and let them socialize enough to keep them engaged and motivated. This will assist the managers in managing this category more efficiently. .

64. 64 This theory will assist managers or employers to identify the key motivators of their employees to make them the best version of themselves. This will assist employees in keeping employees motivated to work for the betterment of the company. When the identified needs of the employees are satisfied , it can lead to motivation and motivation can increase the productivity of the employee . Increased productivity can increase the probability of expansion of the business. This theory can assist in recruiting the best talent by attracting employees by fulfilling their needs based on their behavior.

65. 65 A limited number of motivators - The theory focused on only three motivators : Power, Achievement, and Affiliations. However, the theory failed to mention the other motivators such as good wages, job security, and growth opportunities that can affect the motivation of employees .

66. 66 Company that adopt McClelland’s BASIC NEEDS THEORY Nestlé Company has used McClelland theory that examined three learned needs to motivation employee. Over the years, Nestlé Company has been practicing training and team building programs to enhance the knowledge and skills of their valuable employees through setting high expectations and giving employees tools to complete one of the most important facets of motivation, which is the need for achievement .

67. jilsY;IHEKh Theory X and theory y DOUGLAS MCGREGOR 67 “Most teams aren't teams at all but merely collections of individual relationships with the boss.”   It was inspired by Maslow’s Hierarchy of Needs and its roots are also based in the Motivation Theory.  H e believed the greatest reward for Employees and Team Members was Self-Actualization, in other words, achieving their full-potential. 

68. 68 Overview of the theory In the book “The Human Side of Enterprise”, the author, Douglas McGregor proposed two contradicting theories in the 1960s. The prominent social psychologist states that there are two styles of management, authoritative and participative , that are used by managers to get the best out of their team. The styles of management picked by the managers decide a lot about the growth and success of an organization he named the authoritative approach of management Theory X and the participative approach Theory Y .

69. Theory x’s Assumptions Manager Perspective towards their employees: Employees dislike their jobs , hate to take on extra responsibilities, and do not want to take the initiatives to lead. A team needs to be constantly monitored and directed. Members of the organization do not want to cope with the changes. Employees are not motivated to grasp growth opportunities. Employees do not want to do anything creative and unique 69

70. 70 Manager’s Attitude Results/deadline driven Short-tempered/Vocal Aggression Demanding Does not collaborate with Employees One-way communication Does not thank/appreciate the Team Members Unconcerned about Employees, Team Members and Their Well beings Authoritarian Management

71. 71   R ole as a manager is to coerce and control his employees to work towards organizational goals. Theory X management has largely fallen out of fashion in recent times. T he theory states that employers or managers use the approach of micromanagement with employees to get the desired work done. Managers tend to have a pessimistic view of their team members and do not trust or can rely upon their team. T he authority of effective decision-making remains in the hands of managers or upper management, and powers remain centralized. M anagers utilize the approach of ‘carrot-and-stick’ to motivate employees to give their all in the escalation of business. ‘ carrot-and-stick’ - they offer people things to persuade them to do something and punish them if they refuse to do it .

72. 72 Theory X in the workforce is best suited for organizations that have strict protocols, regulations, and task-oriented jobs. Thus, Theory X works well in organizations with a rigid hierarchical structure such as a manufacturing industry where there is little room for creativity and deviation. Implications of McGregor's theory X leadership in the workplace

73. 73  Only fulfills lower needs (money and job) and not the higher needs (job satisfaction) Workers may not be able to develop and apply their full capabilities

74. 74 Company that adopt McGregor's theory x Steve Jobs former CEO of Apple was a great leader of Apple’s history who had followed no ; uniform leadership style to governed the company operations He brought this excellent success using an autocratic leadership style , for example, he forced to the employees to manufacture products in accordance with his instruction otherwise he fired the staff

75. Theory y’s Assumptions Employees are highly engaged and love their job. A team can be left on its own and does not require constant supervision. Members of the organization are creative and are ready to take up new responsibilities. Employees happily adapt and cope with the recent changes in the organization. Employees are highly motivated to achieve new levels of performance. 75 Enlightened Management

76. 76 Theory Y managers have an optimistic, positive opinion of their people, and they tend to use a decentralized, participative management style. To develop the potential employees and help them to release that potential towards common goals. This encourages a more collaborative, trust based relationship between managers and their team members. Appraisals are regular and used to encourage open communication rather than control staff. Theory Y has become more popular among organizations. Management Role: participative Management

77. 77 Theory Y promotes an organizational culture of trust and open communication as well as enables employee engagement and creativity. Therefore, Theory Y works well in organizations that depend on creativity and innovation. T he implication of theory X in the modern world encouraged the disengagement of the employees . Whereas Theory Y helped in the decentralization of the command and increased the productivity of the employees by engaging them. Implications of McGregor's theory X leadership in the workplace

78. 78  Some workers need the structure and instruction of the Theory X manager Impossible to create an environment that benefits and pleases everybody

79. 79 For new starters who will likely need a lot of guidance. Requires the manager to take control such as a crisis. More prevalent in larger organizations or in teams where work can be repetitive and target-driven. Could cause people to become demotivated and non-cooperative. For a team of experts, who are used to working under their own initiative, and need little direction. Favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision-making and have some responsibility. Gives people too much freedom, it may allow them to stray from their key objectives or lose focus. In the workplace

80. 80 Company that adopt McGregor's theory y Google follows a Theory Y approach for managing the operations; it is notable that Erik Schmidt, the CEO of the company, has adopted a strategy to assure democracy in the corporation by ensuring that every worker is getting a chance to express individual viewpoints , even though these viewpoints, in some cases, could conflict with a decision of the top-level managers.

81. Theory z Overview of the theory WILLIAM OUCHI 81 Following the X and Y theory given by Douglas McGregor in the 1960s, William Ouchi introduced Theory Z in his book “Theory Z: How American Companies Can Meet Japanese Challenge” in 1981. The theory is based on American and Japanese philosophies along with some effective Japanese management strategies that can assist in tackling workplace issues in the United States. T heory Z is analogous to Theory Y, yet there are some additional characteristics of theory Z that make it even more participative and practical in the contemporary business world. Theory Z states that the high involvement of the employee in a business is the key to the success of any organization.

82. It is a hybrid management approach combining Japanese management philosophies with U.S. culture. At the time Japanese companies were outperforming their US counterparts and Ouchi’s argued that the USA could learn from their business and management practices. 82

83. 83 Collective decision making Managers in Theory Z believe in i nvolving their employees in the decision-making process to enhance the effectiveness and efficiency of the decision-making process. Long term employment In Theory Z, employees and managers believe in a long-term relationship with the organization. Hence, the managers believe in engaging and retaining employees for a long period of time. Evaluation and promotion Employees and managers expect effective communication and efficient forth and back of feedback to evaluate the performance of employees and the organization. In addition to this, the employees also expect promotion, however, Theory Z emphasizes the fact that the pace of evaluation and promotion in a workplace should be slow and steady to enhance the efficiency of the organization . I nformal structure The organization practicing Theory Z has an informal structure and the power of decision-making is excessively decentralized and majorly no hierarchy is maintained by the company . CHARACTERISTIC

84. Theory z’s assumptions Employees expect reciprocity and support from the company. When given the right management support, employees can be trusted to do their jobs. 84 Employees seek to build cooperative and intimate working relationships with their coworkers.

85. 85 Implication of the theory in a workplace 1. Implement long term employment contracts Introducing long-term employment contracts in a workplace will assist in assuring the employees and employers the security of job and service. Along with the surety of a job, the implication of this theory in a workplace will also encourage the stability of a positive environment in an organization for a long period of time. 2. Promote open communication policies Encouraging employees to openly express their viewpoints and opinions will assist in taking collective and best possible decisions that are for the betterment of the organization. This will further assist in making employees believe that the company acknowledges their point of view, and this will also lead to increasing the trust of employees in the company. Hence, a company can promote open communication policies to encourage employees to express themselves without any fear of upper management. 3. Conduct regular feedback session Providing and taking feedback from the employees will create effective communication within the organization . This will clear the expectation of employees and employers from each other and will assist in the elimination of hindrances occurring in the working culture or environment. . .

86. 86 Reduced employee turnover Increased commitment Improved morale and job satisfaction Drastic increases in productivity

87. 87  It can be difficult for organizations and employees to make life-time employment commitment s. Slow promotions and group decision-making may not be a good fit with companies operating in cultural, social, and economic environments where those work practices are not the norm .

88. 88 Company that adopt ouchi’s theory Z .The company’s emphasis on long-term employment, employee commitment, and participative decision- making aligns with the core principles of Theory Z. Toyota invests heavily in employee training and development, providing opportunities for employees to grow and excel in their careers. This focus on personal and professional growth has resulted in a highly committed and engaged workforce. Toyota’s organizational c ulture fosters teamwork, collaboration, and open communication . Employees are encouraged to contribute their ideas and suggestions, which are valued and considered in decision-making processes.

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90. “reference” Ceyda Güzesevdi , (2024) Business and Management (www.ProjectCubicle.com ) J . MICHAEL SYPTAK, MD, DAVID W. MARSLAND, MD, AND DEBORAH ULMER, PhD (1999). Job Satisfaction: Putting Theory Into Practice ( www.aafp.org ) Danielle Fallon-O’Leary (2023), Management Theory of Frederick Herzberg ( www.business.com ) Mind tools content team McClelland's Human Motivation Theory ( www.mindtools.com ) Prabhjot   Kaur and Amit  Mittal, (2020 ), Meaningfulness of Work and Employee Engagement: The Role of Affective Commitment ( www.openpsychologicaljournal.com ) Charlotte Nickerson, (2023), Herzberg’s Two-Factor Theory Of Motivation-Hygiene ( www.simplepsycholoy.org) Zone of Education, (2023), What theory need? ( www.zoneeducation.medium.com ) Ivy Panda(2024), Theory X and Theory Y Examples & Use in Management Term Paper, ( www.ivypanda.com ) . Geoff Pripp (2024), Organizational Behavior ( www.myorganizationalbehaviour.com ) Gerry Jones, (unknown) Theory Z , ( www.managernet.com )

91. “Process theories”

92. Goal Theory JOHN LOCKE 92 “Being all equal and independent, no one ought to harm another in his life, health, liberty, or possessions”

93. Goal Theory JOHN LOCKE 93 Toward a theory of task motivation and incentives. clear goals and feedback motivate employees more difficult and specific the goal is, the harder the people tend to work to achieve it t elling someone “Try hard” or “do your best” (less effective) Dr. Gary Latham studied effects of goal setting in workplace. as a result, there is inseparable link between goal setting and workplace performance.

94. Goal Theory JOHN LOCKE 94 KEY COMPONENTS INPUT - hard work Time and effort Skills Experience Commitment OUTPUT - salary Bonuses Promotion Job security COMPARISSON

95. Operant conditioning BURRHUS FREDERIC SKINNER 95 “A person is first exposed to a stimulus, which elicits a response, and the response is then reinforced (stimulus, response, reinforcement)”

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100. Expectancy- valence theory VICTOR VROOM 100 “Motivation depends on how much we want something and how likely we think we are to get it.”

101. Expectancy- valence theory VICTOR VROOM 101 individual’s motivation is affected by how much they value any reward associated with an action (Valence), how much they believe that by putting effort into something they will be able to generate good results (Expectancy) and how much they believe that generating good results will result in a reward (Instrumentality).

102. Expectancy- valence theory VICTOR VROOM 102 Valence - How much they value the potential rewards associated with the specific results or behaviors, Expectancy - How much they believe that their additional effort will help them achieve the target results of behaviors,  Instrumentality - How much they believe the rewards will appear should they achieve the desired outcomes or behaviors

103. Equity theory JOHN STACEY ADAMS 103 “Employees seek to maintain equity between the inputs they bring to a job and the outcomes they receive from it.”

104. Equity theory JOHN STACEY ADAMS 104 is a process model of motivation. It says that the level of reward we receive, compared to our own sense of our contribution, affects our motivation. The theory considers the concept of equality and fairness, as well as the importance of comparison to others.

105. Equity theory JOHN STACEY ADAMS 105 KEY COMPONENTS INPUT - hard work Time and effort Skills Experience Commitment OUTPUT - salary Bonuses Promotion Job security COMPARISSON

106. “Conclusion” Managing your subordinates is greatly impacted by motivation as a leader in all organization. Adopting one or multidisciplinary approaches can help achieve certain goals and build relationships with your people, employees and staff, as each theory has its own benefits and limitations.

107. Thank you End of presentation “ The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” –  President Ronald Reagan