Organizational Behavior BASIC & APPLIED MORTIVATION.pptx

Motivation in an organisation. This powerpoint presentation presents various motivation theories, how they create direction, intensity and persistence.

1. MOTIVATION 12-Oct-25 1 PROGRAM NAME OF STUDENTS MBA LUBANGAKENE MOSES MME OKELLO OSCAR AWIDI PRISCILLA OULA MPM ADONG MILLY OJOK WILLIAM PHR ATIM JACKLINE NANCY PPM LUBANGAKENE AMBROSE AJOK STELLA ACIROCAN GLADYS MULIYA OTIAKORI JONATHAN

2. MOTIVATION 12-Oct-25 2 Motivation is one part of the managerial function of directing. Broadly defined, motivation is the set of forces that cause people to behave in certain ways. A motive is a need or desire within a person to achieve some goals or objective and understanding human motivation is a complex matter with no precise answers.

3. Motivation 12-Oct-25 3 Etymologically, the noun motivation comes perhaps modeled on French motiver or German motivieren or Latin Movere which means “to stimulate toward action, act as the inciting cause of," 1863, from motive + -ate. According to McFarland (1977), “motivation refers to the way in which urges, desires, aspiration and, or needs direct, control or explain the behaviour of human beings.” Motivation is that energizing force that induces or compels and maintains behaviour . Motivation is the psychological force that drives behavior and performance influences the direction, intensity, and persistence of voluntary behavior.(McShane and Von Glinow (2018 ))

4. Types of Motivation 12-Oct-25 4 There are typically two broad types of motivation: Intrinsic motivation (Internal rewards or incentives) Extrinsic motivation (External rewards or incentives)

5. Levels of Motivation 12-Oct-25 5 There are typically two broad types of motivation: Basic Motivation (Theoretical) Understanding the core drivers of human behavior . Applied Motivation (Practical) Using understanding of drivers of human behavior to design strategies and systems that influence people in real-life settings.

6. Basic Motivation 12-Oct-25 6 Basic Motivation refers to the fundamental internal and external forces that drive human behavior toward satisfying needs, achieving goals, or avoiding discomfort. Basic Motivation is about understanding the core drivers of human behavior. It explains why people act the way they do in everyday life, before moving to applied or advanced contexts.

7. Applied Motivation 12-Oct-25 7 Applied Motivation is the practical application of motivational theories and principles to influence, direct, and sustain behavior in real-world contexts such as workplaces, schools, sports, and personal development. It focuses on turning theory into practice to enhance performance, satisfaction, and goal achievement.

8. 3 Main Components of Motivation 12-Oct-25 8 Direction (activation) Involves committing to action in pursuit of a greater goal Intensity Intensity is the dedication and effort committed to pursuing a reward and is driven by your expertise and level of desire. Persistence Persistence represents the ability to stay on course through challenges or setbacks and maintain your required action and intensity over time in order to achieve your reward.

9. MASLOW’S HIERARCHY OF NEEDS 12-Oct-25 9

10. MASLOW’S HIERARCHY OF NEEDS 12-Oct-25 10 A worker first seeks job security (safety) before striving for promotions (esteem). Direction : Unmet needs create focus Intensity: Effort is more for Meaningful needs Persistence : Moving up hierarchy sustains motivation

11. THE TWO-FACTOR THEORY 12-Oct-25 11

12. ACQUIRED NEEDS THEORY 12-Oct-25 12

13. ACQUIRED NEEDS THEORY APPLICATION 12-Oct-25 13 Applied in Recruitment leadership development, and performance management by identifying individuals’ dominant needs (achievement, affiliation, or power). Helps match people to suitable roles and tasks .

14. ACQUIRED NEEDS THEORY APPLICATION 12-Oct-25 14 A high-achievement employee is given challenging projects with clear goals.- A person with a high need for affiliation works best in a team role.- A person with a high need for power is placed in a supervisory or leadership position. Direction : Dominant need creates direction Intensity : Motivation is intense for dominant needs Persistence : Persistence is trait based

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16. Content Motivation Theories 12-Oct-25 16 Theory Description Example Maslow’s Hierarchy of Needs Human needs are arranged in a hierarchy: physiological → safety → social → esteem → self-actualization. Motivation comes from unsatisfied needs. A worker first seeks job security (safety) before striving for promotions (esteem ). Direction: Unmet needs create focus Intensity: Effort is more for Meaningful needs Persistence: Moving up hierarchy sustains motivation Herzberg’s Two-Factor Theory Motivation is influenced by hygiene factors (salary, conditions) that prevent dissatisfaction, and motivators (achievement, recognition) that create satisfaction. Improving salary prevents complaints, while recognition motivates employees to excel . Direction: Motivators guide effort Intensity: Intrinsic motivators create high intensity Persistence: From s ustained satisfaction from motivators Acquired Needs Theory (David McClelland) Applied in recruitment, leadership development, and performance management by identifying individuals’ dominant needs (achievement, affiliation, or power). Helps match people to suitable roles and tasks. A high-achievement employee is given challenging projects with clear goals.- A person with a high need for affiliation works best in a team role.- A person with a high need for power is placed in a supervisory or leadership position. Direction: Dominant need creates direction Intensity: Motivation is intense for dominant needs Persistence: Persistence is trait based

17. Process theories of Motivation 12-Oct-25 17 Theory/Principle Application Example Theory X (Douglas McGregor) Applied in management and supervision where strict control, close monitoring, and clear rules are needed. Useful in settings with low-skilled workers or repetitive tasks. A factory manager uses tight supervision and frequent check-ins because employees tend to avoid work unless pushed. Direction : supervision & clear instructions. Intensity: low effort unless external control Persistence: fades when supervision stops Theory Y (Douglas McGregor) Applied in participative management that encourages trust, responsibility, and autonomy. Used to enhance creativity, teamwork, and job satisfaction. A tech company allows flexible working hours and involves employees in decision-making to increase motivation and innovation. Direction: own goals & creative or challenging tasks. Intensity: higher effort because their internal drive Persistence: persists longer as employees are self-driven Self-Determination Foster autonomy, competence, and relatedness Allow employees decision-making power; student group projects Direction: choice and purpose Intensity: Competence creates higher effort Persistence: support by others sustains motivation

18. Applied Motivation 12-Oct-25 18 Aspect Basic Motivation Applied Motivation Definition The fundamental internal and external forces that drive behavior (needs, drives, rewards). The practical use of motivational principles to influence behavior in real-world contexts (workplace, education, sports). Focus Understanding why people behave in certain ways. Using theories to shape, guide, and improve behavior. Nature Theoretical and foundational. Practical and action-oriented. Scope General explanation of motivation in daily life. Specific interventions or strategies in organizations, schools, personal growth, etc. Examples of Drivers Hunger, curiosity, safety, belonging, achievement. Incentive systems at work, goal-setting in schools, coaching in sports. Key Theories Maslow’s Hierarchy, Herzberg’s Two-Factor, McClelland’s Needs, Drive Reduction, Incentive Theory. Goal-Setting Theory, Equity Theory, Job Design, Self-Determination Theory in practice. Application Level Individual level (basic human needs and tendencies). Individual and group level (structured programs, policies, and leadership approaches). Outcome Explains behavior and its causes. Influences behavior to achieve desired results (productivity, learning, engagement).

19. Thanks Questions? 12-Oct-25 19