Motivation Theories

MOTIVATION THEORIES

MASLOW’S HIERARCHY OF NEEDS Abraham Maslow’s Hierarchy of Needs: • This theory proposes that each individual has five level of needs and act to satisfy their unmet need. • At the base of the hierarchy are fundamental physiological needs, followed in order by safety,social,esteem and selfactualization needs.

MASLOW’S HIERARCHY OF NEEDS • According to Maslow a person only ascends to the immediate level when he or she has completely attained the one preceding(before) it.

MASLOW’S HIERARCHY OF NEEDS • Physiological needs: Basic human needs such as food, shelter and clothing. • Safety needs: Protection from physical harm and job security.

MASLOW’S HIERARCHY OF NEEDS • Belongingness needs: The need for an individual to feel accepted and loved by others. • Esteem needs: The need to receive recognition and appreciation from others.

MASLOW’S HIERARCHY OF NEEDS • Self-actualization needs: Need for fulfillment, for living up to one’s full potential and using one’s abilities to the utmost.

HERZBERG’S TWO FACTOR THEORY • Herzberg believed two sets of factors dictate an employee’s behaviour at work. Hygiene factors: Company policy Working conditions Basic salary Job security Supervision

HERZBERG’S TWO FACTOR THEORY • Hygiene factors also known as job dissatisfiers,when present, do not motivate employees but only serve to keep them contented.

HERZBERG’S TWO FACTOR THEORY • Motivators are high level needs. Motivational factors: Achievement. Recognition. Opportunity for growth. Responsibility.

HERZBERG’S TWO FACTOR THEORY • A compliment of motivators and hygiene factors must be provided by management to ensure employees perform productively.

VICTOR VROOM’S EXPECTANCY THEORY • A theory of motivation that holds that the probability of an individual acting in a particular way depends on the strength of that individual’s belief that the act will have a particular outcome and on whether the individual values that outcome.

VICTOR VROOM’S EXPECTANCY THEORY •

The degree to which an employee is motivated depends on three important relationships. 2. The link between effort and performance, or the strength of the individual’s expectation that a certain amount of effort will lead to a certain level of performance.

VICTOR VROOM’S EXPECTANCY THEORY 2. The link between performance and outcome, or the strength that a certain level of performance will lead to a particular outcome. 3. The link between outcomes and individual needs, or the degree to which the individual expects the anticipated outcome to satisfy personal needs (valence).

McGREGOR’S THEORIES X AND Y • Theory X- management style is based on a pessimistic view of human nature assumes the following: The average person dislikes work and will avoid it if possible. They must be controlled, directed or punished by superior.

McGREGOR’S THEORIES X AND Y • THEORY X-The average person prefers to be directed, avoids responsibility, is relatively unambitious and wants security above all else.

McGREGOR’S THEORIES X AND Y • Theory Y-Work is as natural as play or rest. People want to and can self-directed and self-controlled and will try to achieve organizational goals they believe in. • Workers can be motivated using positive incentives and will try hard to accomplish organizational goals if they believe they will be rewarded for doing so.

McGREGOR’S THEORIES X AND Y Theory Y: Under proper conditions, the average person not only accepts responsibility but seeks it out. Most workers have a relatively high degree of imagination and creativity and are willing to help solve problems.

GOAL- SETTING THEORY A theory of motivation based on the premise that an individual's intention to work toward a goal is a primary source of motivation.

GOAL SETTING THEORY The theory has three components: • Specific goals lead to a higher level of performance. • More difficult goals lead to better performance. • Feedback on progress toward the goal enhances performance.