1. MOTIVATION

2. What motivates you?

3. Factors that stimulate and influence motivation
individual needs
ability to make choices
environmental opportunities

4. Theories of Motivation (Content theories)
Maslow’s Hierarchy of Needs (1943)
Herzberg’s Hygiene Theory (1975)

5. Maslow’s Hierarchy of Needs
SELF ACTUALIZATION NEEDS
Reaching your potential
Independence
Creativity
Self expression
ESTEEM NEEDS
Responsibility
Self respect
Recognition
Sense of accomplishment
SOCIAL NEEDS
Companionship
Acceptance
Love and affection
Group membership
SAFETY NEEDS
Security for self possession
Avoidance of risks
Avoidance of harm
Avoidance of pain
PHYSICAL NEEDS
Food
Shelter
Clothing
Comfort
Self preservation

6. Maslow’s Hierarchy of Needs
Theory is based on four premises:
Only an unsatisfied need can influence behavior. A satisfied need is not a motivator
A person’s needs are arranged in a priority of importance: moving from basic needs to self actualization
A person will at least minimally satisfy each level of need before feeling the need at the next level
If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again

7. How does the Maslow Hierarchy of Needs apply to you?

8. Implications for managers
Applies to any environment, not only the workplace
By analyzing employee comments, attitudes, quality and quantity of work and personal circumstances, the managers can try to identify the particular need level that individual workers are attempting to satisfy
Managers can build into the work environment opportunities that will allow persons to satisfy their needs

9. Herzberg’s Hygiene Theory
Two factor content theory
Hygiene factors lead to job dissatisfaction
Motivators lead to job satisfaction and motivation

10. Herzberg’s Hygiene Theory
HYGIENE FACTORS
Extrinsic to job, but do not relate directly to work activities
Part of work environment, context of job
When hygiene factors are of low quality, job dissatisfaction arises
When hygiene factors are of sufficient quality, they do not motivate but lead to a lack of employee dissatisfaction

11. HYGIENE FACTOR
ACTION
Salary
Adequate wages, salaries, fringe benefits
Job security
Company grievance procedures, seniority privileges
Working conditions
Heat, light, ventilation, work hours
Status
Privileges, job titles, symbols of rank and position
Company policies
Guidelines for behavior, fair policies
Quality of technical supervision
Answers to job related questions
Quality of interpersonal relations among peers, supervisors and subordinates
Social opportunities, comfort

12. Herzberg’s Hygiene Theory
MOTIVATORS
Primary cause of job satisfaction
Intrinsic to job, directly relates to nature of job performed

13. MOTIVATOR
ACTION
Achievement
Accomplish or contribute something of value
Recognition
Employees know their efforts are worthwhile, appreciation
Responsibility
Potential for getting new duties and responsibilities, job expansion, delegation
Advancement
Able to improve one’s position through good performance
The work itself
Tasks allow self expression, personal satisfaction, meaningful challenge, allow enthusiasm
Possibility of growth
Opportunity to increase knowledge, personal development

14. What hygiene factors and motivators can you identify in the classroom/school?

15. Implications for managers
Managers can use knowledge to ensure hygiene factors are in place in the environment as a foundation to build motivation
The absence of quality hygiene factors can lead to dissatisfaction

16. Financial motivational strategies
Payment systems: hourly or time wage rate, piece rate, salary, commission, performance related pay, profit sharing, fringe benefits
Appraisal: analysis of employee performance yearly to against pre set targets, to set new targets to ensure future performance is linked to business objectives
Job evaluation: formal process of comparing jobs so a rank order is created on demands of each job, for fair wage structure
Work study (FW Taylor) : aimed at improving effective use of labor by analyzing work rates, work methods to arrive at best or most efficient way of working (boost labor productivity)

17. Non-financial motivational strategies
Individual job needs
Participation: in decision making
Job satisfaction
Job enrichment: employees get opportunities to use their full abilities, less supervision, more responsibility, decision making authority
Job enlargement: increasing the scope of a job by broadening or deepening the tasks, includes job rotation and job enrichment
Self-motivation
Opportunities for promotion

18. For more info and advantages and disadvantages of each strategies, see handout uploaded to

19. Implications for managers
Getting the best out of individuals: by understanding worker needs and using appropriate financial and non financial measures
Appreciation of work: for work well done
Appropriate reward systems
High levels of productivity increases firm’s competitiveness
Low levels of labor turnover: stable staff, low recruitment and training costs
High quality work
Good business reputation, attracts high quality applicants for job vacancies