1. Chapter Nine: Motivation
University of Bahrain
College of Business Administration
Management & Marketing Department
Chapter Nine: Motivation
Dr.Mahmood Asad
MGT230: Chapter9

2. The Nature of Motivation
Motivation is a psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence.
Dr.Mahmood Asad
MGT230: Chapter9

3. Direction of a person’s behavior
Refers to …..
Example
Direction of a person’s behavior
The many possible behaviors that a person could engage in
Do whatever required to provide high-quality customer service (drop off and pick up)
Effort
How hard people work
Exert high levels of effort to provide superior customer service
Persistence
When faced with roadblocks and obstacles, people keep trying or give up
Branch managers: improve the profitability while maintaining high level of customer service
Dr.Mahmood Asad
MGT230: Chapter9

4. The Nature of Motivation
Intrinsically motivated behavior is behavior that is performed for its own sake.
The source of motivation is actually performing the behavior, and motivation comes from doing the work itself.
Dr.Mahmood Asad
MGT230: Chapter9

5. The Nature of Motivation
Extrinsically motivated behavior is behavior that is performed to acquire material or social rewards or tot avoid punishment.
The source of motivation is the consequences of the behavior, not the behavior itself.
Dr.Mahmood Asad
MGT230: Chapter9

6. The Nature of Motivation
People can be intrinsically motivated, extrinsically motivated, or both intrinsically and extrinsically motivated.
Dr.Mahmood Asad
MGT230: Chapter9

7. The Nature of Motivation
Whether workers are intrinsically motivate, extrinsically motivated, or both depends on a wide variety of factors:
Workers’ own personal characteristics
The nature of their jobs
The nature of the organization
Dr.Mahmood Asad
MGT230: Chapter9

8. The Nature of Motivation
Prosocially motivated behavior is behavior that is performed to benefit or help others.
Behavior can be prosocially motivated in addition to being extrinsically and/or
intrinsically motivated.
Dr.Mahmood Asad
MGT230: Chapter9

9. The Nature of Motivation
Regardless of whether people are intrinsically, extrinsically, or prosocially motivated, they join and are motivated to work in organizations to obtain certain outcomes.
Outcome is anything a person gets from a job or organization.
Dr.Mahmood Asad
MGT230: Chapter9

10. The Nature of Motivation
Organizations hire people to obtain important inputs.
Input is anything a person contributes to his/her job or organization.
Input
Time
Effort
Education
experience
Skills
Knowledge
Actual work behavior
Dr.Mahmood Asad
MGT230: Chapter9

11. Figure 9.1: The Motivation Equation
Dr.Mahmood Asad
MGT230: Chapter9

12. The Nature of Motivation
Managers seek to ensure that people are motivated to contribute important inputs to the organization, that these inputs are put to good use or focused in the direction of high performance, and that high performance results in workers’ obtaining the outcomes they desire.
Theories of motivation provide a comprehensive set of guidelines for managers to follow to promote high levels of employee motivation.
Dr.Mahmood Asad
MGT230: Chapter9

13. Need Theories
Need is a requirement or necessary for survival and well-being.
Need theories are theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
Dr.Mahmood Asad
MGT230: Chapter9

14. Maslow’s Hierarchy of Needs
Psychologies Abraham Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.
Maslow’s hierarchy of needs is an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time.
Dr.Mahmood Asad
MGT230: Chapter9

15. Table 9.1: Maslow’s Hierarchy of Needs
Self-
actualization
Realize one’s
full potential
Use abilities
to the fullest
Esteem
Feel good
about oneself
Promotions
and recognition
Belongingness
Social
interaction, love
Interpersonal
relations, parties
Safety
Security, stability
Job security,
health insurance
Physiological
Food, water,
shelter
Basic pay level
to buy items
Needs
Description
Examples
Lower-level needs must be satisfied before higher-level needs are addressed.
Highest-level needs
Lowest-level needs
Dr.Mahmood Asad
MGT230: Chapter9

16. Maslow’s Hierarchy of Needs
Although this theory identifies needs that are likely to be important sources of motivation for many people, research does not support Maslow’s contention that there is a need hierarchy or his notion that only one level of needs is motivational at a time.
Nevertheless, a key conclusion can be drawn form Maslow’s theory: People try to satisfy different needs at work.
Dr.Mahmood Asad
MGT230: Chapter9

17. Maslow’s Hierarchy of Needs
To have a motivated workforce, managers must determine which needs employees are trying to satisfy in organizations and then make sure that individuals receive outcomes that satisfy their needs when they perform at a high level and contribute to organizational effectiveness.
By doing this, managers align the interests of individual members with the interest of the organization as a whole.
Dr.Mahmood Asad
MGT230: Chapter9

18. Maslow’s Hierarchy of Needs
Managers must realize that citizens of different countries might differ in the needs that seek to satisfy through work.
Greece and Japan: safety needs
Sweden, Norway, and Denmark: belongingness needs
Developed countries: physiological and safety needs
Wealthy and high standard living countries: esteem and self-actualization needs
Dr.Mahmood Asad
MGT230: Chapter9

19. Herzberg’s Motivator-Hygiene Theory
Frederick Herzberg focuses on two factors:
Outcomes that can lead to high levels of motivation and job satisfaction
Outcomes the can prevent people from being dissatisfied
Dr.Mahmood Asad
MGT230: Chapter9

20. Herzberg’s Motivator-Hygiene Theory
Herzberg’s motivator-hygiene theory is a need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.
Dr.Mahmood Asad
MGT230: Chapter9

21. Herzberg’s Motivator-Hygiene Theory
Motivator needs met  highly motivated and satisfied workforce
Hygiene needs met  workers not dissatisfied but not lead to high levels of motivation and job satisfaction
Many research studies have tested Herzberg’s propositions, and the theory fails to receive support.
Nevertheless, Herzberg’s formulations have contributed to our understanding of motivation.
Dr.Mahmood Asad
MGT230: Chapter9

22. Herzberg’s Motivator-Hygiene Theory
Focus researchers’ and managers’ attention on the important distinction between intrinsic (motivator needs) and extrinsic (hygiene needs) motivation.
Prompted researchers and managers to study how jobs could be designed or redesigned so that they are intrinsically motivating
Dr.Mahmood Asad
MGT230: Chapter9

23. McClelland’s Needs for Achievement, Affiliation, and Power
Psychologies David McClelland has extensively researched the needs for achievement, affiliation, and power.
Dr.Mahmood Asad
MGT230: Chapter9

24. McClelland’s Needs for Achievement, Affiliation, and Power
Need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
People with a high need for achievement often set clear goals for themselves and like to receive performance feedback.
Dr.Mahmood Asad
MGT230: Chapter9

25. McClelland’s Needs for Achievement, Affiliation, and Power
Need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him/her get along with each other.
Dr.Mahmood Asad
MGT230: Chapter9

26. McClelland’s Needs for Achievement, Affiliation, and Power
Need for power is the extent to which an individual desires to control or influence others.
While each of these needs is present in each of us to some degree, their importance in the workplace depends upon the position one occupies.
Dr.Mahmood Asad
MGT230: Chapter9

27. McClelland’s Needs for Achievement, Affiliation, and Power
Research found that:
Presidents with high need for power are more effective
High need for affiliation is not desirable as managers will try too hard to be liked by others (subordinates) rather than doing all they can to increase performance
Dr.Mahmood Asad
MGT230: Chapter9

28. Other Needs
Need for work-life-balance and time to take care of their loved ones while simultaneously being highly motivated at work.
Having some time during the day when one can at least see nature may be another important need.
Dr.Mahmood Asad
MGT230: Chapter9