1. Kyaw Nu Trainer of HRM kyawnu2009@gmail.com.
Motivating Workforce
Kyaw Nu
Trainer of HRM

2. Introduction What motivation?
Motivation is the arousal of needs that drive behavior towards the attainment of goals thereby reducing our internal state of tension
Why we get up early in the morning? Work late? Why do we persist in a certain type of behavior for a long time?
In these situations, our behaviors are motivated by something

3. Simple Model of Motivation
Stimuli
(external or
Internal)
Needs
(dormant)
Rewards
Tension
Behavior
(discomfort)
Feedback

4. Why managers are interested in workers’ Motivation?
Research studies found that high employees motivation goes hand in hand with high organizational performance and profit
Managers can use motivation theory to help satisfy employees’ needs and simultaneously encourage high work performance
Managers have to find the right combination of motivational techniques and rewards to keep workers satisfied and productive in a variety of organizational situations

5. Theories of Motivation
Content theories: What motivates people?
Process theories: How the process of motivations?
Reinforcement theories: What is the relationship between each behavior and its consequences?

6. Content Theories Abraham Maslow’s Hierarchy of needs theory
Clayton Alderfer’ ERG theory
Frederick Herberg’s Two factors theory
David McClelland’s The acquired needs theory

7. Maslow’s Hierarchy of needs theory
Human beings are motivated by multiple needs and they exist in a hierarchical order
Physiological need, Safety need, Belongingness need, Esteem needs and Self-actualization need
Lower order needs must be satisfied before higher order needs are activated

8. ERG Theory
Clayton Alderfer proposed a modification of Maslow’s theory instead of five steps into three
Existence needs, Relatedness needs and Growth needs
Alderfer suggests individuals may move up and move down hierarchy depending on their ability to satisfy needs

9. Two Factors Theory
Hygiene factors involves the presence or absence of job dissatisfiers that include working conditions, pay, company policy, and interpersonal relationship
Motivators include challenge, recognition, responsibility, and opportunity for growth
The middle between hygiene factors and motivators are neutral that is neither satisfied nor dissatisfied
When hygiene factors are poor workers are dissatified, when it is good worker will be at neutral
Motivators must be in place in order to motivate workers

10. Acquired Needs Theory
McCelland’s acquired needs theory proposed that certain types of needs are acquired during the individual’s life time
They are need for achievement, need for affiliation and need for power
Early life experiences determine whether people acquire these needs (If the children are encouraged to do things for themselves and receive reinforcement, they will acquire a need to achieve)

11. Process Theories of Motivation
Process theories explain how workers select behavioral actions to meet their needs and determine whether their choices were successful
Two process theories:
- Equity Theory developed by J. Stacy Adams
- Expentancy Theory developed by Victor Vroom

12. Equity Theory
Equity theory focuses on individual’s performance of how fairly they are treated compared with others
Equity is the ratio of a person’s inputs to outcomes with respect of him/her job
Inputs into a job include education, experience, effort and ability
Outcomes from job include pay, recognition, benefits, and promotion
A person tends to compare his/her inputs to outcomes ratio with those of others
A state of inequity occurs when input/outcomes ratios are out of balance (e.g. a person with higher education finds that he receives the same benefits with those of less educated workers or more receive pay than those of higher educated workers)
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13. Continued…..
Perceived inequity creates tensions within individuals that motivate them to bring equity into balance
Change inputs: A person may choose to increase or decrease his/her inputs to the organization
Change outcomes: A person may change his or her outcomes
Distort perception: If a person cannot change his/her inputs or outcomes his perception upon the job is distorted (he may artificially increase his/her status or distort others’ perceived rewards to bring equity into balance)
Leave the job: People who feel inequity may decide to leave their jobs rather than suffer the inequity of being under or overpaid

14. Expectancy Theory
Expectancy theory suggests that motivation depends on individuals’ expectation about their ability to perform tasks or receive desired rewards
Expectancy theory is based on the relationship among the individual’s efforts, the individual’s performance and desirability of outcomes associated with high performance i.e. M= E x V
The element of E can be subdivided into
E P expectancy and P O expectancy
E P means whether putting effort into a task will lead to higher performance and P O means whether successful performance will lead to desired outcome
V means how much a person values upon outcomes
If either element is zero, motivation will be zero

15. Reinforcement Theory
Reinforcement theory looks the relationship between behavior and its consequences
It focuses on changing and modifying employees’ on the job behavior through the appropriate use of immediate rewards and punishments
It rests on the belief that positively reinforced behavior tends to be repeated and negatively reinforced behavior tends to be inhibited
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16. Continued…..
Positive Reinforcement: Providing a pleasant and rewarding consequences following a desired behavior
Avoidance Learning: The removal of an unpleasant consequence following a desired behavior
Punishment: Punishment is the imposition of unpleasant outcomes on an employee following after undesirable behavior
Extinction: Extinction is the withdrawal of a positive reward after undesirable behavior

17. How can be helpful by understanding Motivation?
We have to motivate ourselves or others to accomplish tasks we do
We can achieve nothing without motivation
By understanding motivational process and various theories of motivation
We know our own and others’ motivational processes
We can use various motivational tools that are appropriate in various situations
We can know why people do not commit in the jobs do

18. Contributions To Management
Contribution of Content Theory
Maslow’s theory:
- People are motivated by various needs throughout his/her lifetime
- A higher level need emerges once lower level needs satisfied so needs are never satisfied
- Different people have different needs so they cannot be motivated with a single set of needs
- A need cannot be motivator once it is satisfied
- To effectively motivate a person, the most important thing is to understand what are his/her unsatisfied needs
- Organizations have a position to satisfy most of the needs that individuals are looking for

19. Contribution of Herberg’s Theory
Hygiene factors such as pay, working conditions, relationship with supervisor themselves cannot motivate people
Motivators such as Challenges, opportunity for growth, recognition and responsibility must be in place to motivate workers to perform high level
Managers role is to remove or reduce hygiene factors (so that workers will be at neutral) and to provide motivators (so that workers will be motivated)

20. Contribution of McCelland’s Theory
Different people are motivated by different needs and these are largely determined by their early childhood experiences
People who have acquired needs involve those who have need for power, need for affiliation and need for achievement
Mangers need to determine their subordinate needs and motivate them accordingly
People with power need can be motivated by offering more power, those who have affiliation needs can be motivated by creating a good relationship network and those with achievement needs can be motivated by giving opportunity for achievement

21. Contribution of Process Theories
Equity theory
People tend to compare their input/output ratios with others
A reward given to a person will not be effective (cannot motivate) if he/she feels that the reward is not equal to that of other people
Manager can reconcile people’s input to output ratio to reduce the state of inequity that they perceive

22. Contribution of Expectancy Theory
People’s motivation is depend on:
The expectations of effort between performance and performance between reward
The value they put upon the reward they will receive
To effectively motivate, managers need to know
- the reward that their workers value most
- there should be strong degree of attainable between effort and performance and
- reward should be followed immediately after performance

23. Contribution of Reinforcement Theory
People’s behavior can be modified by using appropriate rewards and punishments
But that will be effective only when reward follows immediately after positive behavior and punishment follows after negative behavior
Deciding the time schedule of reinforcement is important, continuous reinforcement is preferable
(every occurrence of either desired behavior or undesired behavior is reinforced)

24. Conclusion
For managers, motivating people relating to their organization and their task is a must
Each of the motivation theory discussed so far provides unique contribution to management thinking about how can people be motivated
Neither theory is perfect for all work setting
continued…….

25. continued…….
Opportunity for growth is a strong motivator for capable persons
Money as a motivator for some people especially for those who is low level of education and living standard
Recognition is an important motivator for all people regardless of their status

26. Thank you very much for your attention
and time