1. Colbourne College Organisational Behaviour Unit 12 – Week Five (b)
Facilitator: Dr Paul B. Thompson

2. Learning Objective 2
Evaluate how to motivate individuals and teams to achieve a goal

3. What is Motivation
Jones and George (2015) – Psychological forces that determine the direction of a person’s behaviour in an organisation, a person’s level of effort, and a person’s level of persistence.
Dessler (2001) – the intensity of person’s desire to engage in some activity
Kreitner (1995) – psychological process giving behaviour purpose and direction

4. What is Motivation
Cole (1996) – those processes, both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs, and personal goals, which trigger human behaviour.
Robbins and Coulter (2009) – the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.
Motivation is discussed either in terms of its process or its content. We will address either later.

5. Basic Model of Motivation
Cole (1996) – a stimulus, perhaps a physical drive or social or intellectual need, gives rise to a response, that is, behaviour of some kind, which leads to an outcome, which either satisfies or fails to satisfy the original impulse and leads to satisfaction or frustration.

6. Two Sources of Motivation – Intrinsic
Intrinsic Motivation – behaviour is performed for its own sake. The source of the motivation is actually performing the behaviour and motivation comes from doing the work itself. Rewards or recognition do not drive the behaviour.
Jobs that are interesting and challenging more likely lead to intrinsic motivation than jobs that are boring and do not draw on the a person’s skills and abilities (Jones & George, 2015).

7. Two Sources of Motivation – Extrinsic
Extrinsic Motivation – behaviour that is performed to get material rewards or to avoid punishment. The source of the motivation is the consequences or outcomes of the behaviour, not the behaviour itself.
Rewards, recognition, status are frequent outcomes looked for by persons who are extrinsically motivated.

8. Two Sources of Motivation
Persons may be either intrinsically or extrinsically motivated, or both simultaneously.
Various factors determine the type of motivation:
Individual’s personal characteristics (abilities, values, attitudes, or needs)
The nature of their jobs (enriched or otherwise)
the nature of the organisation (structure, culture, control systems, HR management system, how rewards are distributed) (Jones & George, 2015).

9. Another Source of Motivation
Pro-social Motivation – leads to behaviours which are performed to help or benefit others.
Persons may be pro-socially and/or intrinsically or extrinsically motivated.
Research has shown that when persons (workers) have high pro-social motivation, also having high intrinsic motivation can be quite beneficial for job performance (Jones & George, 2015).

10. Outcome – Desired from Motivation
An outcome is anything a person gets from a job or organization.
Responsibility, autonomy, a feeling of accomplishment, pleasure of doing interesting work leads to intrinsically motivated behaviour.
Improving the lives of others, doing good by helping others result in pro-socially motivated behaviour.
Pay, job security, benefits, and vacation time result in extrinsically motivated behaviour.

11. Content Motivational Theorists
Abraham Maslow – Proposed a needs-based theory/approach to motivation. A need is a requirement for survival and well-being
Need theories – focus on what needs people are trying to satisfy and what outcomes will satisfy those needs. Applied to the workplace, it means that to motivate a person to contribute valuable inputs and perform at a high level, the manager must determine the needs to be satisfied and ensure that the person receives the outcomes to satisfy those needs and so perform at a high level for organisational goals to be realised (Jones & George, 2015).

12. Maslow’s Hierarchy of Needs
According to Kreitner (1995), in 1943 Maslow proposed that people are motivated by a predictable five-step hierarchy of needs.
According to the theory, people always have needs, and when one need is relatively fulfilled, others emerge in a predictable sequence to take its place
The needs from bottom to top are physiological, safety, love or social, esteem, and self-actualization. Persons are said to proceed up the hierarchy of needs one level at a time without noticing it.

13. Maslow’s Hierarchy of Needs

14. Maslow’s Hierarchy of Needs
Lower-order needs – Physiological and safety needs were described as lower-order needs as they are satisfied mainly by external means
Higher–order needs – the love and belongingness (social), esteem, and self-actualization needs are satisfied from within (Robbins, 2001).

15. How can Managers Satisfy Maslow’s Hierarchy of Needs
Physiological – by providing a level of pay that enables persons to buy food and clothing and have adequate housing
Safety – by providing job security, adequate medical benefits, and safe working conditions
Love and Belongingness – by promoting good interpersonal relations and social events
Esteem – by granting promotions and recognising accomplishments.
Self-actualisation – by giving the opportunity for people to use their skills and abilities to the fullest extent (Jones & George, 2015)

16. Content Motivational Theorists
Frederick Herzberg – proposed a need theory known as motivator-hygiene or two-factor theory. The theory 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 (Jones & George, 2015).

17. Herzberg Motivator-Hygiene Theory
The Motivators are intrinsic factors which are related to job satisfaction. These were associated with the job content.
Hygiene factors are extrinsic and relate to job dissatisfaction and are associated with the job context.
The opposite of satisfaction of not dissatisfaction but “no satisfaction.”
The opposite of dissatisfaction is “no dissatisfaction” (Robbins & Coulter, 2009)

18. Herzberg Motivator-Hygiene Theory
Motivators Hygiene Factors Achievement Supervision Recognition Company policy Work itself Relationship with supervisor Growth Security Responsibility Working conditions Advancement Relationship with peers Personal life Relationship with subordinates Status Salary (Robbins & Coulter, 2009)

19. Herzberg Motivator-Hygiene Theory
The distinction between motivator and hygiene factors is that motivators can bring about positive satisfaction, while the hygiene factors can only serve to prevent dissatisfaction.
So, if motivators are absent from the job, the employee is likely to experience dissatisfaction. However, if the hygiene factors are in place they will not in themselves bring about job satisfaction.
Hygiene does not positively promote good health. It acts to prevent ill health (Cole, 1996).

20. Herzberg Motivator-Hygiene Theory
According to Herzberg, to have a highly motivated and satisfied workforce, managers should take steps to ensure that employees’ motivator needs are met.
When hygiene needs are not met, workers are dissatisfied. When hygiene needs are met workers are not dissatisfied.
Satisfying hygiene needs does not result is high levels of motivation or even high levels of job satisfaction (Jones & George, 2015).

21. Next Class
Next class, we will look at other content theories of motivation, namely McClelland’s and Alderfer’s. We will also look at some process theories, specifically those proposed by Adams, Vroom, and Latham and Locke.