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BY: Robert Atienza Jr.

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à APTER TEN OVERVIEW

1. DEFINITION
2. MOTIVATION PROàESS
3. EARLY VIEWS OF MOTIVATION
4. àONTEMPORARY T EORIES OF MOTIVATION
- ierarchy of needs
- Theory X and theory Y
- Life cycle theory or Situational approach
- Two factors theory


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1. Explain the concepts of motivation and its

significance in the managerial process.

2. Understand and apply contemporary

theories of motivation.

 


The willingness to put forth effort in pursuit of organizational

goals. ( R Wayne Mondy, Management, 4th edition)
- tangible ² higher pay, bonus and benefits
- Intangible ² reputation, respect, recognition or achievement.
àoncerned with why people act or do or why they refrain from
doing things they do not
want to do.
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Efforts are forces to perform- Individual, manager, employees.
People need organization
to achieve goals and organization needs people to achieve its
goals.
This lead to effective and efficient organization.
Good motivation practices will help leaders and managers:
1. Be sensitive to the differences in needs and values. Increase
your employees
expectations that their efforts lead to effective performance.
2. Increase your employee expectation that their efforts will lead
to effective
performance.
3. Encourage your subordinates to set performance goals that are
specific,
challenging and attainable.
 


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There are three early views of motivation. They are :-
1. The traditional model, associated with Frederick W.
Taylor and Scientific Management.
2. The uman Relation Model, which related to Elton
Mayo and awthorne studies.
3. The uman Resources Model, Associated with
Doughlas Mc Gregor·s Theory X and Theory Y.
 
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a) Need theory or àontent theory

b) Process theory
c) Reinforcement theory


 

 



 

People need or require to live fulfilling lives,

particularly with regard to work. A
person will be motivated when she or he has not
yet attained satisfaction with
their life. Need vary among individuals. This is
because people are different in
nature. ( ierarchy of needs)
 

 

Process where individuals give meaning to

rewards that will allow them to
influence their behavior or process theory explain
how individuals are motivated
or the steps that occur when individuals are
motivated.
( erzberg two factors theory/ hygiene theory)
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Describes how people learn patterns of behavior

based on environmental
reinforcements. This means behavior with
positive consequences tends to be
repeated, vise versa.( Theory X and Y.)
  


 


These need are our basic needs.

These are for our survival. E.g
food, water, and
shelter from environment



 



Deals with our physical and psychological

safety from external threats.
Examples are
job security, freedom from coercion and a
need for clearly defined regulations.
 




 

Need for companionship, or need

for personal ´ belongingnessµ. E.g
are love, need to
love somebody as well as the need
for social interaction.
 

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These need are our basic needs.

These are for our survival. E.g foIt is
also known as growth need. It is a
need for self-esteem and self
growth. E.g are
respect from others, opportunities for
advancement, recognition,
achievement as well
as prestige and status.od, water, and
shelter from environment
 
 
 
 


It comprises needs for the

development of one·s full
potential or the realization of
one·s own potential.





 

  

  
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Introduced by Frederick erzberg by

studying the job attitudes of 200 engineers
and accountants . From the study, it was
concluded that individuals· work satisfaction
and dissatisfaction arise from two different
sets of factors. The factors are:





Also known as dissatisfier factor. It

associated with the work setting of an
individual. Often called as job content. It
causes feeling of job dissatisfaction.





Also known as motivating factor. It

associated with job context, Satisfier factor is
related to the job content of individuals.
Satisfier causes feelings of satisfaction.
  




 





 

 
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This theory was developed by douglas

mc gregor. This theory describes the views
or Perception of managers with regard to
their employees.
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V 1. Inherently disliking work
V 2. Avoiding work whenever possible
V 3. Lacking in ambition
V 4. Irresponsible
V 5. Resistant to change
V 6. Feeling that work is of secondary importance
V 7. Preferring to be led than lead.
V 8. aving to be pushed by managers to work.

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V 1. Willing to work; work is as natural as play or
rest.
V 2. Willing to accept responsibility, since work
brings satisfaction.
V 3. àapable of directing themselves ( self
direction)
V 4. àapable of self ²control
V 5. Frequently using imagination, ingenuity and
creativity in accomplishing tasks.
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