SCRIPT

Subject: Management

Chapter 6: LEADING

Topic 2: Motivation

Slide Contents
Good day everyone,
Today's lecture focuses on workplace motivation, an essential topic that impacts
every individual in the workplace. Motivation is a powerful tool for managers to
drive their teams, boost productivity, and cultivate a positive work environment.
This lecture will cover key aspects of motivation, including its definition, intrinsic
and extrinsic motivation, and influential motivation theories such as expectancy,
2 and need theory.
By the end of this lecture, you will gain a comprehensive understanding of the
following learning outcomes:
 Define what motivation is.
 Practice the classification of intrinsic and extrinsic motivation of a person.
 Address motivational issues using the Expectancy and Need theories.
So, let's begin our exploration of the fascinating world of workplace motivation.
Firstly, we will explore what motivation is. Motivation is the driving force
behind a person's behavior, encompassing the direction, effort, and persistence
needed to achieve a goal. For example, a motivated student aims for good grades
and puts in significant effort and time to study. Despite challenges, their
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motivation keeps them persistent. Motivation is influenced by personal values,
beliefs, needs, desires, and environmental factors like social norms and
incentives. For instance, a manager motivated by the belief that increasing sales
benefits the company and customers will work harder to achieve this goal.
 Secondly, we will explain intrinsic and extrinsic motivation.
Intrinsic motivation refers to the internal drive and satisfaction arising when
undertaking a task or participating in an activity. It encompasses the feelings of
joy, interest, and personal fulfillment that accompany our work. People who
possess intrinsic motivation derive a sense of accomplishment and happiness from
the very act of engaging in the behavior. In essence, they find deep satisfaction
and a sense of purpose in the process of performing the task itself.
For example,
 An artist who paints simply because they love expressing their creativity.
 A teacher who genuinely enjoys educating children and witnessing their
growth.
 A scientist who is passionate about exploring new ideas and making
discoveries.
Extrinsic motivation, in contrast to intrinsic motivation, stems from external
4 factors or rewards independent of the task. It revolves around engaging in
behavior with the aim of attaining external rewards or avoiding punishment.
For example,
 A salesperson who strives to meet sales targets to earn a commission.
 An employee who works hard to receive a promotion or salary raise.
 A student who studies diligently to earn good grades and academic
recognition.
In addition to intrinsic and extrinsic motivation, some individuals are motivated
by a desire to benefit others, known as prosocial motivation. Prosocial
motivation involves performing actions that contribute positively to the well-
being of others or society.
For example,
 A volunteer who dedicates their time and effort to support a charitable
cause.
  A healthcare professional who finds fulfillment in helping patients recover
and improve their quality of life.
 A teacher who goes the extra mile to ensure all students receive equal
opportunities and support.
Motivation can be classified as intrinsic, extrinsic, and prosocial. Intrinsic
motivation derives from the satisfaction of the task, while extrinsic motivation
comes from external rewards. Prosocial motivation involves acting to benefit
others. Understanding these concepts provides insights into the diverse factors that
drive human motivation.

The next content of this lesson is the expectancy theory, which was developed by
Vroom. He suggests that individuals are motivated when they believe that their
effort will result in performance and that their performance will lead to desired
outcomes. The theory comprises three components: expectancy, instrumentality,
and valence.
Expectancy refers to the belief that effort will translate into successful
performance. People are more motivated to engage in behaviors they believe will
yield successful outcomes. For example, an employee who thinks that taking on
extra responsibilities will enhance job performance and ultimately lead to a higher
5 salary is more likely to be motivated to take on those responsibilities.
Instrumentality is the belief that performance will result in specific outcomes.
When individuals perceive a positive relationship between performance and
desirable outcomes, their motivation to perform well increases. For instance, if an
employee believes that improved job performance will lead to a higher salary,
they will be more motivated to exert effort to enhance their performance.
Valence represents the perceived value or desirability of the outcome. People are
more motivated to engage in behaviors associated with outcomes they perceive as
valuable. For example, an employee who views a higher salary as a valuable
outcome will be more motivated to engage in behaviors that contribute to
 obtaining a higher salary.
Let's consider an example of expectancy theory, an employee who wants to
increase their salary may choose to take on additional responsibilities. They will
first evaluate the amount of effort required for these responsibilities and determine
if they believe that investing more effort will result in improved job performance.
If they believe that taking on more responsibilities will enhance their
performance, their motivation to exert effort will increase.
Next, the employee will assess whether they believe improved performance will
indeed lead to a higher salary. If they perceive a positive relationship between
performance and salary, their motivation to take on additional responsibilities will
be heightened.
Finally, the employee will consider the perceived value of a higher salary and
decide if it outweighs the effort required to assume more responsibilities. In this
example, the employee's behavior, such as taking on additional responsibilities, is
driven by their belief that doing so will lead to the desired outcome of a higher
salary.
Understanding and applying expectancy theory can help managers motivate
employees and encourage desired behaviors in the workplace.
In the next of today's lesson, we will explore the widely popular concept of needs
theory. Need theories offer valuable insights into understanding employee
motivation in the workplace, complementing expectancy theory by exploring
6 specific outcomes that drive performance. Managers play a crucial role in
identifying and fulfilling employees' needs to ensure they receive appropriate
rewards for effective performance, aligning individual interests with
organizational goals.
Abraham Maslow's hierarchy of needs is a well-known theory that suggests
7 individuals have five basic needs: physiological, safety, love and belonging,
esteem, and self-actualization. While research does not fully support the
 hierarchical structure or the idea of focusing on one need at a time, the theory
emphasizes the importance of addressing various needs at work. For example, an
employee who is struggling with financial stability (physiological need) may not
be as motivated to pursue personal growth and self-actualization until their lower-
level needs are satisfied.
Example: In a manufacturing company, employees working in physically
demanding roles may prioritize their physiological needs, such as a safe working
environment and fair compensation. To motivate them effectively, managers must
address these needs by providing adequate safety measures, competitive wages,
and benefits.
Cultural Variations in Needs:
Understanding cultural variations is essential when considering the hierarchy of
needs. Different countries and cultures place varying importance on different
needs. In less-developed nations, where basic survival is a significant concern,
people prioritize physiological and safety requirements as their primary
motivators. On the other hand, in wealthier countries where individuals have
more certain physiological and safety conditions, higher-level needs related to
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personal growth and achievement become more prominent.
To illustrate this, let's consider a multinational technology company that operates
in both a developed and a developing country. The managers of this company
must tailor their motivational strategies accordingly. In developed countries,
employees may be driven by career advancement and self-actualization
opportunities. However, in a developing country, providing a safe working
environment and stability would likely be the primary drivers of motivation.
Frederick Herzberg's Motivator-Hygiene Theory:
Frederick Herzberg's motivator-hygiene theory is a framework that distinguishes
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between two types of needs: motivator needs and hygiene needs. Motivator needs
pertain to the intrinsic aspects of the work itself, such as challenging tasks,
 autonomy, growth opportunities, and a sense of achievement. On the other hand,
hygiene needs are associated with the work context, including factors like
working conditions, compensation, job security, relationships with coworkers, and
supervision.
For instance, let's consider a creative agency where employees are driven by
motivator needs, such as engaging and intellectually stimulating projects.
However, if their basic hygiene needs, like fair compensation or a supportive
work environment, are not met, they may experience dissatisfaction and reduced
motivation, regardless of the fulfilling nature of the work itself.
It's important to note that while Herzberg's theory has received mixed research
support, it emphasizes the importance of job design in creating motivating work
environments. Job design involves structuring roles in a way that incorporates
motivator factors, such as autonomy, growth opportunities, and meaningful tasks.
By adopting this approach, managers can enhance employee motivation and job
satisfaction.
To illustrate, let's take a software development company that applies Herzberg's
theory. They may assign employees to cross-functional teams, providing them
with autonomy and chances to develop new skills. This job design approach
fosters a sense of ownership and fulfillment in their work, ultimately boosting
motivation and satisfaction.
David McClelland's Needs:
David McClelland's needs for achievement, affiliation, and power provide
valuable insights into the factors that drive high performance and contribute to
organizational goals. The relevance of each need varies depending on the position
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held within the organization.
For instance, let's consider a sales department. Employees with a high need for
achievement may find motivation in setting and surpassing challenging sales
targets. On the other hand, individuals with a strong need for affiliation may excel
in roles that involve customer relationship management, as building strong
connections with clients is crucial. By understanding these intrinsic motivations,
managers can align employees' needs with their job responsibilities, leading to
increased engagement and performance.
In conclusion, need theories offer valuable insights into employee motivation and
serve as a guide for managers in fostering a motivated workforce. Abraham
Maslow's hierarchy of needs, Frederick Herzberg's motivator-hygiene theory, and
David McClelland's needs for achievement, affiliation, and power are prominent
theories in this field. While not all theories enjoy universal support, they have
advanced our understanding of intrinsic and extrinsic motivation and emphasized
the significance of job design in creating motivating work environments.
Managers can enhance motivation, job satisfaction, and overall organizational
performance by recognizing and addressing employees' diverse needs.
Thank you for your attention, and I look forward to seeing you in the next chapter.