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    Theoris of Motivation

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    Najafova Narmin
    The document summarizes several theories of motivation: 1) Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. 2) Herzberg's two-factor theory distinguishes between hygiene factors and motivators, where hygiene factors prevent dissatisfaction if present but do not motivate without motivators such as achievement and recognition. 3) Vroom's expectancy theory states that motivation depends on expectations of effort leading to performance and performance leading to rewards that are valued.

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    Theoris of Motivation

    Uploaded by

    Najafova Narmin
    97 views11 pages
    The document summarizes several theories of motivation: 1) Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. 2) Herzberg's two-factor theory distinguishes between hygiene factors and motivators, where hygiene factors prevent dissatisfaction if present but do not motivate without motivators such as achievement and recognition. 3) Vroom's expectancy theory states that motivation depends on expectations of effort leading to performance and performance leading to rewards that are valued.

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    The document summarizes several theories of motivation: 1) Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. 2) Herzberg's two-factor theory distinguishes between hygiene factors and motivators, where hygiene factors prevent dissatisfaction if present but do not motivate without motivators such as achievement and recognition. 3) Vroom's expectancy theory states that motivation depends on expectations of effort leading to performance and performance leading to rewards that are valued.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    97 views11 pages

    Theoris of Motivation

    Uploaded by

    Najafova Narmin
    The document summarizes several theories of motivation: 1) Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. 2) Herzberg's two-factor theory distinguishes between hygiene factors and motivators, where hygiene factors prevent dissatisfaction if present but do not motivate without motivators such as achievement and recognition. 3) Vroom's expectancy theory states that motivation depends on expectations of effort leading to performance and performance leading to rewards that are valued.

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    Theories of motivation

    Shafa Alasgarova
    Theories of Motivation
     Maslow’s Hierarchy of Needs Theory (1943)

     Herzberg’s Hygiene/Motivation Theory (1959)

     Vroom’s Expectancy Theory (1964)

     McClelland's Needs Based Theory (1960´s)

     Locke’s Goal setting theory (1968)

     Dan Pink´s Drive (2011)


    Reward management, 5RMT
    2
    Self
    Maslow’s Hierarchy of Needs actuali
    sation
    (the
    need
    to
     develo
    p
    and /
    or
    Self esteem
    achiev
    e
    (the need for recognition and
    one’s
    Respect)
    goals)

    Social
    (the need to feel part of a group)

    Safety/security
    (the need to feel secure)

    Basic physiologicalthe
    (need to eat and drink)

    3
    Herzberg Two Factor Theory

    Reward management, 5RMT


    4
    Vroom´s Expectancy theory
     Expectations – an individual’s motivation is based on strength of expectation, which in turn is
    based on past experience, perceived value of reward of getting it
     and likelihood
     Motivation is based on outcomes rather than personal need:

    Effort Performance Reward


    (Expectancy) (Instrumentality) (Valence)

    • The employee • The employee • The employee


    believes that believes that rewards the
    effort will acceptable reward.
    result in performance
    acceptable will produce
    performance the desired
    reward.

    Reward management, 5RMT The theory works on perceptions of people


    5
    McClelland’s Needs Based Theory (3As)
     Need for Achievement
     prefer working on tasks of moderate difficulty, prefer work in which the results are based on their effort
    rather than on anything else, and prefer to receive feedback on their work; motivated by accomplishment in
    the workplace and an employment hierarchy with promotional positions.

     Need for Affiliation


     Conflict averse, prefer to spend time creating and maintaining social relationships, enjoy being a part of
    groups, and have a desire to feel loved and accepted. People in this group tend to adhere to the norms of the
    culture in that workplace and typically do not change the norms of the workplace for fear of rejection. This
    person favors collaboration over competition and does not like situations with high risk or high uncertainty.

     Need for Authority


     Power, desire to influence, teach, or encourage others. People in this category enjoy work
    and place a high value on discipline. A person motivated by this need enjoys status
    recognition, winning arguments, competition, and influencing others, need for personal
    prestige, and a constant need for a better personal status

    Reward management, 5RMT


    6
    McClelland’s Needs Based Theory
    Characteristics
    Dominant motivator Characteristics of this person
    Achievement • Has a strong need to set and accomplish challenging goals.
    („nAch”) • Takes calculated risks to accomplish their goals.
    • Likes to receive regular feedback on their progress and
    achievements.
    • Often likes to work alone.
    Affiliation • Wants to belong to the group.
    („nAff”) • Wants to be liked, and will often go along with whatever
    the rest of the group wants to do.
    • Favors collaboration over competition.
    • Doesn't like high risk or uncertainty
    Power • Wants to control and influence others.
    („nPow”) • Likes to win arguments.
    • Enjoys competition and winning.
    • Enjoys status and recognition.

    Reward management, 5RMT


    7
    McClelland’s Needs Based Theory
    Risks
    Dominant motivator Risks, if in a management position
    Achievement • May put less/not enough emphasize on managing people
    („nAch”) • Likes getting work done by himself/herself: - Difficulties in
    delegating authority
    • Micromanagement, expects everyone to be as dedicated to
    work as (s)he is
    • Expecting subordinates following his/her methods
    Affiliation • May focus too much on how (s)he is perceived by others
    („nAff”) • May have difficulties in some managerial tasks (providing
    negative feedback, managing poor performance)
    Power • May have difficulties in achieving results with his/her team
    („nPow”) because of focusing on power games
    • The best managers have a high „nPOW”

    8
    Goal setting theory - Locke and Latham's Five Principles

     Motivation and performance are higher when individuals are set specific goals when the goals are
    difficult but accepted and where there is feedback on performance
     Locke and Latham state there are five goal setting principles that can improve our chances of
    success:
     clarity
     challenge
     commitment
     feedback
     task complexity

    Reward management, 5RMT


    9
    Motivation

    https://www.youtube.com/watch?v=u6XAPnuFjJc
    10
    Why motivation matters
    27% of staff use their natural talents at work
    Top people would take a 28% pay cut for their ideal job
    WHY
    MOTIVATION
    Extra mile ?? Extra output

    Drivers
    Culture
    Performance OUTPUT
    Values
    Behaviours

    KPIs KPIs
    WHAT, HOW Results
    results
    WHY Engagement
    Reward management, 5RMT
    11

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