motivation
Session 4 (Motivation)
Motivation in an organizational context is the processes that account for an individual’s intensity (how hard the person tries), direction (the orientation that benefits the organization), and persistence of effort (how long a person can maintain his/her effort) toward attaining a goal.
1. Maslow’s Hierarch of Needs Theory – hypothesized that every human being has needs (shown in the form of a pyramid) that need to be satisfied at each level before moving upward to the next level. There is no empirical support for this theory. From the most basic on up, these needs are as follows:
a. Physiological (hunger, thirst, shelter, sex, etc.)
b. Safety (security and protection for physical and emotional harm)
c. Social (affection, belongingness, acceptance, and friendship)
d. Esteem (self-respect, autonomy, achievement, status, recognition, and attention)
e. Self-actualization (growth, self-fulfillment, and becoming all that one is capable of becoming)
2. McGregor’s Theories X and Y – suggest that a manager’s view of the nature of human beings is based on a certain grouping of assumptions (with no evidence of accuracy) and he or she tends to mold his or her behavior toward employees according to these assumptions.
a. Theory X (employees dislike work and will attempt to avoid it; employees must be coerced, controlled, or threatened with punishment; employees will avoid responsibilities and see formal direction; employees will place security above all other factors and will not be ambitious)
b. Theory Y (employees view work as being natural and will exercise self-direction and self-control if they are committed to the objectives; employees can learn to accept, even seek, responsibility)
3. Herzberg’s Two-factor Theory – suggests that job dissatisfaction and satisfaction are separate and distinct factors. When hygiene factors (i.e. supervision, pay, policies, working conditions) are adequate, people will not be dissatisfied but
Motivation in an organizational context is the processes that account for an individual’s intensity (how hard the person tries), direction (the orientation that benefits the organization), and persistence of effort (how long a person can maintain his/her effort) toward attaining a goal.
1. Maslow’s Hierarch of Needs Theory – hypothesized that every human being has needs (shown in the form of a pyramid) that need to be satisfied at each level before moving upward to the next level. There is no empirical support for this theory. From the most basic on up, these needs are as follows:
a. Physiological (hunger, thirst, shelter, sex, etc.)
b. Safety (security and protection for physical and emotional harm)
c. Social (affection, belongingness, acceptance, and friendship)
d. Esteem (self-respect, autonomy, achievement, status, recognition, and attention)
e. Self-actualization (growth, self-fulfillment, and becoming all that one is capable of becoming)
2. McGregor’s Theories X and Y – suggest that a manager’s view of the nature of human beings is based on a certain grouping of assumptions (with no evidence of accuracy) and he or she tends to mold his or her behavior toward employees according to these assumptions.
a. Theory X (employees dislike work and will attempt to avoid it; employees must be coerced, controlled, or threatened with punishment; employees will avoid responsibilities and see formal direction; employees will place security above all other factors and will not be ambitious)
b. Theory Y (employees view work as being natural and will exercise self-direction and self-control if they are committed to the objectives; employees can learn to accept, even seek, responsibility)
3. Herzberg’s Two-factor Theory – suggests that job dissatisfaction and satisfaction are separate and distinct factors. When hygiene factors (i.e. supervision, pay, policies, working conditions) are adequate, people will not be dissatisfied but