1) The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's manifest needs theory, equity theory, expectancy theory, goal setting theory, and reinforcement theory.
2) It provides examples of how motivation theories from Western cultures may not apply universally due to cultural differences, such as praising an individual publicly in Japan being seen as inappropriate.
3) Reinforcement schedules and the importance of understanding employee expectations are discussed in the context of applying motivation theories globally. Cultural factors are an important consideration for effective motivation across countries.
8. Abraham
Maslow
An American
Psychologist
“when one’s physiological needs are relatively satisfied, then safety needs emerge, and so on up the need
hierarchy, once a need is satisfied, it activates the next higher need in the hierarchy until the need for self-
actualization is activated (one step at time)”
9. Clayton Alderfer
An American
Psychologist
” after satisfying one category of needs, a person progresses
to the next level (satisfaction-progression) and frustration of
higher-order needs can influence the desire for lower-order
needs (frustration-regretion).”
Example : employee may demand higher pay or better
benefits when they are dissatisfied with the quality of their
interpersonal relationships at work.
10. Manifest needs theory of motivation is primarily McClelland’s classification of
needs as achievement, power, and affiliation. It is a personality-based approach to
motivation.
David
McClelland
A Psychologist
How the Needs affected the actions of
people from a management content ??
-- Relationship between needs and
behavior –
“because effective managers must positively influence others, then top managers should have a high need for
power coupled with a low need for affiliation”
11. The two-factor theory is Herzberg’s classification of needs as hygienes and
motivators.
Herzberg combines lower-level needs (physiological, safety, social/existence, and
relatedness) into one classification he calls hygienes; and higher-level needs
(esteem, self-actualization, growth) into one classification he calls motivators.
Frederick Herzberg
A Psychologist
“An organization member who has good supervision, pay and working condition but a tedious and
unchallenging task with little chance of advancement would be at zero midpoint. That person would have no
dissatisfaction (because of good hygiene factors) and no satisfaction (because of lack motivators).”
12. John Stephen Akhwari
(1968)
Tanzania’s Athlete
Summer Olympics in Mexico City
“ My country send me 5000 miles
not to start the race
My country send me 5000 miles
to finish the race “
13. Process Perspectives On Motivation
Process perspectives are concerned with the thought
processes by which people decide to act
Equity theory
Expectancy theory
Goal setting theory
IS A REWARD ENOUGH?
14. focuses on individual perceptions as to how fairly they
think they are being treated relative to others.
1. Equity Theory of Motivation
• what you think you put into the job
Inputs
• the rewards you could receive
Outputs
• how inputs and outputs compare to those of others
Comparisons
16. 2. Expectancy Theory of Motivation
Work
Required
A level of
performance
Final
Outcome
Expectancy
is the belief that a particular
level of effort will lead to a
particular level of
performance
Instrumentality
is the expectation
that successful
performance of
the task will lead
to the desired
outcome
Valence
is the value or
importance a
worker assigns
to the possible
outcome or
reward
To reach
Which should lead to
People are motivated by how much
they want something, and how
likely they think they are to get it
Victor Vroom (1978)
17. T
R
A
3. Goal Setting Theory
A person can be motivated by goals that are specific
and challenging, but achievable. (Edwin A.Locke -1968)
Create SMART Goals
M
S SPECIFIC
MEASUREABLE
ACHIEVABLE
REALISTIC
TIMELY
18. Reinforcement Theory
• Is primarily Skinner’s motivation theory: Behavior can
be controlled through the use of rewards.
• Called behavior modification and operant
conditioning
21. Reinforcement Schedule
• Continuous Reinforcement
With a continuous method, each desired behavior is reinforced.
• Intermitten Reinforcement
the reward is given based on the passage of time or output. When the reward is based
on the passage of time, it is called an interval schedule. When it is based on output, it
is called a ratio schedule.
23. Hierarchy of Needs, ERG and Two-factor Theory
Security Needs Social
Needs
What is in the
TOP of Hierarchy????
24. Manifest Needs Theory
An American expatriate is transferred to Japan, and attempts to use the
same motivational techniques that worked for him in the U.S. One member
of his staff has done particularly good work, so in the next staff meeting he
decides to single him out for praise. “Tanaka-san has really made an
excellent contribution to this project. Everyone, let’s give Tanaka-san a
hand.”
In the U.S., the employee put in this situation would be beaming, pleased
that their efforts were being recognized in a public way. However, the
hapless Tanaka-san would be absolutely cringing. Being singled out is
extremely uncomfortable for Japanese. This kind of attention to one
individual tends to cause rifts in Japanese teams, upsetting their delicate
balance. The attempt to motivate becomes demotivating, because it does
not fit in well with the culture.
25. We are all born with intrinsic motivation, self-esteem,
dignity, an eagerness to learn. Our present system of
management crushes that all out. Instead of working for
the company, people compete with each other. The
Japanese are more successful than the U.S. because they
live by cooperation, not competition. American firms will
have to learn to support each other, rather than continue
with the everybody for himself approach. That’s how
business should be.
The Wall Street Journal - Dr. W. Edwards Deming
29. Reinforcement Theory
Salary Slip (IDR)
BasicSalary
7,500,000,00
Position Allowance 700,000,00
Attendance Allowance
1,500,000,00
Bonus on Attendance (22 x 15,000)
330,000,00
Deduction on Attendance(0 x 68,000)
0,00
Understanding exactly what motivation will help leaders decide what actions to take to encourage their self & subordinates.A person becomes motivated in order to achieve their own personal goals as well as the organizational goals.The more motivated an employee is, the more likely they are to have organizational commitment and identify themselves with the organization and desirable.
Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades.An intrinsically motivated person will work on a math equation, for example, because it is enjoyable.Intrinsic motivation does not mean, however, that a person will not seek rewards. It just means that such external rewards are not enough to keep a person motivated.An intrinsically motivated student, for example, may want to get a good grade on an assignment, but if the assignment does not interest that student, the possibility of a good grade is not enough to maintain that student's motivation to put any effort into the project.Job Design-Job Rotation-Job Enrichment
Maslow, Alderfer, and Herzberg, manifest needs (McClelland) theorists believe people are motivated by their needs.
So that is the implication of the self-actualization needs, akhwari running not to start the race but to finish the race File video belum di convert to Avi
As you have seen, content motivation theories focus on what motivates people andprocess motivation theories focus on how and why people are motivated; reinforcementtheory focuses on getting people to do what you want them to do
A U.S. firm in Mexico learned this difference the hard way. It gave workers a raise to motivatethem to work more hours, but the raise actuallymotivated the employees to work fewerhours. Because they could now make enough money to live and enjoy life (one of theirprimary values) inless time, why should they work more hours? As related to two-factortheory, intrinsic motivation of higher-level needs can be more relevant to wealthy societies than to poor societies.Security is the need to feel safe, to feel assured that they know what is going to happen, to know ahead of time what the plans are. What constitutes Security can be different for different people. Examples of how Security manifests for different people: Having lots of money in the bank Having a planned savings/retirement program Having a secure job Having a house, home and family Having a dependable car Paying off the mortgage or having no debts Having excellent personal and family health, or health insurance that covers any possibility Having life insurance to protect their family Having deep personal faith or personal conviction that they will be OK regardless of what happens in the world Carrying a gun or having a way to protect themselves Knowing their personal family history, or ethnic background Living in a gated/guarded community Living near friends and family. Positive aspects: Whatever makes you feel safe, balanced, grounded, connected, safe, secure, trusting that things will be OK in your life. Negative aspects: Overly cautious, fearful, paralyzed, indecisive, frozen in place, unable to function due to insecurity, retaliation against someone who they believe destroys their sense of Security. How this need affects the workplace: People who have a need for Security will be more deeply affected by sudden changes, unforeseen events, real or perceived threats to their job, their livelihood, or their sense of self. Their fear will keep them from functioning in times of crisis or potentially cause them to react strongly to someone that they feel is threatening their sense of security. People who have a high need for security will be drawn more to working in government or public sector jobs than to entrepreneurial enterprises. People who have a low Security need or have a need for Adventure may welcome change of any kind, while those with a high Security need may react very strongly at even minor changes. A manager who has a need for Adventure with a staff with high Security needs can create havoc and traumatic reactions very quickly. Social needs refers to the need to have relationships with others once physiological and safety needs have been fulfilled. Maslow considered the social stage an important part of psychological development because our relationships with others help reduce emotional concerns such as depression or anxiety. As humans we all have a need to feel loved and accepted by others. Often times we develop connections with others outside our families through social or religious groups, clubs, sports teams, gangs, or fraternities or sororities. If we are not able to make connections with others we make ourselves vulnerable to psychological issues such as loneliness, anxiety, or depression; therefore it is important for social needs to be met in order to maintain emotional stability.