Motivation in the workplace can come from intrinsic or extrinsic factors. Intrinsically, employees seek autonomy, responsibility, and to have their higher order needs for esteem and self-actualization fulfilled through their work. Extrinsically, employees can be motivated by incentives and rewards, though natural theories of motivation argue humans are not solely driven by economic factors. Effective managers understand both intrinsic and extrinsic motivation and strive to create an environment where employees feel autonomous and can achieve their highest potential.
2. Motivation: Definition
▪ Motivation involves the biological, emotional,
social, and cognitive forces that activate
behavior.
▪ A motive is what prompts the person to act
in a certain way, or at least develop an
inclination for specific behavior
▪ Internal and external factors that stimulate
desire and energy in people to be continually
interested and committed to a job, role or
subject, or to make an effort to attain a goal
▪ Motivation is a theoretical construct used to
explain behavior.
▪ It gives the reason for people's actions,
desires, and needs.
▪ Motivation can also be defined as one's
direction to behavior, or what causes a
person to want to repeat a behavior and vice
versa.
▪ In everyday usage, the term motivation is
frequently used to describe why a person
does something.
Motivation results from the interaction of both conscious and unconscious factors such as the
▪ Intensity of desire or need,
▪ Incentive or reward value of the goal,
▪ Expectations of the individual and of his or her peers.
These factors are the reasons one has for behaving a certain way.
2
3. Motivation in the Workplace
▪ Motivation is an employee's intrinsic
enthusiasm about and drive to accomplish
activities related to work.
▪ Motivation is that internal drive that causes
an individual to decide to take action.
▪ As such, motivation is a complex, not easily
defined, an intrinsic driving force that can
also be influenced by external factors.
▪ Employee motivation is the combination of
fulfilling the employee's needs and
expectations from work and the workplace
factors that enable employee motivation
▪ Employee motivation, i.e. methods for
motivating employees, is an intrinsic and
internal drive to put forth the necessary
effort and action towards work-related
activities.
▪ It has been broadly defined as the
"psychological forces that determine the
direction of a person's behavior in an
organization, a person's level of effort and a
person's level of persistence
▪ Most employees need motivation to feel good about their jobs and perform optimally.
▪ Some employees are money motivated while others find recognition and rewards personally
motivating. Motivation levels within the workplace have a direct impact on employee productivity.
▪ Workers who are motivated and excited about their jobs carry out their responsibilities to the best of
their ability and production numbers increase as a result
3
4. Nevid, 2013
"The term motivation refers to factors that
activate, direct, and sustain goal-directed
behavior... Motives are the 'whys' of
behavior—the needs or wants that drive
behavior and explain what we do. We don't
actually observe a motive; rather, we infer
that one exists based on the behavior we
observe."
4
5. Types Of Theories And
Models
What are the things that actually motivate us to act?
Psychologists have proposed different theories to
explain motivation:
6. “
‘The Sum Of The Processes
That Influence The Arousal,
Direction, And
Maintenance Of Behaviors
Relevant To Work
Settings’.”
6
7. Motivation theories
Motivation theories can be classified on a number of bases:
▪ Content vs. Process:
▪ based on whether the focus is on the content ("what") motivates vs process
("how") motivation takes place.
▪ Natural vs. Rational:
▫ based on whether the underlying theory of human cognition is based on natural
forces (drives, needs, desires) or some kind of rationality (instrumentality,
meaningfulness, self-identity).
7
8. Content theoryContent theory explains why human needs change with time. Content
theory includes the work of David McClelland, Abraham Maslow and
other psychologists as they attempted to explain why human needs
change, but not how they change.
8
9. ERG theory
ERG Theory was created by Clayton Alderfer as an extension to the famous
Maslow’s Hierarchy of Needs.
▪ Existence, or physiological, needs are at the base. These include the needs for things such
as food, drink, shelter, and safety.
▪ Next come Relatedness Needs, the need to feel connected to other individuals or a group.
These needs are fulfilled by establishing and maintaining relationships.
▪ At the top of the hierarchy are Growth Needs, the needs for personal achievement and
self-actualization.
▪ If a person is continually frustrated in trying to satisfy growth needs, relatedness needs
will remerge.
▪ This phenomenon is known as the frustration-regression process.
9
10. Herzberg’s Motivation-Hygiene theory
(Two-factor theory)
Herzberg felt that job satisfaction and dissatisfaction do not exist on the same
continuum, but on dual scales.
▪ In other words, certain things, which Herzberg called hygiene factors, could cause a person
to become unhappy with their job.
▪ These things, including pay, job security, and physical work environment, could never bring
about job satisfaction.
▪ Motivating factors, on the other hand, can increase job satisfaction.
▪ Giving employees things such as a sense of recognition, responsibility, or achievement can
bring satisfaction about.
10
11. Theory X and Theory Y
Theory X and Theory Y are
theories of human
motivation and
management. These two
theories describe
contrasting models of
workforce motivation
applied by managers in
human resource
management,
organizational behavior,
organizational
communication and
organizational development.
▪ The management
theory an individual
chooses to utilize is
strongly influenced by
beliefs about worker
attitudes.
▪ Managers who believe
workers naturally lack
ambition and need
incentives to increase
productivity lean
toward the Theory X
management style
Theory Y believes that
workers are naturally
driven and take
responsibility.
While managers who
believe in Theory X values
often use an authoritarian
style of leadership, Theory
Y leaders encourage
participation from
workers.
11
12. Theory X
Theory X is based on pessimistic assumptions
regarding the typical worker.
This management style supposes that the typical employee
has
▪ Little to no ambition
▪ Shies away from work or responsibilities
▪ Individual-goal oriented.
The 'Theory X' manager believes that all actions should be
traced and the responsible individual given a direct reward
or a reprimand according to the action's outcomes.
▪ This managerial style is more effective when used in a workforce
that is not intrinsically motivated to perform.
▪ It is usually exercised in professions where promotion is
infrequent, unlikely or even impossible and where workers
perform repetitive tasks.
12
13. Theory X
According to McGregor, there are two
opposing approaches to implementing Theory
X:
the "hard" approach
the "soft" approach.
The hard approach depends on close
supervision, intimidation, and imminent
punishment..
The soft approach is the literal opposite,
characterized by leniency and less strictly
regulated rules in hopes for high workplace
morale and therefore cooperative employees.
13
14. Theory X
Overall, Theory X generally proves to be
most effective in terms of consistency of
work.
▪ Theory X can also benefit a work place that is
more suited towards an assembly line or
manual labor type of occupation.
▪ Utilizing theory X in these types of work
conditions allow the employee to specialize in
a particular area allowing the company to
mass produce more quantity and higher
quality work, which in turns brings more profit
14
15. Theory Y
Theory Y managers act on the belief that
people in the work force are internally
motivated, enjoy their labor in the company,
and work to better themselves without a
direct "reward" in return.
Theory Y employees are considered to be one of the
most valuable assets to the company, and truly
drive the internal workings of the corporation.
Also, Theory Y states that these particular employees thrive
on challenges that they may face, and relish on bettering
their personal performance.
Workers additionally tend to take full responsibility for their
work and do not require the need of constant supervision in
order to create a quality and higher standard product
15
16. Theory Y
Theory Y" managers gravitate towards
relating to the worker on a more
personal level, as opposed to a more
conductive and teaching based
relationship.
As a result, Theory Y followers may have a
better relationship with their higher ups, as
well as potentially having a healthier
atmosphere in the work place.
▪ Managers in this theory tend to use a
democratic type of leadership because
workers will be working in a way that
does not need supervision the most
16
17. Theory Y
While "Theory Y" may seem optimal, it
does have some drawbacks.
While there is a more personal and
individualistic feel, this does leave room for
error in terms of consistency and uniformity.
The workplace lacks
▪ unvarying rules
▪ practices,
This can result in an inconsistent product
which could potentially be detrimental to the
quality standards and strict guidelines of a
given company
17
18. Theory X & Theory Y
▪Evaluate the workforce
▪According to the contingency theory, it is likely that a manager will need to take both
approaches depending on the evolving circumstances, and internal and external locus of
control throughout their workforce.
18
•People with a strong internal focus of control (personality) believe outcomes in their life develop
primarily from their own actions and abilities, as a result they are task-oriented and spend little
time building relationships among peers
Theory X
•People with strong external focus of control believe outside factors are the primary influence on
the outcomes in their life, therefore, they are relationship-oriented and focus on building
relationships among peers
(Theory Y)
19. McGregor and Maslow's hierarchy
McGregor's management theories closely relate to Maslow's hierarchy of needs, a
model in which motivation is used to achieve higher level needs (social, esteem,
and self-actualization) after basic physiological and safety needs are met.
Maslow believes that higher level needs can be achieved through sense of achievement,
having autonomy, having feelings of self-worth, and realizing one's potential.
▫ McGregor agreed with Maslow that self-actualization is the highest level human need that ought to be
achieved, this reflects his bias for promoting Theory Y management which emphasizes self-motivation.
▫ With the adoption of Theory Y practices, managers can create an environment where workers can achieve
their highest needs of esteem and self-actualization.
▫ Because of the close supervision Theory X managers adopt, these types of workers tend not to feel
autonomous or have self-direction, therefore workers are typically not motivated to achieve higher level
needs.
19
20. Natural & Rational
Theories Of MotivationMuch of western philosophy, from which political and economic
theories spring, is based on the notion that people are rational actors
who behave predictably because they always act in their own best
interest. This is increasingly being disputed by modern theories which
view human behavior as more complex and nuanced.
20
21. Intrinsic Or Natural Motivation
People can act from an internal desire,
the basis of which is hidden in their
psychology.
It is usually independent of outside
factors, and is sometimes perceived as
being against their own best interests.
This is called intrinsic or natural
motivation
Natural & Rational Theories Of Motivation
Extrinsic, Or Rational Motivation.
People can also be moved to act by the
very opposite, from a deliberate and
conscious calculation of what is in their
best interest.
This is called extrinsic, or rational
motivation.
21
23. Higher order needs
The natural system assumes that people have higher order needs, which contrasts
with the rational theory that suggests people dislike work and only respond to
rewards and punishment.
According to McGregor's Theory Y, human behavior is based on satisfying a hierarchy of needs:
physiological, safety, social, ego, and self-fulfillment.
Physiological needs are the lowest and most important level.
These fundamental requirements include food, rest, shelter, and exercise.
After physiological needs are satisfied, employees can focus on safety needs, which include
“protection against danger, threat, deprivation.”
However, if management makes arbitrary or biased employment decisions, then an
employee’s safety needs are unfulfilled.
23
24. Higher order needs
The next set of needs is social, which refers to the desire for acceptance, affiliation,
reciprocal friendships and love.
As such, the natural system of management assumes that close-knit work teams
are productive. Accordingly, if an employee’s social needs are unmet, then he will
act disobediently
There are two types of egoistic needs, the second-highest order of needs.
The first type refers to one’s self-esteem, which encompasses self-confidence,
independence, achievement, competence, and knowledge.
The second type of needs deals with reputation, status, recognition, and respect
from colleagues.
Egoistic needs are much more difficult to satisfy.
24
25. Self-management through teamwork
To successfully manage and motivate employees, the natural system posits that
being part of a group is necessary.
Because of structural changes in social order, the workplace is more fluid and adaptive
according to Mayo.
As a result, individual employees have lost their sense of stability and security, which can be
provided by a membership in a group.
However, if teams continuously change within jobs, then employees feel anxious, empty, and
irrational and become harder to work with.
The innate desire for lasting human association and management “is not related to single
workers, but always to working groups.”
In groups, employees will self-manage and form relevant customs, duties, and traditions.
25
26. Wage incentives
Humans are not motivated solely by wage incentives.
Unlike the rational theory of motivation, people are not driven toward economic interests
under the natural system.
For instance, the straight piecework system pays employees based on each unit of their
output.
Based on studies such as the Bank Wiring Observation Room, using a piece rate incentive
system does not lead to higher production.
Employees actually set upper limits on each person’s daily output.
These actions stand “in direct opposition to the ideas underlying their system of financial
incentive, which countenanced no upper limit to performance other than physical capacity.”
Therefore, as opposed to the rational system that depends on economic rewards and
punishments, the natural system of management assumes that humans are also motivated
by non-economic factors.
26
27. Wage incentives
Autonomy[edit]
Employees seek autonomy and responsibility in their work, contrary to
assumptions of the rational theory of management. Because supervisors have
direct authority over employees, they must ensure that the employee’s actions are
in line with the standards of efficient conduct.[4] This creates a sense of restriction
on the employee and these constraints are viewed as “annoying and seemingly
functioned only as subordinating or differentiating mechanisms."[4] Accordingly,
the natural management system assumes that employees prefer autonomy and
responsibility on the job and dislike arbitrary rules and overwhelming supervision
27
29. Intrinsic Or Natural Motivation
People can act from an internal desire,
the basis of which is hidden in their
psychology.
It is usually independent of outside
factors, and is sometimes perceived as
being against their own best interests.
This is called intrinsic or natural
motivation
Natural & Rational Theories Of Motivation
Extrinsic, Or Rational Motivation.
People can also be moved to act by the
very opposite, from a deliberate and
conscious calculation of what is in their
best interest.
This is called extrinsic, or rational
motivation.
29
30. A PICTURE IS WORTH
A THOUSAND WORDS
A complex idea can be conveyed with
just a single still image, namely making
it possible to absorb large amounts of
data quickly.
30
38. LET’S REVIEW SOME CONCEPTS
Yellow
Is the color of gold, butter and
ripe lemons. In the spectrum of
visible light, yellow is found
between green and orange.
Blue
Is the colour of the clear sky
and the deep sea. It is located
between violet and green on
the optical spectrum.
Red
Is the color of blood, and
because of this it has
historically been associated
with sacrifice, danger and
courage.
Yellow
Is the color of gold, butter and
ripe lemons. In the spectrum of
visible light, yellow is found
between green and orange.
Blue
Is the colour of the clear sky
and the deep sea. It is located
between violet and green on
the optical spectrum.
Red
Is the color of blood, and
because of this it has
historically been associated
with sacrifice, danger and
courage.
38
45. CREDITS
Special thanks to all the people who made and
released these awesome resources for free:
▪ Presentation template by SlidesCarnival
▪ Photographs by Unsplash
45
46. PRESENTATION DESIGN
This presentation uses the following typographies and colors:
▪ Titles: Dosis
▪ Body copy: Titillium Web
You can download the fonts on these pages:
http://www.impallari.com/dosis
http://www.campivisivi.net/titillium/
Pastel green #d3ebd5 · Green #80bfb7 · Teal #0b87a1 · Navy #01597f · Dark navy #003b55
You don’t need to keep this slide in your presentation. It’s only here to serve you as a design guide if you need to
create new slides or download the fonts to edit the presentation in PowerPoint®
46
47. SlidesCarnival icons are editable
shapes.
This means that you can:
● Resize them without
losing quality.
● Change fill color and
opacity.
● Change line color, width
and style.
Isn’t that nice? :)
Examples:
47
48. Now you can use any emoji as an icon!
And of course it resizes without losing quality and you can change the color.
How? Follow Google instructions
https://twitter.com/googledocs/status/730087240156643328
✋👆👉👍👤👦👧👨👩👪💃🏃💑❤😂
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48
Notes de l'éditeur
nevid in the overview of study guides, summaries and lecture notes written by students.
Generally, Theory X style managers believe their employees are less intelligent than the managers are, lazier than the managers are, or work solely for a sustainable income. Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a "hands-on" approach to management.
This managerial style is more effective when used in a workforce that is not intrinsically motivated to perform. It is usually exercised in professions where promotion is infrequent, unlikely or even impossible and where workers perform repetitive tasks
According to McGregor, there are two opposing approaches to implementing Theory X: the "hard" approach and the "soft" approach. The hard approach depends on close supervision, intimidation, and imminent punishment. This approach can potentially yield a hostile, minimally cooperative work force that could harbor resentment towards management. The soft approach is the literal opposite, characterized by leniency and less strictly regulated rules in hopes for high workplace morale and therefore cooperative employees. Implementing a system that is too soft could result in an entitled, low-output workforce. McGregor believes both ends of the spectrum are too extreme for efficient real world application.[4] Instead, McGregor feels that somewhere between the two approaches would be the most effective implementation of Theory X.
Overall, Theory X generally proves to be most effective in terms of consistency of work.
Although managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X can also benefit a work place that is more suited towards an assembly line or manual labor type of occupation.[5] Utilizing theory X in these types of work conditions allow the employee to specialize in a particular area allowing the company to mass produce more quantity and higher quality work, which in turns brings more profit
Theory Y" adds more of a democratic and free feel in the work force allowing the employee to design, construct, and publish their works in a timely manner in co-ordinance to their work load and projects. Aydin reports a study undertaken to analyze the different management styles of professors at a Turkish University. This study found that the highly supervised Theory X management affected the research performance of the academics negatively. In general, the study suggests that the professional setting and research based work that professors perform is best managed using a Theory Y management style
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
The highest order of needs is for self-fulfillment, including recognition of one’s full potential, areas for self-improvement, and the opportunity for creativity.
This differs from the rational system, which assumes that people prefer routine and security to creativity.[1] Unlike the rational management system, which assumes that humans don’t care about these higher order needs, the natural system is based on these needs as a means for motivation.
Self-management through teamwork[edit]
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
The highest order of needs is for self-fulfillment, including recognition of one’s full potential, areas for self-improvement, and the opportunity for creativity.
This differs from the rational system, which assumes that people prefer routine and security to creativity.[1] Unlike the rational management system, which assumes that humans don’t care about these higher order needs, the natural system is based on these needs as a means for motivation.
Self-management through teamwork[edit]
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
The highest order of needs is for self-fulfillment, including recognition of one’s full potential, areas for self-improvement, and the opportunity for creativity.
This differs from the rational system, which assumes that people prefer routine and security to creativity.[1] Unlike the rational management system, which assumes that humans don’t care about these higher order needs, the natural system is based on these needs as a means for motivation.
Self-management through teamwork[edit]
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.
The highest order of needs is for self-fulfillment, including recognition of one’s full potential, areas for self-improvement, and the opportunity for creativity.
This differs from the rational system, which assumes that people prefer routine and security to creativity.[1] Unlike the rational management system, which assumes that humans don’t care about these higher order needs, the natural system is based on these needs as a means for motivation.
Self-management through teamwork[edit]
