Human Resource Development & Management (MPA 212)

1. MOTIVATIONMOTIVATING, SATISFYING, AND LEADING
EMPLOYEES
REPORTER:
JEFFERSON V. DE VERA
JOSEFINA BITONIO, DPA
PROFESSOR
HUMAN RESOURCE DEVELOPMENT
AND MANAGEMENT (MPA 212)

2. “Leadership is the art of
getting someone else to do
something you want done
because he wants to do it.”
~ Dwight D. Eisenhower, 1890 - 1969

3. “A leader is best when people
barely know he exists, when
his work is done… they will
say: We did it ourselves.”
~ Lao-Tzu, c. 600 B.C.

4. Key Topics
 Management of Theories of Motivation
 Need theories
 Hierarchy of Needs
 ERG Theory
 Theory X Y
 Two Factor Theory
 Motivation –Hygiene Theory
 Expectancy Theory
 Equity Theory
 Behavior Modification Theory

5. Motivation – The Concept
 According to Webster’s New Collegiate
Dictionary, a motive is “ something(a
need or desire) that causes a person to
act.
 Motivate, in turn, means “to provide with
a motive,” and motivation is the act or
process of providing a motive that causes
a person to take some action.
 Thus, motivation is the act or process of
providing a motive that causes a person
to take some action.

6. What are Rewards?
INTRINSIC
-Are derived from within the
individual.
Examples:
Self fulfillment
achievement
EXTRINSIC
-pertain to rewards that are
given by another person.
examples:
bunos
salary
incentives

7. Who Motivates
Employees?
 While rewards may serve as incentives
and those who bestow rewards may
seek to use them as motivators, the real
motivation to act come from within the
individual. Managers do exert a
significant amount of influence over their
employees, but they do not have the
power to force a person to act.

8. THEORIES OF MOTIVATION
Psychologists have studied human
motivation extensively and have
derived a variety of theories about6
what motivates people. These
include theories that focus on
motivation being a function of
 1. employee needs of various types
 2. extrinsic factors
 3. intrinsic factors

9. HIERARCHY OF NEEDS
(Abraham Maslow)
 Postulates a hierarchy of
needs that progresses from the
lowest, subsistence-level needs
to the highest level of self-
awareness and actualization
 Once each level has been
met, the theory is that an
individual will be motivated by
and strive to progress to satisfy
the next higher level of need.

10. Maslow’s Hierarchy of
Needs
Friendship
Physiological NeedsPhysiological Needs
Security NeedsSecurity Needs
Social NeedsSocial Needs
Esteem NeedsEsteem Needs
Self-Self-
ActualizationActualization
NeedsNeeds
Shelter Salary
Stability Pension Plan
Friends at Work
Job Title
Challenging Job
Organizational
Examples
General
Examples
Self-Fulfillment
Status

12. ERG Theory
(Clayton Alderfer)
from 1969 condenses
Maslow's five human
needs into three
categories: Existence,
 Relatedness and Growth.

13. ERG Theory
(Clayton Alderfer)
 Existence Needs
Include all material and physiological desires
(e.g., food, water, air, clothing, safety, physical love and
affection). Maslow's first two levels.
 Relatedness Needs
Encompass social and external esteem; relationships with
significant others like family, friends, co-workers and
employers . This also means to be recognized and feel
secure as part of a group or family. Maslow's third and
fourth levels.
 Growth Needs
Internal esteem and self actualization; these impel a
person to make creative or productive effects on himself
and the environment (e.g., to progress toward one's ideal
self). Maslow's fourth and fifth levels.

14. Existence Relatedness Growth

15. Relationships between
Alderfer’s ERG theory
There are three relationships among the different
categories in Alderfer’s ERG theory:
 1. Satisfaction-Progression
 Moving up to higher-level needs based on satisfied
needs.
 2. Frustration-regression
 if a higher level need remains unfulfilled, a person may
regress to lower level needs that appear easier to satisfy
 3. Satisfaction-strengthening
 Iteratively strengthening a current level of satisfied
needs.

16. Differences between ERG
theory and Maslow's model
Alderfer's ERG motivation theory differs from Maslow's theory
in three ways:
A lower level need does not have to be gratified (i.e., a
person may satisfy a need at hand, whether or not a previous
need has been satisfied);
If a relatively more significant need is not gratified, the
desire to gratify a lesser need will be increased (i.e., the
frustration in meeting high-order needs might lead a person
to regress to a more concrete need category);
Alderfer's ERG theory allows the order of the needs to differ
for different people (e.g., it accounts for the "starving artist"
who may place growth needs above existence ones).

17. Theory X Theory Y
(Douglas McGregor)
 an American social psychologist,
proposed his famous X-Y theory in his 1960
book 'The Human Side Of Enterprise'.
 Theory x and theory y are still referred to
commonly in the field of management
and motivation, and whilst more recent
studies have questioned the rigidity of the
model, Mcgregor's X-Y Theory remains a
valid basic principle from which to
develop positive management style and
techniques. McGregor's XY Theory
remains central to organizational
development, and to improving
organizational culture.

18. The Human Resources Model
Theory X and Theory Y
Theory X
 People are lazy.
 People lack ambition
and dislike
responsibility.
 People are self-
centered.
 People resist change.
 People are gullible
and not very bright.
Theory Y
 People are
energetic.
 People are
ambitious and seek
responsibility.
 People can be
selfless.
 People want to
contribute to
business growth and
change.
 People are
intelligent.

19. Ouchi’s Theory Z
 This theory is rooted in the idea that
employees who are involved in and
committed to an organization will be
motivated to increase productivity. Based
on the Japanese approach to
management and motivation, Theory Z
managers provide rewards, such as long-
term employment, promotion form within,
participatory management, and other
techniques to motivate employees (Ouchi
1981)

20. Theory Two Factor
(Frederick Herzberg)
 In 1959, Frederick Herzberg, a
behavioural scientist proposed a
two-factor theory or the motivator-
hygiene theory. According to
Herzberg, there are some job
factors that result in satisfaction
while there are other job factors
that prevent dissatisfaction.
According to Herzberg, the
opposite of “Satisfaction” is “No
satisfaction” and the opposite of
“Dissatisfaction” is “No
Dissatisfaction”.

21. Hygiene Factors
• Supervisors
• Working Conditions
• Interpersonal Relations
• Pay & Security
• Company Policies &
Administration
Motivation Factors
• Achievement
• Recognition
• The Work Itself
• Responsibility
• Advancement & Growth
Two Factor Theory

22. Expectancy Theory
(Victor Vroom)
 In 1959, Frederick Herzberg, a
behavioural scientist proposed a
two-factor theory or the motivator-
hygiene theory. According to
Herzberg, there are some job factors
that result in satisfaction while there
are other job factors that prevent
dissatisfaction. According to
Herzberg, the opposite of
“Satisfaction” is “No satisfaction”
and the opposite of “Dissatisfaction”
is “No Dissatisfaction”.

23. Expectancy Theory
(Victor Vroom)
 Vroom's expectancy theory assumes that behavior
results from conscious choices among alternatives
whose purpose it is to maximize pleasure and to
minimize pain. Vroom realized that an employee's
performance is based on individual factors such as
personality, skills, knowledge, experience and
abilities. He stated that effort, performance and
motivation are linked in a person's motivation. He
uses the variables Expectancy, Instrumentality and
Valence to account for this.

24. Expectancy Theory
 Expectancy is the belief that increased effort will lead to increased performance
i.e. if I work harder then this will be better. This is affected by such things as:
 Having the right resources available (e.g. raw materials, time)
 Having the right skills to do the job
 Having the necessary support to get the job done (e.g. supervisor support, or
correct information on the job)
 Instrumentality is the belief that if you perform well that a valued outcome will
be received. The degree to which a first level outcome will lead to the second
level outcome. i.e. if I do a good job, there is something in it for me. This is
affected by such things as:
 Clear understanding of the relationship between performance and
outcomes – e.g. the rules of the reward 'game'
 Trust in the people who will take the decisions on who gets what outcome
 Transparency of the process that decides who gets what outcome
 Valence is the importance that the individual places upon the expected
outcome. For the valence to be positive, the person must prefer attaining the
outcome to not attaining it. For example, if someone is mainly motivated by
money, he or she might not value offers of additional time off.

25. Expectancy Theory
EXPECTANCY
Perceived probability
that effort will lead to
good performance
INSTRUMENTALITY
Belief that there is a
connection between
activity and goal
VALENCE
Degree to which
rewards are valued
X X
=
MOTIVATION
Reason to perform

26. Equity Theory
Employees evaluate their treatmentEmployees evaluate their treatment
relative to the treatment of othersrelative to the treatment of others
Inputs: Employee contributions to their jobsEmployee contributions to their jobs
Outputs: What employees receive in returnWhat employees receive in return
TheThe perceived ratio of contribution toof contribution to
return determinesreturn determines perceived equity

27. Reinforcement /
Behavior Modification Theory
Positive ReinforcementPositive ReinforcementPositive ReinforcementPositive Reinforcement
PunishmentPunishmentPunishmentPunishment
When rewards are tied directly to
performance
When negative consequences are
attached directly to undesirable
behavior

28. Conclusion
Motivation of employees is a tricky
business. Managers often do not
understand the concepts, principles, and
myths about motivation will enough to put
them in practice. Managers can improve
their success rate by providing extrinsic
rewards that will help their employees to
be intrinsically motivated to become top
performers.

29. References
 Management and Motivation by Nancy H. Shanks
 https://www.businessballs.com/leadership-
skills/mcgregors-xy-theory-of-management-1871/
 https://www.jblearning.com/samples/076373473X/347
3X_CH02_4759.pdf
 https://www.cliffsnotes.com/study-guides/principles-
of-management/motivating-and-rewarding-
employees/motivation-theories-individual-needs
 http://managementstudyguide.com/herzbergs-
theory-motivation.htm
 http://www.yourcoach.be/en/employee-motivation-
theories/vroom-expectancy-motivation-theory.php