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MOTIVATION

Overview
What is Motivation? Motivation Theories: Maslows Hierarchy of Needs

McGregors Theory X and Theory Y

Tips for Motivating

Subordinates

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Websters Definition
MOTIVATION: an impulse, emotion, desire, or psychological need acting as incitement to action.

MOTIVATION
The willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need
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Early Theories of Motivation

Maslows Hierarchy of Needs McGregors Theory X and Theory Y

Early Theories of Motivation Maslows Hierarchy of Needs

5 needs motivate until substantially satisfied

McGregors Theory X and Theory Y

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Maslows Hierarchy of Needs

Self Actualization

Esteem

Social

Safety Physiological

TIP
A Lower Level Need Must Be Satisfied Before

the Next Higher Level Becomes Important in Motivating Behavior.

Only Relatively Unsatisfied Needs are

Capable of Motivating People.

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Physiological Needs (Survival)

Food
Clothing Shelter

Safety Needs
Physical Safety Safe from harm

Psychological Safety Job, Retirement, Savings Accounts

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Social Needs
Love

Acceptance
Approval Warmth

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Esteem Needs
Recognition Worth

Status
Self-Respect

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Self-Actualization Needs
Self-Fulfillment

Personal Growth
Realizing Potential

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Early Theories of Motivation

Maslows Hierarchy of Needs McGregors Theory X and Theory Y
view of human nature

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McGregors Theory X and Theory Y

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Theory X and Theory Y

Theory X
Avoid Work Must be Controlled Avoid Responsibility

Theory Y
Work is Natural SelfDirection Seek Responsibility Good Decisions Widely Dispersed

Seek Security

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Philosophical Background: Theories X and Y

Theory X Manager

A manager who

believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.

Philosophical Background: Theories X, and Y

Theory Y Manager

A manager who

believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge.

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Practice of Theory X and Theory Y

Effects on Management
Theory X:
1.

Managers leadership styles are autocratic and the communication flow is downward from managers to the employees. This may cause resistance from employees.

2. 2. The upper setting of objectives gets little or no participation from employees. 3. 3. It results in outside, control, with the manager acting as a performance judge who focuses generally on the past.

Practice of Theory X and Theory Y

Effects on Management
Theory Y:
1. It may lead to cooperative objectives designed with input from both employees and managers, resulting in a stronger responsibility by employees for accomplishing the shared objectives. 2. It encourages leadership styles to be more participative and allows employees to seek responsibility for achievement of goals. Theory Ys leadership is likely to improve communication flow, especially in the upward direction. 3. It leads to control processes based on employees self-control. The manager is more likely to act as an instructor rather than a judge who focuses on how performance can be improved in the future rather than on who is responsible for past performance.

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