ADMINISTRATIVE PROCESS AND

HUMAN BEHAVIOR:
MOTIVATION
Presented by:
Ms. Annabelle Palomas
Ms. Rea V. Tan
PUP Open University-Master in Public Administration
 MOTIVATION

TOPIC OUTLINE
• Meaning and Pattern • Human Intelligence
• Intrinsic v. Extrinsic • Temperament and Organizational
• Individuals and Groups Behavior

• The Western Electric Studies • The Myer-Briggs Type Indicator (MBTI)

• Individual Differences • Hierarchy of Human Needs – Maslow
• Two-factor Theory - Herzberg
 HUMAN INTELLIGENCE

• Intelligence can be defined as a general mental ability for reasoning, problem

solving, and learning.
• Because of its general nature, intelligence integrates cognitive functions such as
perception, attention, memory, language, or planning.
• On the basis of this definition, intelligence can be reliably measured by
standardized tests with obtained scores predicting several broad social outcomes
such as educational achievement, job performance, health, and longevity.
 HUMAN INTELLIGENCE

• People who hold a stable view of intelligence tend to set performance goals.
They seek situations where they will look good and protect their self-esteem.
• Individuals with an incremental view of intelligence, in contrast, tend to set
learning goals and seek situations in which they can learn and progress because
improvement means increasing their ability.
• People with an incremental view of ability are most likely to set challenging but
realistic goals, and as we have seen, such goals are effective motivators.
 HUMAN INTELLIGENCE

• Early Trait Research Pure trait leadership into the following fi ve

approaches—that is, the view that general categories: • Capacity —
only traits determine leadership intelligence, alertness, verbal facility,
capacity—were all but put to rest with originality, judgment. •
the publication of literature reviews
during the 1940s and 1950s. In
• Similarly, Glenn L. Immegart (1988)
concluded that the traits of
particular, Ralph M. Stogdill (1948) intelligence, dominance, self-confi
reviewed 124 trait studies of dence, and high energy or activity level
leadership that were completed are commonly associated with leaders.
between 1904 and 1947. He classifi ed
the personal factors associated with
 HUMAN INTELLIGENCE

• Evolutional leadership theory (ELT) also

postulates that the particular traits
associated with initiative taking and
intelligence are largely inherited and
propel people to power positions.
 TEMPERAMENT AND
ORGANIZATIONAL BEHAVIOR
• All businesses have an internal culture
that is unique to their company. Each •
employee contributes not only a certain
skill set but also a personality with
inherent values and beliefs, and those
values and beliefs will determine how
they will interact in work groups, with
other employees, and toward
management. Organizational Behavior
(OB) is the multidisciplinary study of the
employee interactions and the
organizational processes that seek to
create more efficient and cohesive
organizations.
In the field of Organizational Behavior,
researchers have found that scientific
approaches can be applied to personnel
management to bring out the best in
employees and improve the overall
success of an organization. Researchers
in the disciplinary fields of psychology,
sociology, social psychology,
anthropology, political science and
economics have all contributed to the
research of Organizational Behavior.
 TEMPERAMENT AND
ORGANIZATIONAL BEHAVIOR
 TEMPERAMENT AND
ORGANIZATIONAL BEHAVIOR
• One of the main goals of OB is to understand themselves better, it also
understand what motivates employees. offers a roadmap for managers to
How organizations measure job improve all aspects of their
satisfaction varies, but most common organizations:
metrics include a fair and equitable
reward system, compelling work,
• Improve job performance.
enjoyable working conditions and good • Increase job satisfaction.
supervisors. By understanding what • Promote innovation.
motivates employees, managers can
adjust their policies to increase job • Encourage leadership.
satisfaction, thereby increasing • Improve customer service.
productivity.
• Encourage ethical behavior.
• OB not only helps employees
 TEMPERAMENT AND
ORGANIZATIONAL BEHAVIOR

• A significant development in the

analysis of organizational behavior is
the distinction between open and
closed systems. Early system analyses
of the school (Getzels and Guba, 1957)
viewed organizations as closed
systems—that is, sealed off from the
outside world.
THE MYER-BRIGGS TYPE INDICATOR (MBTI)
• Developed by author and researcher Isabel Briggs Myers and her mother Katharine Cook
Briggs
• Aims to make the theory of psychological types described by C. G. Jung understandable
and useful in people's lives.
• An assessment that is believed to measure psychological preferences in how people
perceive the world and make decisions.
• The essence of the theory is that much seemingly random variation in the behavior is
actually quite orderly and consistent, being due to basic differences in the ways
individuals prefer to use their perception and judgment.
• Myers-Briggs theory is an adaptation of the theory of psychological types produced by
Carl Gustav Jung, a Swiss psychologist and psychiatrist.
• According to the Myers-Briggs test, there are 16 different types of personalities.
THE MYER-BRIGGS TYPE INDICATOR (MBTI)

The test is commonly used in many different business-oriented settings,

including:
• Leadership development
• Team building
• Screening and interviewing employees
• Career selection
• Personal development
MYERS-BRIGGS SAMPLE QUESTIONNAIRE
1. a. expend energy, enjoy groups or
b. conserve energy, enjoy one-on-one

2. a. interpret literally or
b. look for meaning and possibilities

3. a. logical, thinking, questioning or

b. empathetic, feeling, accommodating

4. a. organized, orderly or
b. flexible, adaptable

5. a. more outgoing, think out loud or

b. more reserved, think to yourself
MYERS-BRIGGS SAMPLE QUESTIONNAIRE
MYERS-BRIGGS PERSONALITY TYPES
MYERS-BRIGGS SUMMARY OF
16 PREFERENCES TYPES
Queen Elizabeth II Anthony Hopkins
Robert De Niro Kate Middleton
Morgan Freeman Mike Pence
Natalie Portman Mother Teresa

Steve Jobs Princess Diana

Simon Cowell Brad Pitt
Scarlett Johansonn Michael Jackson
Clint Eastwood Paul McCartney

Thomas Edison Steven Spielberg

Angelina Jolie Mel Gibson
Douglas MacArthur Katy Perry
Camilla Parker Bowles Howard Schults (Starbucks)

Michelle Obama Harry Truman

Margaret Thatcher Prince William
Henry Ford Hugh Jackman
Saddam Hussein Mariah Carey
MYERS-BRIGGS SUMMARY OF
16 PREFERENCES TYPES
Martin Luther King, Jr. Martin Luther King, Jr.
Adolf Hitler Adolf Hitler
Mahatma Gandhi Mahatma Gandhi
George Harrison George Harrison

William Shakespeare Mark Zuckerberg

Vincent van Gogh Nikola Tesla
Johnny Depp Arnold Schwarzenegger
Heath Ledger Russel Crowe

Mark Twain Leonardo da Vinci

Robin Williams Benjamin Franklin
Ellen DeGeneres Martin Scorsese
Sandra Bullock Salma Hayek

Oprah Winfrey Margaret Thatcher

Nelson Mandela Donald Trump
Maya Angelou Simon Cowell
Pope John Paul II Aung San Suu Kyi
MASLOW’S HIERARCHY OF HUMAN NEEDS

• Developed by Abraham Maslow, an American psychologist and philosopher

best known for his self-actualization theory of psychology, which argued
that the primary goal of psychotherapy should be the integration of the self

• His need hierarchy model has become one of the most widely discussed and
influential perspectives of human motivation.
MASLOW’S HIERARCHY OF HUMAN NEEDS

• Maslow’s needs are related to one another and are arranged in a hierarchy of
prepotency, or urgency for survival, of the individual.
• Maslow suggests that a person lives by bread alone—when there is no bread.
But when there is plenty of bread, other and higher needs emerge. They, in
turn, dominate the person and, as they become satisfied, are displaced by
new needs.
• The sequence—increased satisfaction, decreased importance, increased
importance of next higher need level— repeats itself until the highest level of
the hierarchy is reached.
• Therefore, individual behavior is motivated by an attempt to satisfy the
need that is most important at that time (Lawler, 1973).
MASLOW’S HIERARCHY OF HUMAN NEEDS

LEVEL 5

LEVEL 4

LEVEL 3
LEVEL 2
LEVEL 1
 HERZBERG’S TWO-FACTOR THEORY

• Also called the Motivation-Hygiene Theory

• Developed by US clinical psychologist Frederick Herzberg
• Motivation – postulates that the gratification of certain needs such as
achievement, recognition, increases satisfaction, but when the motivators are
not gratified, only minimal dissatisfaction results.
• *Hygienes – assumes that factors such as interpersonal relations, supervision,
policy and administration, working conditions, and salary are not gratified,
negative attitudes are created, producing job dissatisfaction.

*The term “hygienes” is a medical metaphor: Although hygiene is very important

in preventing serious infection, hygiene alone typically does not produce a cure,
just as hygiene factors alone cannot produce high levels of satisfaction.
HERZBERG’S TWO-FACTOR THEORY
Ideal work condition; employees are highly
interested to do the job and have fewer
complaints

Exciting job but uninteresting working condition;

employees are moderately interested to do the
job and have more complaints

Job is viewed as a source of income, employees

are uninterested to do the job and have fewer
complaints

Worst scenario; employees are uninterested to

do the job and have more complaints
 HERZBERG’S TWO-FACTOR THEORY
HYGIENES MOTIVATORS
(Factors in job dissatisfaction) (Factors in job satisfaction)
• Interpersonal relations (with • Achievement
subordinates) • Recognition
• Interpersonal relations (with • Work itself
peers) • Responsibility
• Supervision (technical) • Advancement
• Policy and administration
• Working conditions
• Personal life
• Job security and salary
 IMPLEMENTING HYGIENE-MOTIVATOR
HYGIENES
IMPROVE
• Improve safety standards at work
• Offer flexibility in working hours
and location
• Improve working environment
(better air conditioning, water
dispenser, clean toilet)
• Provide security via health
benefits, etc.
MOTIVATORS
(Factors in job satisfaction)
PROMOTE
• Give more recognition or rewards
for good performance
• Offer opportunity to obtain more
experience and knowledge
• Give a sense of reliance for the
employee’s performance
• Give room for “improvisation”
IMPLEMENTING HYGIENE-MOTIVATOR
 REFERENCES/SOURCES

• : https://www.britannica.com/biography/Abraham-H-Maslow
• https://www.lusd.org/cms/lib6/CA01001399/Centricity/Domain/711/THE%20MYERS-BRIGGS.pdf
• https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm?bhcp=1
• https://www.britannica.com/biography/Carl-Jung /
• https://www.lusd.org/cms/lib6/CA01001399/Centricity/Domain/711/THE%20MYERS-BRIGGS.pdf
• https://www.sitepoint.com/what-the-myers-briggs-personality-test-can-and-cant-tell-you/
• https://www.c3centricity.com/c3old/blog/author/newdenyse/page/50/
• https://www.slideshare.net/albert2mb/frederick-herzberg-twofactor-hygienemotivator-theory
• https://www.businesstopia.net/human-resource/herzberg-motivation-theory
• https://revpacman.wordpress.com/2017/10/09/the-best-jobs-for-every-personality-type/
• https://www.slideshare.net/PotentiaThailandCoLt/mbti-presentation-march-2016-corporate
• https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3181994/
• https://www.thefamouspeople.com/estp.php
• https://online.usi.edu/articles/mba/what-is-organizational-behavior.aspx

THANK YOU.