Theories of motivation potx

Motivation
Topic 1: Theories of Motivation
MIB. Tran Thi Ai Vy
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Business Administration Department
Hoa Sen University

Study Questions

Maslow’s Hierachy of Needs

Theory X and Theory Y-Dough Mc Gregor

Hygien Theory - Herzberg’s Motivation-

Theories of Motivation
Theories of Motivation
Hierarchy of Needs
Abraham Harold
Maslow
Hygiene Theory
Frederick
Herzberg
Theory X and Theory
Y
Dough McGregor

Maslow’s Hierarchy of Needs
(April 1, 1908 – June 8, 1970)

American professor of psychology at Brandeis University, Brooklyn College,
New School for Social Research and Columbia University
Characteristic of the human is that his desire is never
ended, except on short time. When one desire is
satisfied, another one comes into the foreground. And
it is true for the whole life of man. Thus, it is very
important to study and understand the nature and
relationship of all motivations by the broad standing
of human needs.
Adair, J. 2006. Leadership & motivation: the fifty-fifty rule & and eight key principles of motivating others. Kogan Page

Maslow’s Hierarchy of Needs

Physiological Needs

Most basic of all human needs is the need
for biological maintenance and physical
wellbeing such as breathing, food, water,
sleepiness, sexual desire, excretion.

When becoming short of food and water,
people are dominated by the desire to eat
and to drink. And other desires tend to
swept away.

Thus they are the most prepotent (trội hơn)
ones of all needs.
A need is a
physiological
or

psychological
deficiency
a person feels
compelled to
satisfy.

Physiological (sinh lý học) Needs

When a person has enough food and
water, other higher needs emerge and
replace for physiological needs.
/>Progression principle
A need becomes a motivator once the
preceding lower-level need is satisfied.

Safety needs

Need for security, protection and stability in the events of day-to day life

For adults: safety needs is concerning to security of tenure, pension, employment, insurance schemes and
improvement of safety conditions of work and religions

Safety needs

For children: safety can be considered as the fair and consistency treatment in parents. Unfair treatment
can make the world look unreliable or unsafe or unpredictable.

The sight of strange, unfamiliar, or uncontrollable objects, illness or death can elicit (suy luận) fear
response in children.

Social needs
•
Need for love, affection, sense of
belongingness in one’s relationships with other
people.
•
The person concerned will feel keenly the
absence of friends, wife or children and strive
for affectionate relations with people for a
place in his group.

Esteem needs
(sự kính trọng)

Need for esteem in eyes of others; need for
respect, prestige, recognition and self-esteem,
personal sense of competence, mastery.
Maslow divided them into two subsidiary sets:

The desire for strength, achievement,
adequacy, mastery, competence, confidence in
the face of the world, independence and
freedom and

The desire for reputation, prestige, status,
dominance, recognition, attention, importance
and appreciation.

Self-actualization needs
* Highest level; need for self-fulfillment to grow and use abilities to fullest and most creative extent

* Morality, creativity, spontaneity,
problem solving, lack of prejudice, acceptance of the fact.

Theory X and Y-Dough McGregor
(1906-1962 in Detroit, )
Psychologist at Harvard University and professor at
Massachusetts Institute of Technology.
Human characteristics have highly effect on
the way of management which they are
expected.
Adair, J. 2006. Leadership & motivation: the fifty-fifty rule & and eight key principles of motivating others. Kogan
/>
Theory X

McGregor’s Theory X assumes that workers:

dislike work

lack ambition

are irresponsible

resist change

prefer to be led
Managers create situations where workers become
dependent and reluctant and to be controlled, directed
or threatened toward to achievement.

Theory Y


McGregor’s Theory Y assumes that workers are:

willing to work

capable of self-control

willing to accept responsibility

imaginative and creative

capable of self-direction
Managers create situations where workers respond wit
initiative and high performance and
“ If you expect good things from your employees, and
give them the tools to succeed, they will do you
proud.”

Hygien Theory - Herzberg’s Motivation
Professor of Psychology at Western Reserve University and
Research Director at Psychological Serve of Pittsburgh.

The core factors in management is seeking the things
the worker liked about his job or the things he
disliked.

Adair, J. 2006. Leadership & motivation: the fifty-fifty rule & and eight key principles of motivating others. Kogan


Hygiene Theory
Herzberg’s Motivation

Recognition

Achievement

Possibility of growth

Advancement

Salary

Interpersonal
relations

Supervision-
technical

Responsibility

Company policy
and administration

Working condition

Work itself

Factors in personal
life


Status

Recognition, Achievement

Recognition, notice, or praise are very
meaningful to employees. A reward should be
given along with the acts of recognition to
distinguish those were not

With the individuals who prefer a good job as
their achievement, manager makes sure to assign
them not only challenge duty that requires their
talents but also clear and achievable. Individuals
should also receive regular, timely feedback on
how they are doing and should feel they are
being adequately challenged in their jobs.

Possibility of growth,
Advancement

Besides other elements which satisfy employees’
happiness, the possibility of growth which refers
to learning and practicing new skills or acquiring
new professional knowledge is also important.

Advancement: Promotion is one of the most
valuable reward for individuals who have well
performance. But if there is no open position,
they should be given a new title that reflects the

level of work they has achieved.

Salary

Salary is not a motivator but it reflects fairness in the relationship between employer and employee. They
receive what they pay for. If unhappiness comes from unfair payment or compensation, it is hard to
motivate them by the other tips. Make sure you have clear policies of salaries, raises and bonuses.

Interpersonal relations

The relationship with superior and peer is one of
the significant parts of employee’s satisfaction.
It is not only reflects the social contact with
reasonable amount of time (e.g., over lunch,
during breaks, between patients) but also a
sense of camaraderie (tình bạn) and teamwork.

Employees may face difficulty in this stage,
manager should build culture in working place
toward appropriate behavior by removing
offensive comments or rudeness.

Supervision – technical.

It regards the leadership skills to treat employees fairly. Supervisors should be taught to use positive
feedback to avoid employees’ bad feeling by criticizing.

A good employees may be not a good supervisor. It requires a careful decision when appointing someone
to the role of supervisor.

Responsibility

Some individuals are highly motivated when they are given ownership in their work. The freedom and
power are enough to actively carry out their tasks and feel they “own” the result.

As individuals mature in their jobs, manager should create opportunities for added responsibility.

Company policies &
administration

Unclear policies and poor administration can be
a great source of frustration (gây thất vọng) for
employees.

Make sure policies are fair and apply equally to
all.

They should be printed in copies and easily
accessible to all members of your staff.

Manager might also compare your policies to
those of similar practices and ask yourself
whether particular policies are unreasonably
strict or whether some penalties are too harsh.

Working condition

The facilities, tools, space, the amount of work, etc the
so called working condition have tremendous effect on
employees’ job satisfaction.


Make sure equipment and facilities up to date and avoid
overcrowding. Each employee should have their own
personal space, whether it be a desk, a locker, or even
just a drawer.

It is hard for them to maximize their performance in a
uncomfortable place with close quarters or no personal
space.

Before you move on to the motivators, remember that
you cannot neglect the hygiene factors discussed above.