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What is motivation?
 Motivation is the consequence of an
interaction between the individual and the
situation. People who are “motivated” exert
a greater effort to perform than those who
are ‘not motivated’.
 Motivation is the willingness to do
something. It is conditioned by this action’s
ability to satisfy some need for the
individual

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What is motivation?
Motivation is a process which
begins with a physiological or
psychological need or deficiency
which triggers behaviour or a
drive that is aimed at a goal or an
incentive.

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The process of motivation

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Herzberg’s Theory

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McGregor
Theory X
MIT Professor Douglas McGregor
Theory X—assumes that people are basically lazy and
will avoid working if they can. To make sure that
employees work, Theory X managers impose strict
rules and make sure that all important decisions are
made only by them.

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McGregor
Theory Y
 Theory Y assumes that people find satisfaction in their
work. Theory Y managers believe that people are
creative and will come up with good ideas if
encouraged to do so. They tend to give their
employees much more freedom and let them make
mistakes.

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Theory Z
William Ouchi, a management researcher developed
this new theory of management in the 1980s
Theory Z is a business management theory that
integrates Japanese and American business practices.
The Japanese business emphasis is on collective
decision making, whereas the American emphasis is
on individual responsibility.

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David McClelland’s
Three-Needs Theory
 The three needs are the major motives in work:
 The need for Achievement: (nAch) The drive to excel,
to achieve in relation to a set of standards, and to strive
to succeed.
 The need for Power: (nPow) The need to make others
behave in a way that they would not have behaved
otherwise.
 The need for Affiliation: (nAff ) The desire for friendly
and close personal relationships.

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Findings of McClelland’s Theory
 McClelland found that some people have a compelling
drive to succeed for personal achievement rather than
for the rewards of success.
 High achievers perform best when they perceive that
they have a 50-50 chance of success.
 They dislike gambling when the odds are high because
they get no satisfaction from happenstance (fluke or
accidental) success
 They also dislike low odds (high probability of success)
because then there is no challenge to their skills.
 They like to set goals that stretch themselves a little.

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Job Rotation, Enlargement, and
Enrichment
 Job rotation
 Changing from one routine task to another to alleviate
boredom
 Job enlargement
 Giving people additional tasks at the same time to
alleviate boredom.

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Job Rotation, Enlargement, and
Enrichment
 Job enrichment
 Changing a task to make
it inherently more
rewarding, motivating,
and satisfying.

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The Industrial Revolution
 Refers to the period during which a country
develops an industrial economy. In Europe the
Industrial Revolution began in the eighteenth
century; in the United States, it began around
1860, just before the Civil War.
 Before the Industrial Revolution, the US economy
was based on agriculture. Most people worked on
small farms, using only simple technology, such as
horse-drawn plows. Professional managers were
not needed because most people worked for
themselves.

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Management History
 By the late 1800s, the US economy depended
largely on industries such as oil, steel, railroads,
and manufactured goods.
 Many people left their farms to take jobs in
factories, where professional managers supervised
their work.
 The new industrial enterprises that emerged in the
nineteenth century demanded management skills
that had not been necessary earlier.

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Classical Management
Theory
 Scientific management
 Administrative management

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Scientific Management
Frederick Winslow Taylor—(1856-1915) was the
father of Scientific Management. When he was
working as an apprentice at the Midvale steel
company, he noticed that most workers did not
work as hard as they could. To increase
efficiency, Taylor tried to figure out the “one best
way” to perform a particular task. To do so, he
used a stop watch to determine which method
was the most efficient. These studies were
known as “Time and Motion Studies.”
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 General Principles
 Standard methods for performing jobs
 Push to efficiency
 Employee selection and training
 Management control over work
processes
 Wage incentives for output

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Henry L. Gantt

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Frank & Lillian Gibreth
 Focus on work simplification
and efficiency
Reduce time and fatigue
(Frank)
Involve workers (Lillian)
 “The One Best Way”
 Therbligs

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Scientific Management
 Contributions:
 Pay for performance
 Careful examination of job tasks
 Importance of training and selection
 But……..*
 Assumed workers were robots without social
needs or higher order needs
 Assumed all individuals were the same
 Ignored worker’s potential to contribute ideas,
not just labor
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Administrative management
 Top-down approach
 Focus on rationality, no matter what
the setting
 Today: basis of most management
texts

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Henri Fayol

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 Henri Fayol
1. Specialization of 8. Centralization
labor 9. Line of authority
2. Authority 10. Order
3. Discipline 11. Equity
4. Unity of command 12. Personnel tenure
5. Unity of direction 13. Initiative
6. Subordination of 14. Esprit de corps
individual interests
7. Remuneration

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Maslow’s Hierarchy of Needs

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Alderfer’s ERG Theory
 Alderfer’s ERG theory
 A human needs theory postulating that people have
three basic sets of needs that can operate
simultaneously.

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Alderfer’s ERG Theory
 Existence needs
 all material and physiological desires.
 Relatedness needs
 involve relationships with other people and are satisfied
through the process of mutually sharing thoughts and
feelings.
 Growth needs
 motivate people to productively or creatively change
themselves or their environment.

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Alderfer’s ERG Theory

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Alderfer’s ERG Theory
Relatedness

Existence

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J. Stacey Adams Equity Theory
 Adam’s theory that employees perceive what they
get from a job (outcomes) in relation to what they
put into it (inputs) and then compare their input-
outcome ratio with the input-outcome ratios of
relevant others.
 If workers compare themselves, a state of equity
exists.
 They believe that their situation is fair—that
justice prevails.

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Expectancy Theory (Victor Vroom)
This theory argues that the strength of
a tendency to act in a certain way
depends on the strength of an
expectation that the act will be
followed by a given outcome and on the
attractiveness of the outcome to the
individual. It includes three variables:

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Expectancy Theory
 Effort –performance linkage: the perceived
probability by the individual that exerting a given
amount of effort will lead to performance.
(Expectancy)
 Performance-reward linkage: the degree to which
the individual believes that performing at a
particular level will lead to the attainment of
rewards (Instrumentality)
 Attractiveness: the importance that the individual
places on the potential reward that can be
achieved on the job (Valence)

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Expectancy Theory

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