People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily.

Zig Ziglar

Congratulations to the following for achieving averages of 80% and up

y Karema Charles (Highest Exam Grade) y Jevez Robinson (Highest Term Grade) y Atiya Nelson y Yanna Hughes y McChesney Simon

Commendations to:
yLevi Joseph and Akilah

Anderson for improvement between the term and exam.

Definition
y Internal and external factors that stimulate desire and

energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal.

Factors that stimulate motivation:

y Individual needs y Ability to make choices y Environmental opportunities y Incentive or reward value of the goal

Theories of Motivation
y CONTENT THEORIES:
y Content (or need) theories of motivation focus on factors internal to the

individual that energize and direct behaviour. In general, such theories regard motivation as the product of internal drives that compel an individual to act or move toward the satisfaction.

y PROCESS THEORIES: y The process theories are concerned with determining how individual behaviour is energized, directed, and maintained in the specifically willed and self-directed human cognitive processes. Process theories of motivation are based on early cognitive theories, which posit that behaviour is the result of conscious decision-making processes.

CONTENT THEORIES
y Maslow s Hierarchy of Needs y McGregor s Theory X and Theory Y y Herzberg Two factor theory

MASLOW S HIERARCHY OF NEEDS

Physiological Needs
Physiological needs are those required to sustain life, such as:
y air y water y nourishment y sleep

Safety
y Once physiological needs are met, one's attention turns

to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by:
y Living in a safe area y Medical insurance y Job security y Financial reserves

Social Needs
y Once a person has met the lower level physiological

and safety needs, higher level needs become important, the first of which are social needs. Social needs are those related to interaction with other people and may include:
y Need for friends y Need for belonging y Need to give and receive love

Esteem
y Once a person feels a sense of "belonging", the need to

feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are:
Self-respect Achievement Attention Recognition Reputation

y y y y y

Self-Actualization
y Self-actualization is the summit of Maslow's hierarchy

y y y y y

of needs. It is the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualized people tend to have needs such as: Truth Justice Wisdom Meaning

Implications for Management

y Physiological needs: Provide lunch breaks, rest

y y y

breaks, and wages that are sufficient to purchase the essentials of life. Safety Needs: Provide a safe working environment, retirement benefits, and job security. Social Needs: Create a sense of community via teambased projects and social events. Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential
http://www.netmba.com/mgmt/ob/motivation/maslow

y THEORY X McGregor Theory X and Theory Y y People have an inherent dislike for work and will avoid

it whenever possible. y People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives. y People prefer to be directed, do not want responsibility, and have little or no ambition. y People seek security above all else. y People dislike change.

Theory natural as play and rest. y Work is as Y

y People will exercise self-direction if they are

committed to the objectives (they are NOT lazy). y Commitment to objectives is a function of the rewards associated with their achievement. y People learn to accept and seek responsibility. y Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem. y People have potential.

Theory Y Management Implications

y Decentralization and Delegation - If firms decentralize control

and reduce the number of levels of management, each manager will have more subordinates and consequently will be forced to delegate some responsibility and decision making to them. adds variety and opportunities to satisfy ego needs.

y Job Enlargement - Broadening the scope of an employee's job y Participative Management - Consulting employees in the

decision making process taps their creative capacity and provides them with some control over their work environment.

y Performance Appraisals - Having the employee set objectives and

participate in the process of evaluating how well they were met.

Herzberg s Two factor theory

Implications causesManagement for of dissatisfaction "hygiene y Herzberg called the

factors". To get rid of them, you need to:

y Fix poor and obstructive company policies. y Provide effective, supportive and non-intrusive

supervision. y Create and support a culture of respect and dignity for all team members. y Ensure that wages are competitive. y Build job status by providing meaningful work for all positions. y Provide job security.

y Create Conditions for Job Satisfaction: y Providing opportunities for achievement. y Recognizing workers' contributions. y Creating work that is rewarding and that matches the

skills and abilities of the worker. y Giving as much responsibility to each team member as possible. y Providing opportunities to advance in the company through internal promotions. y Offering training and development opportunities, so that people can pursue the positions they want within the company.