Complete Notes on Motivation

Motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
The level of motivation varies both between individuals and within individuals at different times.
The three key elements of motivation are:
- Intensity: How hard a person tries.
- Direction: The orientation that benefits the organization.
- Persistence: How long a person can maintain their effort.

Maslow developed a hierarchy of five needs, starting with lower-order needs (higher priority) and moving up to self-actualization.
The hierarchy includes:
- Physiological needs: air, water, food, shelter, sleep, clothing, reproduction
- Safety needs: personal security, employment, resources, health, property
- Love and belonging: friendship, intimacy, family, sense of connection
- Esteem: respect, self-esteem, status, recognition, strength, freedom
- Self-actualization: desire to become the most that one can be
People are driven to satisfy their physiological needs before considering safety and security.
Once these needs are satisfied, people seek to fulfill love/belonging needs and then self-esteem needs.
As each need is satisfied, the person seeks to fulfill the next level need.

Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, suggests that job satisfaction and dissatisfaction are caused by different factors.
Hygiene Factors:
- Determine dissatisfaction levels.
- Examples: salary and wages, work-life balance, working conditions, job security, working relationships.
Motivation Factors:
- Determine satisfaction levels.
- Examples: sense of achievement, status, recognition for achievement, people-focused leadership.
Traditional View vs. Herzberg's View
- Traditional view: Satisfaction and dissatisfaction are on a continuum.
- Herzberg's view: Satisfaction and dissatisfaction are separate.

Focuses on three needs:
- Need for achievement (nAch): Drive to excel, achieve in relation to standards, and strive for success.
- Need for power (nPow): Need to make others behave in a way they wouldn't otherwise.
- Need for affiliation (nAfl): Desire for friendly and close interpersonal relationships.
Need for Affiliation:
- Desire for friendly and warm relationships with others.
- Characteristics: concerned with being liked and accepted, form informal relationships, very cooperative.
- Perform better in teams.
Need for Power:
- Desire to control others and influence their behavior.
- Characteristics: like to control others, argumentative, have the ability to influence people.
- Suitable for leadership roles.
Need for Achievement:
- Desire to do better, solve problems, or master complex tasks.
- Characteristics: challenging, like working alone or with other achievers, self-motivated, like feedback to assess progress.
- Perform better if money is linked with their achievements.
All individuals possess all of these needs; however, one is more dominant.

Theory X assumes employees inherently dislike work and must be coerced to perform.
Theory Y assumes employees view work as natural, can exercise self-direction, and seek responsibility.

Distributive Justice:
- Perceived fairness of outcome.
- Example: Getting the pay raise one deserves.
Procedural Justice:
- Perceived fairness of process used to determine outcome.
- Example: Having input into the process and receiving a good explanation.
Interactional Justice:
- Perceived degree to which one is treated with dignity and respect.
- Example: Supervisor being nice and complimentary when discussing a raise.
Organizational Justice:
- Overall perception of what is fair in the workplace.
- Example: Thinking the workplace is fair.

Advancement, recognition, responsibility, and achievement are related to job satisfaction.
Supervision, pay, company policies, and working conditions are dissatisfying characteristics.
Removing dissatisfying characteristics does not necessarily make the job satisfying.
Job satisfaction factors are separate and distinct from job dissatisfaction factors.