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Strategy and Organisation Summary Chapter 11: Motivation Concepts
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A detailed summary of chapter 11 of the book: Strategy and Organisation of Utrecht University
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Chapter 11: Motivation conceptsMotivating employees is one of the most important, and one of the most
challenging, aspects of management. Motivation is not simply about
working hard, it also reflects a person's view of their own abilities. We
define motivation as the processes that account for an individual's
intensity, direction and persistence of effort toward attaining a goal.
Intensity describes how hard a person tries. It is important that effort is
channelled in a direction that benefits the organization. Finally, motivation
has a persistence dimension. This measures how long a person can
maintain effort.
Early theories of motivation
Hierarchy of Needs Theory
The best-known theory of motivation is Abraham Maslow's hierarchy of
needs. He hypothesized that within every human being, there exists a
hierarchy of five needs:
1. Physiological: Includes hunger, thirst, shelter and other bodily needs.
2. Safety: Security and protection from physical and emotional harm.
3. Social: Affection, belongingness, acceptance, and friendship.
4. Esteem: Internal factors such as self-respect, autonomy, and
achievement, and external factors such as status, recognition, and
attention.
5. Self-actualization: Drive to become what we are capable of becoming:
includes growth, achieving our potential, and self-fulfilment.
Although no need is ever fully gratified, a
substantially satisfied need no longer motivates.
Thus, as each need become substantially satisfied,
the next one becomes dominant. According to
Maslow, in order to motivate someone you need to
understand what level of the hierarchy that person
is currently on and focus on satisfying needs at or
above that level.
Theory X and Theory Y
McGregor concluded that the managers' view of the nature of human
beings are based on certain assumptions that mold the managers'
behaviour toward the employees. Under Theory X rests the assumption
that employees dislike work, are lazy, dislike responsibility, and must be
directed/ forced to perform. Under Theory Y, managers assume that
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