Chapter 5: Motivation THE FOUR CONTENT THEORIES:

a) Hierarchy of Needs Theory

Job Performance – It is a given requirement in any • Abraham Maslow - human beings possess a hierarchy
organization. of five needs such that as each need is substantially
satisfied, the next need becomes dominant.
DETERMINANTS OF JOB PERFORMANCE
Self-Actualization- growth and self-fulfillment
1.Capacity to Perform
Esteem- self-respect, achievement, recognition
- relates to which the employee possesses skills, Social- affection, belongingness, and acceptance
abilities, knowledge, and experiences relevant to his job. Safety- security and protection
Physiological- basic needs

2.Opportunity to Perform
- it depends on the work environment provided to the b) ERG Theory
employee. • Clayton Aldefer- believes motivation people, we are
confronted by three sets of needs:
3. Willingness to perform
- it relates to which an employee desires and is willing to Existence needs- as food, air, water, pay, and working
exert effort to achieve the goals assigned to him. conditions.

Motivation- the process of activating behavior Relatedness Needs- satisfied by meaningful social
sustaining it, and directing it toward a particular goal. and interpersonal relationships.

Growth needs- making creative or productive

Process of Motivation contributions.

c) Acquired Needs Theory

• David L. McClelland and his associates.

Needs for achievement- desire to do something

better or more efficiently, to solve problems,
or to master complex tasks.

Needs for affiliation- desire to establish

and maintain friendly and warm
relations with others.

Needs for Power- desire to control others, to influence

their behavior, or to be responsible for others.

d) Two-Factor Theory
Key Elements of Motivation • Frederick Herzberg- job context(work setting) as a
1. INTENSITY source of job dissatisfaction and satisfaction.
- level of the effort provided by the employee in the Job Context- work setting and environment
attempt to achieve the goal assigned to him.
2. DIRECTION Hygiene factors:
- to what an individual chose to do when he is • Organizational policies
confronted with a number of possible choices. • Quality of supervision
3. PERSISTENCE • Working condition
- a dimension of motivation which measures how long a • Base wage or salary
person can maintain effort to achieve organization’s • Relationship with peers
goals. • Status
• Security
Theories Of Motivation

JOB CONTENT - actually do in their work.

1. CONTENT THEORIES Motivator factors
- Focus on analyzing the wants and need • Achievement
• Recognition
• Work itself (rewards) are equivalent to the ratios of other
• Responsibility employees. Inequity exist when these ratios are
• Advancement not equivalent.THEORIES OF MOTIVATION
• Growth 2. PROCESS THEORIES
THE THREE PROCESS THEORIES:
b) Equity Theory
2. PROCESS THEORIES • Assumes that employees are motivated by desire
a) Expectancy Theory of Victor Vroom to be equitable treated at work.
- according to what they anticipate will • Equity exist when employees perceive that the
give them the greatest rewards. ratios of their inputs (effort) to their outputs
(rewards) are equivalent to the ratios of other
employees. Inequity exist when these ratios are
b) Equity Theory of J. Stacey Adams not equivalent.
c) Goal Setting Theory of Edwin A. Locke
EXPLAINS HOW PEOPLE ACT IN RESPONSE TO THEORIES OF MOTIVATION
THE WANTS AND NEEDS THAT THEY HAVE. 2. PROCESS THEORIES
THE THREE PROCESS THEORIES:
THEORIES OF MOTIVATION b) Equity Theory
2. PROCESS THEORIES Two types of Inequity:
THE THREE PROCESS THEORIES: • Over Rewarded
a) Expectancy Theory • Under Rewarded
• It was developed by Victor Vroom. This
theory sees people as choosing a course of THEORIES OF MOTIVATION
action according to what they anticipate will Two types of Inequity:
give them the greatest rewards. Over Rewarded
Employees who feel over rewarded will think there is an
THEORIES OF MOTIVATION imbalance in their relationship with their employer. They
MOTIVATION IS A PRODUCT OF THE
FOLLOWING FACTORS: will seek to restore the balance through any of the
EXPECTANCY VALENCEINSTRUMENTALITY
(perceived effort – following:
performance They might work harder.
probability) They might discount the value of rewards.
(perceived They could try to convince other employee to ask for
performance – more
reward rewards.
probability) They might choose someone else for comparison
(perceived values purpose.THEORIES OF MOTIVATION
of reward)THEORIES OF MOTIVATION Two types of Inequity:
MOTIVATION IS A PRODUCT OF THE Over Rewarded
FOLLOWING FACTORS: Employees who feel over rewarded will think there is an
EXPECTANCY VALENCEINSTRUMENTALITY imbalance in their relationship with their employer. They
(perceived effort –
performance will seek to restore the balance through any of the
probability)
(perceived following:
performance – They might work harder.
reward They might discount the value of rewards.
probability) They could try to convince other employee to ask for
(perceived values more
of reward) rewards.
They might choose someone else for comparison
THEORIES OF MOTIVATION
purpose.
2. PROCESS THEORIES
THE THREE PROCESS THEORIES: THEORIES OF MOTIVATION
b) Equity Theory Two types of Inequity:
• Assumes that employees are motivated by desire Under Rewarded
to be equitable treated at work. When employees feel under rewarded, they will
• Equity exist when employees perceive that the seek to
ratios of their inputs (effort) to their outputs reduce their feeing of inequity through any of the
following: a) Job enrichment
They might lower their quality or quantity of their b) Job characteristics model
c) Job crafting
productivity.
They could inflate the perceived value of the rewards MOTIVATIONAL METHODS AND
received. PROGRAMS
They could find someone else to compare themselves. Job enrichment
They could bargain for more rewards. •This term refers to the practice of building
They might Quit.THEORIES OF MOTIVATION motivating factors like responsibility,
Two types of Inequity: achievement, and recognition into job content.
Under Rewarded • Job enrichment provides the worker with a
When employees feel under rewarded, they will more exciting job and it increases his job
seek to satisfaction and motivationMOTIVATIONAL METHODS
reduce their feeing of inequity through any of the AND
following: PROGRAMS
They might lower their quality or quantity of their Job enrichment
•This term refers to the practice of building
motivating factors like responsibility,
productivity.
achievement, and recognition into job content.
They could inflate the perceived value of the rewards
• Job enrichment provides the worker with a
received.
more exciting job and it increases his job
They could find someone else to compare themselves.
satisfaction and motivation
They could bargain for more rewards.
They might Quit. MOTIVATIONAL METHODS AND
PROGRAMS
THEORIES OF MOTIVATION
Characteristics of Job Enrichment
2. PROCESS THEORIES
1. Direct Feedback
THE THREE PROCESS THEORIES:
2. Client Relationship
c) Goal Setting Theory
3. New Learning
• It may defined as the theory that specific and
4. Control over method
difficult goals, with feedback lead to higher
5. Control over scheduling
performance.
6. Unique Experience
• It was Edwin A. Locke and his associates who
7. Direct Communication
developed a comprehensive framework linking
8. Control Over resources
goals t performance.
9. Personal accountability
THEORIES OF MOTIVATION
MOTIVATIONAL METHODS AND
Findings about Goals include the following:
PROGRAMS
1. Specific
Job characteristics model
2. Difficult but achievable
• This term refers to the method of job design that
3. Accepted by the person
focuses on
4. Used in evaluating performance
the task and interpersonal demands of job.
5. Linked to feedback
Five Core Job Characteristics:
MOTIVATIONAL METHODS AND • Skill Variety
PROGRAMS • Task Identity
FOUR MOTIVATIONAL METHODS AND • Task Significance
PROGRAMS • Autonomy
1. Motivation through job design • FeedbackMOTIVATIONAL METHODS AND
2. Organizational behavior modification PROGRAMS
3. Motivation through recognition and pride Job characteristics model
4. Motivation through financials incentives • This term refers to the method of job design that
focuses on
MOTIVATIONAL METHODS AND the task and interpersonal demands of job.
PROGRAMS Five Core Job Characteristics:
FOUR MOTIVATIONAL METHODS AND • Skill Variety
PROGRAMS • Task Identity
1. Motivation through job design • Task Significance
• Job design may be defined as the way the • Autonomy
elements in a job are organized. • Feedback
3 Important Concepts in Designing Jobs
MOTIVATIONAL METHODS AND 4. Developing and
PROGRAMS implementing an
Job crafting intervention strategy
•This refers to the physical and mental changes 5. Evaluating performance
workers make in the task or relationship improvement
aspect of their jobs. Among the benefits of OB
The common type of Job Crafting: Mod are:
1. Changing the number and type of job tasks. 1. improvement of employee
2. Changing the interaction with others on the productivity;
job; and 2. reduction of errors,
3. Changing one’s view of the job. absenteeism, tardiness, and
accident rates; and
MOTIVATIONAL METHODS AND 3. Improvement of friendliness
PROGRAMSMOTIVATIONAL METHODS AND toward customers.
PROGRAMS
MOTIVATIONAL METHODS AND
MOTIVATIONAL METHODS AND PROGRAMS
PROGRAMS FOUR MOTIVATIONAL METHODS AND
FOUR MOTIVATIONAL METHODS AND PROGRAMS
PROGRAMS 3. Motivation through recognition and pride
2. Organizational behavior modification • Recognition is a natural human need and it is
• It is actually the application of reinforcement a strong motivator.
theory in motivating people at work. • Pride is also a motivator, but one that is
• Reinforcement theory may be briefly defined intrinsic.MOTIVATIONAL METHODS AND
as the contention that behavior is determined PROGRAMS
by its consequences. FOUR MOTIVATIONAL METHODS AND
MOTIVATIONAL METHODS AND PROGRAMS
PROGRAMS 3. Motivation through recognition and pride
5 Step Problem-Solving • Recognition is a natural human need and it is
Model: a strong motivator.
1. Identifying critical • Pride is also a motivator, but one that is
behaviors intrinsic.
2. Developing baseline data MOTIVATIONAL METHODS AND
3. Identifying behavioral PROGRAMS
consequences of TO MAKE IT AN EFFECTIVE MOTIVATOR, THE
performance FOLLOWING STEPS ARE NECESSARY:
4. Developing and 1. IDENTIFY A MERITORIOUS BEHAVIOR
implementing an 2. RECOGNIZE THE BEHAVIOR WITH AN ORAL,
intervention strategy WRITTEN, OR
5. Evaluating performance MATERIAL REWARD.
improvement For better understanding and implementation of reward
Among the benefits of OB and
Mod are: recognition programs, the following points must be
1. improvement of employee considered:
productivity; 1. Feedback
2. reduction of errors, 2. Praise
absenteeism, tardiness, and 3. Reward and recognition programs
accident rates; and 4. Identification of the type of rewards and recognition
3. Improvement of friendliness 5. Evaluate the effectiveness of the reward and
toward customers.MOTIVATIONAL METHODS AND recognition program.
PROGRAMS
5 Step Problem-Solving MOTIVATIONAL METHODS AND
Model: PROGRAMS
1. Identifying critical FOUR MOTIVATIONAL METHODS AND
behaviors PROGRAMS
2. Developing baseline data 4. Motivation through financials incentives
3. Identifying behavioral Financial incentives take the form of any or a
consequences of combination of the following:
performance a) Time Rates
b) Payment by Results
c) Performance and Profit Related Pay
d) Skill/Competency Based Pay
e) Cafeteria or Flexible Benefits SystemMOTIVATIONAL
METHODS AND
PROGRAMS
FOUR MOTIVATIONAL METHODS AND
PROGRAMS
4. Motivation through financials incentives
Financial incentives take the form of any or a
combination of the following:
a) Time Rates
b) Payment by Results
c) Performance and Profit Related Pay
d) Skill/Competency Based Pay
e) Cafeteria or Flexible Benefits System

MOTIVATIONAL METHODS AND

PROGRAMS
Time Rates
• This type of monetary reward use the number
of hours worked as a means of determining
rewards. It may be classified as hourly rate,
or weekly wage, or a monthly salary.
Payment by Results
• This scheme links pay to the quantity of the
individual’s output.

MOTIVATIONAL METHODS AND

PROGRAMS
Performance and Profit Related Pay
• This scheme considers results or output plus
actual behavior in the job.
Skill/Competency Based Pay
• This is an organization wide scheme where
pay is linked to company profits. Profit
related pay takes the form of direct cash
outlay, or allocation of stock options.

MOTIVATIONAL METHODS AND

PROGRAMS
Stock Option
Is a financial incentive that gives employee the right to
purchase a certain number of company shares at a
specified price.
Skills Based Pay
Also known as competency based or knowledge based
pay, this is a pay plan that sets pay levels on the basis
of how many skills employees have or how many jobs
they can do.
Cafeteria or Flexible Benefits System
This is a benefit plan that allows each employee to put
together a benefit package individually tailored to his or
her own needs and situation.