MOTIVATION

MODULE 7
MOTIVATING
Refers to the act of “giving reasons
or incentives for employees to work
to achieve organizational goals.”
Motivation by contrast, refers to the
“process of activating behavior,
sustain it and direct it towards a
specific goal. This definition is
useful because it specifies three
stages: activating, sustaining, and
directing actions towards the
achievement of objectives.

2
FACTORS CONTRIBUTING TO MOTIVATION
Individuals who enjoy what they
do are highly motivated to
WILLINGNESS produce the expected
TO DO A JOB performance.

SELF-
NEEDS
CONFIDENCE When workers believe they have
People will do their work well if SATISFACTIO
IN CARRYING the expertise and experience they
they know like they can fulfill N
OUT A TASK need to carry out a mission, they
their need by doing so.
are more motivated.

3
THEORIES OF MOTIVATION
 MASLOW’S HIERARCHY OF NEEDS THEORY
Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are:
physiological, security or safety, social (love or belonging), esteem, and self-actualization. These
needs are hierarchical, which means, one need will have to be satisfied first before the other need.

RELEVANCE OF MASLOW’S TO
ENGINEERING MANAGEMENT

Even if Maslow’s theory often challenged, one

basic assumption can not be dismissed: a fulfilled
need no longer motivates a person. When this is
the condition in which the subordinate is in, the
manager must recognize an unfulfilled need and
work out a scheme to inspire the subordinate to
try to satisfy the unfulfilled need.
 ALDERFER’S ERG THEORY
The ERG Theory by Clayton Alderfer is
similar to Maslow’s Hierarchy of Needs
Theory. However, the ERG theory has
three categories
• EXISTENCE NEEDS (similar to
Maslow’s basic needs)
• REKATEDNESS NEEDS pertaining
to satisfactory related to others
• GROWTH NEEDS referring to self-
development, creativity, growth and
competence.

6
 HERZBERG’S TWO-FACTOR THEORY
The two-factor theory is the one
created by Frederick Hertzberg
suggesting that satisfied employee
is driven from within to work
harder and that a dissatisfied
employee is not self-motivated.
Herzberg identified two types of
factors associated with employee
satisfaction and sissatisfaction.

7
 EXPECTANCY THEORY
Expectancy theory is a motivation model based on the assumption that a person will be working depending
on his perception of the probability that is expectation will happen.

The theory poses the idea that expectancies and valences determine motivation. Force is the strength of
person’s motivation. Expectancy is a belief in the possibility of likelihood of a specific behavioral act
(like attending training sessions) can result in a common outcome ( such as promotion). Valence is the
value a person places on the expected result or rewards.

Force = Expectancy x Valence

Expectancy theory is based on the following assumptions:

1. A combination of forces determines behavior within the individual and in the environment.
2. People decide their own behavior and that of organizations.
3. People have different needs, different goals, and different desires.
4. People make choices among alternative behaviors based on how far they think a certain behavior will
result in a desired outcome.

8
 EQUITY THEORY
Equity theory refers to an individual’s subjective judgement about
fairness if the reward he or she gets, relative to the inputs (which may
include factors such as effort, experience and education) in
comparison with the rewards of others.

9
 GOAL SETTING THEORY
Goal setting refers to the process of “improving performance with objectives, deadlines or quality standard.”
A clear direction is provided when particular goals are assigned to individuals or groups and which motivates
them to hit those targets later on.

The goal setting model drawn by Edwin A. Locks and his associates consists of the following components:

Goal Content.
Goal
For content to be Feedback
Commitment. Work Behavior.
adequate, goals Aspects.
If workers are Goals affect
must be Provides a way for
committed to their behavior in terms
challenging, the individuals to
goals, there is a of direction, effort,
attainable, precise know how far they
possibility they persistence and
and measurable, have gone in
will be able to planning.
time-bound and achieving goals.
reach them.
appropriate.

10
 SKINNER’S REINFORCEMENT THEORY
This approach by B.F. Skinner states that
individual’s behavior of its consequences
Positive Reinforcement this implies giving a
positive response when an individual shows
positive and required behavior.
Negative Reinforcement this implies rewarding
an employee by removing negative or
undesirable consequences.
Punishment it implies removing positive
consequences so as to lower the probability of
repeating undesirable behavior in the future.
Extinction it implies absence of reinforcement.
Lowering the probability of undesired behavior
by removing reward for that kind of behavior.

11
 MCCLELLAND’S NEEDS THEORY
David C. McClelland contributed to the THE PROCESS OF MOTIVATION
understanding of motivation by
identifying three types of basic NEEDS
MOTIVATIO
N
motivating needs;
plus
Need for Power have great concern
with exercising influence and control
Need for Affiliation derive pleasure which leads to
from being love and tend to avoid the readiness for leads to
next need
pain of being rejected by social group
Need for Achievement have an intense
desire for success and an equally intense which results to
ACTION OR
fear of failure. NEED
GOAL-
SATISFACTIO
DIRECTED
N
BEHAVIOR

12
 TECHNIQUES OF MOTIVATION
Individuals or groups of people may be motivated to perform by
the use of different techniques. These techniques may be
classified as follows:
1. Motivation through job design
2. Motivation through rewards
3. Motivation through employee participation
4. Other motivation techniques for diverse work force

13
 MOTIVATION THROUGH JOB DESIGN
A person who is assigned a job he likes will be highly motivated to perform. First requisite,
however, design jobs that meet the organization’s and people’s requirements who will take them
in. job design can be specified as “specifying the work task for an individual or group.
APPROACHES IN JOB DESIGN
1. Fitting People to Jobs. Routine and repetitive tasks make worker suffer from chronic dissatisfaction.
To avoid this, the following remedies may be adapted:
a. Realistic job previews- where management provides honest explanations of what a job entails.
b. Job rotation- where people are moved periodically from one specialized job to another.
c. Limited exposure- where a worker’s exposure to a highly fragment and tedious job is limited.
2. Fitting Jobs to People. Instead of changing the person, management may consider changing the job.
This may be achieved with the use of the following:
a. Job enlargement- where two or more specialized task in a work flow sequence is combined into a
single job
b. Job enrichment- where efforts are made to make jobs more interesting, challenging., and rewarding.

14
 MOTIVATING THROUGH REWARDS
Reward consist of material and psychological benefits to employees for
performing task in the workplace. Properly administered reward
systems can improve job performances and satisfaction.

Categories of Rewards
1. Extrinsic those that refer to payoffs granted to the individual by
another party. Examples are money, employee intrinsic benefits,
promotion, recognition, status, symbols, praise, etc.
2. Intrinsic those which are internally experienced payoffs which are
self-granted. Examples as a sense of accomplishment, self-esteem
and self-actualization.

15
 MOTIVATION THROUGH EMPLOYEE PARTICIPATION
When employees participate in deciding various aspects of their jobs, the personal involvement, oftentimes, is
carried up to s point where the task is completed.
The specific activities identified where employees may participate are:
1. Setting goals
2. Making decisions
3. Solving problems
4. Designing and implementing organizational changes
The more popular approaches to participation include the following:
1. Quality Control Circles (QCC) a method of direct employee participation is the quality control circle. The
objective of the QCC is to increase productivity and quality of output.
2. Self-managed Teams when workers have reached a certain degree of discipline, they may be ripe for forming
self-manages teams. Also known as autonomous work groups or high-performance teams, self-managed teams
“take on traditional managerial task as part of their normal work routine.
REQUISITES TO SUCCESSFUL EMPLOYEE PARTICIPATION PROGRAM
1. A profit sharing or gain sharing plan
2. A long-term employment relationship with good job security
3. A concerted effort to build and maintain group cohesiveness
4. Protection of the individual employee’s rights.

16
 OTHER MOTIVATION TECHNIQUES
The advent of theories on individual differences and the biological clock of human
beings put pressure on the manager to adapt other motivation techniques whenever
applicable.
1. Flexible work schedules there is an arrangement, called flextime, which allows
employees to determine their own arrival departure time within specified limits.
2. Family support services employees are oftentimes burdened by family
obligations like caring for children.
3. Sabbaticals a sabbatical leave is one given to an employee after a certain
number of years of service. The employee is allowed to go on leave for two
months to one years with pay to give him for family, recreations, and travel.

17
 GROUP 6

UP-2BSCE-C UP-2BSCE-C UP-2BSCE-C

EDENS, VINLUAN,
SOLOMON, MARTHA
STEPHERSON SHAINA
GENE

18
THANK YOU!!!