MOTIVATION

DETERMINANTS
In an organization, OFperformance
productivity and JOB PERFORANCE
must always
be observed and considered. Through this, the organization
would benefit a lot specially to meet the needs that they must
deal with. But, in order to have those factors, an organization
must meet the following conditions:
• the capacity to perform
• the opportunity to perform
• the willingness to perform
The capacity to perform refers to something when an employee or member of an organization has enough
skills, knowledge, experiences, and abilities that is significant to that person’s particular job. In doing difficult
tasks, an employee must have enough knowledge and skills in order to deal with the job efficiently and
effectively.

The opportunity to perform relates to the capability of the organization to provide a place where the
employees are comfortable and can focus on their jobs. Other than that, it includes enough resources such as
funds and equipment related to field of work, good environment for the work to be done, and sufficient
authority.

The third one is the willingness to perform. This condition depends on the employees, on how much they are
determined to go and reach the target or goals of the company. Employees must have the willingness to exert
efforts to work effectively. In addition, willingness to perform will serve as the driving force for them to
achieve and boost the organization’s overall performance. This is also called motivation.
What is…
•MOTIVATION
Motivation is the process that initiates, guides, and maintains goal-
oriented behaviors. It is what causes you to act, whether it is getting a
glass of water to reduce thirst or reading a book to gain knowledge.

Motivation involves the biological, emotional, social, and cognitive

forces that activate behavior. In everyday usage, the term
"motivation" is frequently used to describe why a person
does something. It is the driving force behind human actions.
MOTIVATION
Motivation doesn't just refer to the factors that activate
behaviors; it also involves the factors that direct and maintain these
goal-directed actions (though such motives are rarely directly
observable). As a result, we often must infer the reasons why people do
the things that they do based on observable behaviors.
KEY ELEMENTS TO
MOTIVATION
Intensity Direction Persistence
 • KEY ELEMENTS TO MOTIVATION

1. Intensity – It is the element that refers to how persevering a person tries to accomplish
a job. Intensity is the level of effort that an employee exerts in trying to achieve a goal
assigned to that person.
2. Direction – Focusing too much on intensity without taking a look on where it is
channeled would be of no use unless it is set for the benefit of the organization. The
effort that an employee should be seeking is the one directed toward achieving the goals
of the organization.
3. Persistence – This element refers to how long an individual can maintain an effort on
sticking to the organization’s goals. A motivated employee stays with a job long enough
to accomplish a task.
• The three mentioned elements complement each other. If the intensity of motivation is
lacking, or the effort isn’t properly used or persistent is insufficient, aiming for an excellent
performance won’t be possible.
 • Content theories explain what motivation is
and these are those that focus on the
analysis of needs and wants of a person.
• Process theories describe how motivation
occurs and explains how people act in
response to the needs and wants that they
THEORIES have
OF
MOTIVATION
CONTENT
THEORIES
• The Hierarchy of Needs Theory
• This is the most recognized content theory of motivation which is formulated by Abraham Maslow where
he forwarded the idea that human beings possess a hierarchy of five needs (physiological, safety, social,
esteem, and self-actualization). In this theory, he explained that as each need is substantially satisfied, the
next need becomes dominant.
• The following are short description of the needs mentioned a while back.
1. Physiological needs – Physiological needs include hunger, thirst, sex, shelter, and other bodily needs.

2. Safety needs – Included here are security and protection from physical and emotional harm.

3. Social needs – Under these are affection, belongingness, acceptance, and friendship.

4. Esteem needs – These needs refer to the need for internal esteem factors such as self – respect,
autonomy, and achievement, and external esteem factors such as status, recognition, and attention.

5. Self – actualization – These are the highest level in Maslow’s hierarchy which pertains to the drive to
become what one is capable of becoming and that includes personal growth, self – fulfillment, and
achieving one’s potential.
• The ERG Theory
• This theory was generated by Clayton Alderfer which is a need
hierarchy theory of motivation. ERG Theory further elaborates the
premise of need categories which is a work of Maslow. Alderfer
believed that in motivating people, we are confronted by three sets
of needs which are existence, relatedness, and growth.
• The three sets of needs are briefly described as follows:
1. Existence – This refers to needs satisfied by such factors as food,
air, water, pay, and working conditions;
2. Relatedness – This refers to the needs satisfied by meaningful
social and interpersonal relationships; and
3. Growth – This refers to the needs satisfied by an individual making
creative or productive contributions.
Acquired Needs Theory

Acquired needs theory can be also referred as McClelland’s achievement

motivation theory. it is developed by David McClelland and his associates. They
have researched that supervisors are motivated by three fundamental needs
which may be briefly describes as follows:
1. need for achievement – This refers to the desire to perform something better
or more efficiently, to solve problems, or to master complex tasks;
2. need for affiliation – This refers to the aspiration to be in good connection with
other people and keep warm relation with his or her co-workers; and
3. need for power – This refers to the inclination on controlling others, have an
impact on their behavior, or to control employees.
McClelland argued that needs are established and learned which is
something in contrast to the first two theories that focused on satisfaction.
According to Herzberg:
Motivating factors (also
called job satisfiers) are primarily
intrinsic job elements that lead
to satisfaction.
Hygiene factors (also called job
dissatisfiers) are extrinsic
elements of the work
environment.
The two-factor theory
This theory can also be referred to as Herzberg’s motivation – hygiene theory. It was
developed by Frederick Herzberg which recognizes job context as a source of job dissatisfaction
and job content as the source of satisfaction. He argued that motivating factors influence job
satisfaction because they are based on an individual’s need for personal growth: achievement,
recognition, work itself, responsibility, advancement.
The job context of work setting related more to the environment in which people work. The
factors associated with it are called hygiene factors which consist of the following:
1. organizational policies
2. quality of supervision
3. working conditions
4. base wage salary
5. relationship with peers
6. relationship with subordinated
7. status
8. security
 According to this theory, the above-mentioned factors does not make individuals satisfied in
their work, instead it will just prevent them from being dissatisfied.
On the other hand, job content is associated more to what people actually do in their
work. Those factors that related to it are called motivator factors and they include the
following:
1. achievement
2. recognition
3. work itself
4. responsibility
5. advancement
6. growth
PROCESS
THEORIES
Expectancy Theory
by Victor Vroom

1. Valence
2. Expectancy
3. Instrumentality

• *Value x Expectancy x Instrumentality =

Motivation
Expectancy Theory
This theory was developed by Victor Vroom. Expectancy Theory states that
people choose a course of action according to what they anticipate will benefit
them or provide the greatest rewards.
Vroom suggests that we are motivated to perform an activity by evaluating
three factors:
1. Valence – It represents the degree on which an individual wants and values a
reward or the outcomes of success.
2. Expectancy – It refers to a person’s estimate of the likelihood that an effort
will result in successful performance; and
3. Instrumentality – It sees a connection between work and goal and it is where
an individual assumes that performance will result in receiving the reward.
Value x Expectancy x Instrumentality = Motivation
Equity Theory
by J. Stacey Adams

• Two types of inequity

• 1. over rewarded; or
• 2. under rewarded.
Equity Theory
Equity theory of motivation is defined as theory that people compare
job inputs and outputs with those of others and then respond to eliminated
inequities.
This theory supposes that employees are motivated by a desire to
be equitably treated at work. Equity is said to be existing when the
employees discern that the ratios of their inputs or efforts to their outputs
or rewards are equivalent to the ratios of other employees. Inequity exists
when these ratios are perceived to not be equivalent.
Inequity leads to the experience of tension, and that tension
motivates a person to act in a manner to resolve the inequity. The person,
however, will be confronted to any of the two types of inequity.
1. over rewarded; or
2. under rewarded.
Those individuals who feel over rewarded will think there is imbalance in their relationship with
their employer. They will most likely attempt to find the balance by any of the following:
1. they might work harder;
2. they might discount the value of their rewards;
3. they could try to convince other employees to ask for more rewards; and
4. they might choose someone else for comparison purposes.
When individuals feel under rewarded, they will seek to reduce their feeling of inequity through
any of the following:
5. they might lower the quality or quantity of their productivity;
6. they could inflate the perceived value of the rewards received;
7. they could find someone else to compare themselves;
8. they could bargain for more rewards; and
9. they might quit or leave.
Goal Setting
Theory
by Edwin A. Locke
Goal Setting Theory
This process theory may be defined as the theory that difficult and challenging tasks or
goals, with feedback lead to higher performance. In other words, it sees goals as key
determinants of behavior. Goals are specific targets that employees are trying to reach. It
stresses the goal specificity, difficulty, and acceptance and gives guidelines for how to
incorporate them into incentive programs and management by objectives techniques in many
areas.
Edwin A. Locke together with his associates who created a comprehensive framework linking
goals to performance. The following are the findings about goals that they are able to derive:
1. Higher performance can be attained through specific goals and not by generalized goals. For
instance, instead of saying a generalized goal such as “increase sales”, it is more effective to
state a specific goal such as “increase sales by 15%”.
2. The increase of goal difficulty is in direct proportion to the performance. When a goal is more
challenging, it is more difficult to accomplish or achieve it thus, it will serve as a challenge to
the ability of a person which pushes him or her to perform better. But, there are also
exceptions to these and that happens when a person gets frustrated rather than being
inspired.
MOTIVATIONAL
METHODS AND
PROGRAMS
Four Motivational Programs
• Motivation Through Job Design
• Organizational Behavior Modification
• Motivation though Recognition and Pride
• Motivation through Financial Incentives
 Motivation
Through Job
Design
• One of the means in motivating employees is to make their task more difficult so that the person
responsible for it enjoys dealing with it. This activity is called job design, when it is undertaken;
the result of those useful advantages will be for the organization. Job design can be further
defined as the way the elements are arranged and is a process of making job that will enable the
team to achieve its goals.
• Three concepts are essential in designing jobs and they consists of the following:
1. job enrichment

2. job characteristics model

3. job crafting
Organizational Behavior
Modification
• This method is the application of reinforcement theory in motivating
people at work. Reinforcement theory is where it states that
individual’s behavior is a function of its outcome or consequences. A
person tends to repeat behavior if it is accompanied by favorable
consequences and won’t repeat it if otherwise.
Motivation though
Recognition and Pride
• Being recognized is a natural human need and a strong motivator. To make it an effective motivator, the
following steps must be followed:
1. Identify a meritorious behavior ( for instance, the establishment of a scheme that reduces the cost of
providing to customers); and

2. Recognize the behavior with an oral, written, or material reward. For instance, the equivalent of the 10%
cost savings will be given to the worker who developed the scheme every time the saving is realized.

Pride is also a motivator, but one that is intrinsic. Those employees who are able to come to an excellent
performance experience the emotion of pride. This feeling fulfills the need for self-esteem.
Motivation through
Motivation through Financial
Incentives
• Financial incentives are powerful tools of motivation. These incentives consist of
monetary rewards paid to workers because of the result they produce,
knowledge, skills, and competencies or combination of all those.

• Financial incentives take the form of any or a combination of the following:

1. time rates,
2. payment by results,
3. performance and profit related pay,
4. skill/competency-based pay, and
5. cafeteria or flexible benefits system.
DREAM BIG!!! 