Engineering Management

MOTIVATION

MAPUA INSTITUTE OF TECHNOLOGY

School of Chemical Engineering & Chemistry
 LEARNING OBJECTIVES
• Realize the importance of motivation in
job performance
• Be aware of individual differences
• Understand the theories of motivation
• Appreciate the role of the manager in
motivating employees
 Managerial Functions

PLANNING
Selecting missions
and objectives
and the actions
to achieve them

CONTROLLING ORGANIZING
Making sure that Establishing an
the organization intentional
is accomplishing structure of roles
its objectives for people to fill
in an
organization

LEADING
Influencing people
to perform
essential tasks
 Willingness
to
Perform

Capacity Opportunity
JOB
to to
PERFORMANCE
Perform Perform

Determinants of Job
Performance
Need Theory of Motivation

DRIVE
NEED (Tensions or
(Deprivation) drives to fulfill
a need)

SATISFACTION
(Reduction of the ACTIONS
drive and (Goal-directed
satisfaction of behavior)
the original need)
 Need for
Self Actualization

Esteem Needs
•Recognition, awards

Acceptance Needs
•Affiliation, love, etc.

Security & Safety Needs

•Freedom from threat, job security, etc.

Physiological Needs
•Food, income, healthcare, shelter, etc.

Abraham Maslow’s Theory of Motivation

 ERG Theory of Motivation
by Clayton Alderfer

Existence Needs satisfied by such

factors as food, air, water,
Needs
pay, and working conditions

Relatedness Needs for interpersonal

relations
Needs

Growth Needs for personal creativity

or productive influence
Needs
Learned Needs Theory of
Motivation
by David C. McClelland

n Ach Need for Achievement

n Aff Need for Affiliation

n Pow Need for Power

 Frederick Herzberg’s
Theory of Motivation
• Dissatisfiers • Satisfiers
– People will not be – People will be satisfied if
dissatisfied if the the following are
following are present: present:
• Adequate company • Challenging work
policy • Achievement
• Good relationship • Responsibility
with superiors • Advancement
• Appropriate working
• Recognition
conditions
• Job security
• Sufficient salary
 MASLOW HERZBERG ALDERFER McCLELLAND

Self- SATISFIERS Growth Need for

actualization •Responsibility Achievement
Higher
•Advancement
order Esteem
Needs •Growth
•Achievement
Belongingness, •Recognition Need for power
social, and love
DISASTISFIERS Relatedness Need for
Safety and affiliation
•Quality of
Security
relationships
among peers,
with supervisors,
Existence
with subordinates
•Job security
Basic
Needs Physiological •Working
conditions
•Salary
Equity Theory of Motivation
• A theory of job motivation
that emphasizes the role
played by an individual’s
belief in the equity or
fairness of rewards and
punishments in
determining his or her
performance and
satisfaction.
 Expectancy Theory of
Motivation
• ASSUMPTIONS:
– Behavior is determined by a combination of factors in the
individual and factors in the environment.
– Individuals make conscious decisions about their behavior
in the organization.
– Individuals have different needs, desires, and goals.
– Individuals decide between alternative behaviors on the
basis of their expectations that a given behavior will lead
to a desired outcome.
 Expectancy Theory of
Motivation
• COMPONENTS:
– Performance-outcome expectancy
• Individuals expect certain consequences of their
behavior.
– Valence
• The outcome of a particular behavior has a specific
valence, or power to motivate, which varies from
individual to individual.
– Effort-performance expectancy
• People’s expectations of how difficult it will be to
perform successfully affect their decisions about
behavior.
 Expectancy Theory of
Motivation
If I do this,
what will be the outcome?

Is the outcome worth

the effort to me?

What are my chances of

achieving an outcome that
will be worthwhile to me?