MOTIVATION

• Introduction to Motivating by Lea Marie Serino

• Factors contributing Motivation by Marialyn Militar
• Theories of Motivation by Nefeh Reunir
• Techniques of Motivation by Rohclem Dela Cruz
MOTIVATION DESCRIBES THE WANTS
OR NEEDS THAT DIRECT BEHAVIOR
TOWARDS A GOAL.

Define motivation in terms of

1. drives
2. motives
3. intrinsic behaviors
4. extrinsic behaviors
• Drives
-are primarily biological, like thirst, hunger, sleepiness, and
the need to reproduce. Drives are believed to originate within a
person and may not require external stimuli to encourage
behavior.
• Motives
-on the other hand, are primarily driven by social and
psychological mechanisms, such as work, family, and relationships.
They include factors like praise and approval.
• Intrinsically motivated behaviors
-are generated by the sense of personal satisfaction that they
bring. They are driven by an interest or enjoyment in the task itself
that comes from the individual, not society.
• Extrinsically motivated behaviors
- in contrast, are performed in order to receive something
from others.
 FACTORS CONTRIBUTING TO
MOTIVATION

1. Willingness to do a job.
2. Self-confidence in carrying out a task.
3. Needs satisfaction.
THEORIES OF MOTIVATION
• MASLOW’S NEEDS HIERARCHY THEORY
• HERZBERG’S TWO-FACTOR THEORY
• EQUITY THEORY
• EXPECTANCY THEORY
• GOAL SETTING THEORY
 MASLOW’S NEEDS HIERARCHY
THEORY

Abraham Maslow, a psychologist, theorized that human

beings have five basic needs which are as follows:
1. Physiological
2. Security
3. Social
4. Esteem
5. Self-actualization
These needs are hierarchical, which means, one need will
have to be satisfied first before the other need.
 HERZBERG’S TWO-FACTOR
THEORY

The two-factor theory is one developed by Frederick

Herzberg.

Herzberg identified two classes of factors associated

with employees satisfaction and dissatisfaction.
A satisfied employee is motivated from
within to work harder.

The following are the factors responsible for

job satisfaction:
• achievement
• recognition
• work itself
• responsibility
• advancement
• growth
A dissatisfied employee is not self-motivated.
The following are the factors responsible for job
dissatisfaction:

• company policy and administration

• supervision
• relationship with supervisor
• work conditions
• salary
• relationship with peers
• personal life
• relationship with subordinates
• status
• and security
 EQUITY THEORY

• Based on the simple belief that people want to be treated

fairly relative to the treatment of others.

Job 1 = Job 2

Money 1 = Money 2
....... = ......
Expectancy theory is a motivation model based on
the assumption that an individual will work
depending on his perception of the probability of his
expectations to happen.

The theory poses the idea that motivation is determined by

expectancies and valences.

Expectancies is a belief about the likelihood or probability

that a particular behavioural act (like attending training
sessions) will lead to a particular outcome (like a promotion).

Valences is the value an individual places on the expected

outcomes or rewards.
 EXPECTANCY THEORY IS BASED ON
THE FOLLOWING ASSUMPTIONS:

1. A combination of forces within the individual and in the

environmental determines behavior.
2. People make decisions about their own behavior and
that of organizations.
3. People have different types of needs, goals, and
desires.
4. People make choices among alternative behavior's
based on the extent to which they think a certain
behavior will lead to a desired outcome.
Goal setting refers to the process of “improving performance
with objectives, deadlines or quality standard.”

The goal setting model drawn by Edwin A. Locke and his

associates consists of the following components:

• goal content
• goal commitment
• work behaviour
• feedback aspects
 GOAL CONTENT

To be sufficient in content, goals must be:

-challenging
-attainable
-specific and measurable
-time-limited
-relevant
 GOAL COMMITMENT
When individuals or groups are committed to the goals they are
supposed to achieve, there is a chance that they will be able to
achieve them.

WORK BEHAVIOUR
Goals influence behaviour in terms of:
-direction
-effort
-persistence
-planning
 FEEDBACK ASPECTS

• Feedback provide the individuals with a way of

knowing how far they have gone in achieving
objectives. Feedback also facilitate the
introduction of corrective measures whenever
they are found to be necessary.
S
M
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MOTIVATING
TECHNIQUES OF MOTIVATION
 Individuals or group of individuals may be
motivated to perform through the use of various
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 the diverse work force
MOTIVATION THROUGH JOB DESIGN

A person will be highly motivated to perform if he is

assigned a job he likes. Job design may be defined as
“specifying the tasks that constitute a job for an
individual or a group.”

In motivating through the use of job design, two

approaches may be used: fitting people to jobs or
fitting jobs to people.
FITTING PEOPLE TO JOBS

Routine and repetitive tasks make workers suffer from

chronic dissatisfaction. To avoid this, the following remedies
may be adapted:

1. Realistic job previews – where management provides honest

explanations of what a job actually entails.
2. Job rotation – where people are moved periodically from
one specialized job to another.
3. Limited exposure – where a worker’s exposure to a highly
fragmented and tedious job is limited.
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:

1. Job enlargement – where two or more specialized

tasks in a work flow sequence is combined into a
single job.
2. Job enrichment – where efforts are made to make
jobs more interesting, challenging, and rewarding.
MOTIVATING THROUGH REWARDS

Rewards consist of material and

psychological benefits to employees ‘for
performing tasks in the workplace. Properly
administered reward systems can improve
job performance and satisfaction.
REWARDS MAY BE CLASSIFIED INTO
TWO CATEGORIES:
1. Extrinsic rewards – those which refer to
payoffs granted to the individual by another
party.
2. Intrinsic rewards – those which are internally
experienced payoffs which are self-granted.
MANAGEMENT OF EXTRINSIC REWARDS
To motivate job performance effectively, extrinsic
rewards must be properly managed in line with the
following:

• it must be individual needs;

• the employees must believe effort will lead to
reward;
• rewards must be equitable;
• rewards must be linked to performance.
AN ARRAY OF MONETARY AND OTHER
INCENTIVES FOR EMPLOYEES
FOUR INTRINSIC REWARDS:
• 1. Sense of Meaningfulness
• 2. Sense of Choice
• 3. Sense of Competence
• 4. Sense of Progress
MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

When employees participate in deciding various

aspects of their jobs, the personal involvement,
oftentimes, is carried up to the point where the
task is completed.
THE SPECIFIC ACTIVITIES IDENTIFIED WHERE
EMPLOYEES MAY PARTICIPATE ARE AS
FOLLOWS:

1. setting goals
2. making decisions
3. solving problems, and
4. designing and implementing organizational changes.
THE MORE POPULAR APPROACHES TO
PARTICIPATION INCLUDES THE
FOLLOWING:

1. quality control circles

2. self-managed teams
QUALITY CONTROL CIRCLES

A method of direct employee participation

is the quality control circle (QCC). The
objective of the QCC is to increase
productivity and quality of output.
THE QUALITY CONTROL CIRCLE PROCESS
SELF-MANAGED TEAMS
When workers have reached a certain degree of
discipline, they may be ripe for forming self-
managed teams.

Also known as autonomous work groups or high

performance teams, self-managed teams “take on
traditional managerial tasks as part of their normal
work routine.”
REQUISITES TO SUCCESSFUL EMPLOYEE
PARTICIPATION PROGRAM
To succeed, an employee participation program will
require the following:
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.
OTHER MOTIVATION TECHNIQUES

The advent of theories on individual differences and

the biological clock of human beings put pressure on
the engineer manager to adapt other motivation
techniques whenever applicable. These refer to the
following:

1. flexible work schedules

2. family support services
3. sabbaticals
FLEXIBLE WORK SCHEDULES

There is an arrangement, called flextime,

which allows employees to determine their
own arrival and departure times within
specified limits.
FAMILY SUPPORT SERVICES

Employees are oftentimes burdened by family

obligations like caring for children. Progressive
companies provide day care facilities for children
of employees.
SABBATICALS
A sabbatical leave is one given to an employee
after a certain number of years of service.
THANK
YOU