Motivation

Chapter 7

What is Motivation?

The act of giving employees reasons or incentives to work to achieve organizational objectives. the process of activating behavior, sustaining it, and directing it toward a particular goal.

Objectives
To improve the performance of subordinates on their present job. To prepare subordinates to accept increasing responsibility in present jobs. To help subordinates grow and develop in terms of higher level jobs.

Factors influencing a Desire

Willingness to do a job People who like their job are highly motivated to produce the expected output. Self-confidence in carrying out a task. When employees feel that they have the required skill and training to perform a task, the more motivated they become.

Factors influencing a Desire

Needs of satisfaction
People will do their jobs well if they feel that by doing so, their needs will be satisfied.

Process of Motivation

Needs
Plus

Motivation

Leads to readiness For the next need.

Leads to

Need Satisfaction
Which results to

Action or Goal-Directed Behavior

Theories of Motivation
1. Maslows Needs Hierarchy Theory 2. Herzbergs Two-Factor Theory 3. Expectancy Theory 4. Goal Setting Theory

Maslows Needs Hierarchy Theory

Abraham Maslow
Psychologist, theorized:
Human beings have five basic needs which are as follows: Physiological, security, social, esteem, and selfactualization. These needs are hierarchical, which means one need will have to be satisfied first before the other need.

Maslows Hierarchy of Needs

SELF- ACTUALIZATION NEEDS ESTEEM NEEDS

SOCIAL NEEDS SECURITY NEEDS PHYSIOLOGICAL NEEDS

Physiological Needs
concerned with biological needs, like food, drink, sex, and rest.

Security Needs
people seek to satisfy their safety need, freedom from harm and financial security.

Social Needs
employee strive to secure love, affection, and the need to be accepted by peers.

Esteem Needs
The need for a positive image and selfrespect and the need to be respected by others. Status, respect, and prestige

Self-Actualization Needs
Involve realizing our full potential as human beings and becoming all that we are able to be.

Realization and Relevance

Identify an unfulfilled need and work out a scheme for your workers to be motivated to work in order to satisfy the unfulfilled need.

Herzbergs Two-Factor Theory

Frederick Herzberg
a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.

Satisfaction (satisfiers or motivation factor)

Responsible for job satisfaction:
Achievement Recognition Work responsibility Advancement Growth

Dissatisfaction (dissatisfiers or hygiene 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

Expectancy Theory
A motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

Theory posses an idea that motivation is determined by expectancies and valences.

Expectancy = belief about the likelihood that will lead to a particular outcome.

Valence = the value an individual places on the expected outcomes or rewards.

Expectancy Theory Assumptions

1. A combination of forces within the individual and in the environment determines behavior. 2. People make decisions about their own behavior and that of organizations

Expectancy Theory Assumptions

People have different types of needs, goals, and desires.

People make choices among alternative behavior based on the extent to which they think a certain behavior will lead to a desire outcome.

Goal Setting Theory

process of improving performance with objectives, deadlines or quality standard. When assigned to specific goals thus employee will be given a clear direction and later motivates them to achieve these goals.

Goal Setting Components

1. Goal Content 2. Goal Commitment 3. Work Behavior 4. Feedback Aspect

Goal Content
Goals must be challenging, attainable, specific and measurable, time limited, and relevant.

Goal Commitment
Committed to the goals they are supposed to achieve.

Work Behavior
Influence behavior in terms of direction, effort, persistence, and planning.

Feedback Aspect
Provides the individuals with a way of knowing how far they have gone in achieving the objectives. Facilitate any corrective measures when it is necessary.

Techniques of Motivation
1. Motivation through Job Design 2. Motivation through Rewards 3. Motivation through Employee Participation 4. Other Motivation Techniques for Diverse Group.

Motivation Through Job Design

A person is highly motivated to perform if he is assigned a job he likes. Job Design specifying the tasks that constitute a job for an individual or a group

Motivation Through Job Design

Two Approaches:
1. Fitting people to jobs 2. Fitting jobs to people

Fitting People to Jobs

Routine jobs and repetitive jobs make them bored. Remedies:
Realistic Job Previews
Mgt. provides honest explanation of what the job is.

Job Rotation
Moved people one specialized job to another.

Limited Exposure
Workers exposure to highly fragmented and tedious job is limited.

Fitting Jobs to People

Instead of changing the person, the management may consider changing the job. Strategic Activities:
Job Enlargement
Two or more specialized tasks in a work flow sequence is combined into a single job.

Job Enrichment
Efforts are made to make job more interesting, challenging, and rewarding.

Motivating Through Rewards

Two Categories
Extrinsic Rewards Intrinsic Rewards

Intrinsic Rewards
internally experienced payoffs which are self-granted.
Example: Sense of Accomplishment Self-Esteem Self-Actualization

Extrinsic Rewards
refer to payoffs granted to the individual by another party
Example: Money Employee Benefits Promotions Recognition Status Symbols

Management of Extrinsic Rewards

It must satisfy individual needs The employee must believe effort will lead to reward Rewards must be equitable Rewards must be linked to performance

Motivation through Employee Participation

Participation Activities
Setting Goals Making Decisions Solving Problems Designing and Implementing Organizational Changes

Motivation through Employee Participation

Approaches
1. Quality Control Circles
method of direct employee participation is the quality control circle. Objective: to increase productivity and quality of output. Consist: 3 10 employees doing related work, who meet regular intervals to identify the problem and discuss solutions. Recommendation: Forward to management

Motivation through Employee Participation

2. Self-Managed Teams
workers reached a certain degree of discipline. Known as AUTONOMOUS WORK GROUPS Work: on their own and turning out a complete product or service and receiving minimal supervision. Save: Supervisory costs

Success in Employee Participation Program

A profit-sharing A long-term employment relationship with good job security A concerted effort to build and maintain group cohesiveness Protection of the individual employees right

Other Motivation Technique

1. Flexibility of work Schedules 2. Family Support Services 3. Sabbaticals
Given to an employee after a certain number of years of service. Leave: 2 months 1 year with Pay Activities: family, recreations and travel