Republic of the Philippines

Central Philippine University

School of Graduate Studies

Course: Educ. 603/ Administrative Behavior

Professor: Nelly Guillen, RN, MAN, Ph.D
Reporter: Joyce B. Albaladejo, RN
Objectives:
• Define motivation and discuss the difference between intrinsic and extrinsic motivation.
• Explain the difference between current and traditional approaches to motivation
• Explain the hierarchy of needs theory and its implications to motivation
• Define job design and explain how job characteristics influence an employee’s motivation.
• Discuss the pros and cons of job design

MOTIVATION AND JOB DESIGN

Motivation
Is the willingness to exert high levels of effort towards an organizational goal.
It also refers to the forces either within or external to a person that energize, direct, and maintain
behavior.
NEED

Tension (motivator)

Positive behavior Negative behavior

Rewards Sanction

Intrinsic Extrinsic

Intrinsic Rewards – are the satisfaction a person receives while performing a particular action.
Extrinsic Rewards – are given by another person as a result of the employee’s performing a particular action
such as completion of a task, good performance, or positive behavior.

Foundations of Behavior
Traditional Approach
This approach to motivation emphasized on increasing the efficiency of an employee’s job and
providing economic rewards for high performance.

Human Relations Approach

The concept of a “social man” was born. This gives relevance to non-3conomic rewards such as
congenital work groups that met the social needs. And social needs are more important motivator of work
than money.

Human Resource Approach

Suggests that employees are complex and motivated by many factors.

Contemporary Approach
This type of approach is dominated by 3 theory types, namely, the content theories, the process
theories and the reinforcement theories.
Content Theories- stress the analysis of underlying human needs.
Process theories – concerns with the thought process that influence behavior
Reinforcement theories – focused on how employees can be encouraged to learn desired work
behaviors.

MOTIVATION BY DIFFERENT NEEDS

Abraham Maslow’s Hierarchy of Needs – proposes that humans are motivated by multiple needs and these
needs vary in importance
Physiologic Needs – food, water, sex, adequate heat, air and base salary.
Safety Needs – safe and secure physical and emotional environment and freedom from threats, safe
job, fringe benefits, and job security.
Belongingness Needs – desire to be accepted, loved, work groups and positive relationship with
supervisors.
 Esteem Needs – desire for positive self-image like receive attention, recognition and appreciation
from others.
Self-Actualization Needs – needs for developing potentials, increasing competence and becoming a
person
Needs are satisfied in sequence, so lower level needs must be satisfied first before going to the
higher level.

ERG theory
Proposed by Clayton Alderfer in an effort to simplify Maslow’s Theory.
Categories of needs:
Existence – need for physical well-being.
Relatedness – needs for satisfactory relationship with others
Growth needs – needs for the development of human potential and the desire fro personal growth
and increased competence
An individual may move up as well as down the hierarchy, depending on their ability to satisfy
needs.

Acquired Needs Theory

Focuses on how individual needs can change over time. It proposes that certain type of needs are
acquired during an individual’s lifetime
Need for achievement is the desire to accomplish something difficult, attain a high standard
of success, master complex tasks, and surpass others.
Need for affiliation is the desire to form a close personal relationship, avoid conflict and
establish warm friendship.
Need for power is the desire to influence or control others, be responsible for others and have
authority over others

Theory X and theory Y

Proposed by Douglas McGregor from which he labeled that human beings have 2 distinct views: the
negative view is theory X and the positive one is theory Y. he concluded that a manager’s view of an
employee’s behavior or nature is being based on certain assumptions and that they tend to mold their
behavior towards their subordinate’s own assumption.
Theory X Theory Y
1. Employees dislike work and attempt to avoid it. 1. Employees consider work as natural as play.
2. They must be coerced or controlled or threatened 2. People exercise self-direction and control if they
with punishment to achieve goals. are committed to their objectives.
3. Employees avoid responsibilities and seek formal 3. An average person can learn to accept and seek
direction whenever possible. responsibility.
4. Most workers place security above all other factors 4. The ability to innovate decisions is widely
Associated with work and would display little ambition dispersed throughout the population

MOTIVATION FROM PERFORMING A BEHAVIOR OR JOB

Cognitive Evaluation Theory

Suggests that providing extrinsic rewards for behaviors that have previously been intrinsically
rewarding tends to decrease motivation.
Two kinds of Motivational System
Intrinsic - achievement, responsibility and competence or motivators that comes from performing the
task.
Extrinsic – pay, promotion, feedback and positive working conditions.
Analysis: In work situation, there may come a time that an individual may question why he is
performing a behavior. If at some point they come to believe that it is because of the pay or working
conditions rather than the internal need to perform well, this will decrease their intrinsic motivation.
Two-Factor Theory
Developed by Frederick Herzberg and he suggested that work characteristics associated with
dissatisfaction are quite different from those pertaining to satisfaction, which prompted notions that
two factors influence work motivation.
Hygiene factors: involves the presence or the absence of dissatisfiers, such as working
conditions, pay, company policies and interpersonal relationships
Motivator factors: relates to high level needs such as achievement, recognition,
responsibility and opportunity for growth

Job Characteristic Theory

This theory is focused on how job characteristics might meet employee’s needs.
It consists of 4 major Approaches:
I. Motivational Approach
II. Mechanistic Approach
III. Biological Approach
IV. Perceptual-Motor Approach
Motivational Approach
Uses the job characteristic model of Hackman and Oldham which is concerned in work redesign.
Work Redesign – is defined as alternating job to increase both the quality of employees’ work experience and
their productivity.
It consists of 3 major parts:
A. Core job Dimensions – determines the job’s motivational potential
B. Critical Psychological State – includes the meaningfulness of the job, responsibility, and knowledge
of result.
C. Employee growth-need strength – need for growth and development of an employee.
According to this theory, any job could be described in terms of five core job dimensions:
1. Skill variety – the degree to which the job requires a variety of different activities so the worker
could use a number of different skills and talent.
2. Task identity – the degree to which the job requires completion of a whole identifiable piece of work.
3. Task significance – the degree to which the job has a substantial impact on the lives or work of other
people.
4. Autonomy – the degree to which the job provides substantial freedom, independence, and discretion
to the individual in scheduling the work and determining the procedures in carrying it out.
5. Feedback – the degree to which carrying out the work activities required by the job results in the
individual obtaining direct and clear information about the effectiveness of his/her performance.
Context satisfaction refers to an employee’s satisfaction with work condition such as pay, supervision, co-
worker and job security.

Mechanistic Approach
Is focused on identifying the simplest way to perform a job to maximize efficiency.

Biological Approach
Is focused on individual’s physical capabilities and limitations. This is based on Ergonomics.
Ergonomics – emphasized the relationship between individual’s physiological characteristics and the
physical work environment with the goal of minimizing the physical strain employee by structuring the work
environment around the way the human body naturally moves. It also emphasizes the design of technology
and equipment to minimize fatigue, strains and aches.

Perceptual-Motor Approach
Is focused on the individual’s mental capabilities and limitations. Jobs are designed so that they do
not exceed the human’s mental capabilities.

Job Design

Refers to the allocation or alteration of specified tasks and objectives to be attained by employees,
including the expected interpersonal and task relationships, to improve both employees satisfaction and the
organization’s productivity.
Effective job design leads to improved organizational profitability and productivity. It also considers
human needs of employees as well as the need for efficiency.

Team-Based work Design

Teams are the fundamental unit of work design. This is made up of employees with different skills
who rotate jobs to produce an entire product or service. And often work directly with the consumers.
Global teams or transnational teams are made up of members whose activities span multiple
countries.

Reengineering
Also known as business process reengineering. This approach involves a complete rethinking and
redesign of key work processes and break from outmodel rules and outdated ways of thinking about job
design and work relationships. Primary purpose is to break down barriers that separate employees from one
another and from customers.

Continuous Improvement and Total Quality Management

Total Quality Management

Refers to the organization’s wide effort to continuously improve the quality of work processes. The
approach infuses quality values and a consumer service orientation throughout every activity within a
company, with the frontline workers intimately involved in continuously improving organizational processes.
Shewhart cycle – most common strategy used for continuous improvement.

PLAN DO CHECK ACT

Job Simplification pursues task efficiency by reducing the number of tasks one employee must do.
Tasks were designed to be simple, repetitive and standardized.
Job Rotation systematically moves employees from one job to another, thereby increasing the number of
different tasks they perform without increasing the complexity of any one job.

Job Enlargement refers to series of tasks which are combined into a one new and broader job. This approach
to job design is a response to employee dissatisfaction with oversimplified jobs.

Job Enrichment refers to incorporation of high level motivators on a given job which includes job
responsibility, job recognition and opportunities for learning and personal growth at work.

Job Sharing a kind of job design which allows two or more part-time employees to jointly cover a traditional
full time job.

Flextime a more common approach to flexible scheduling which allows employees some discretion over
what hours they work.

When to effectively design and redesign job?

• Understanding organizational productivity

Managers need to realize that employee’s attitudes and needs must be taken into account as
well for the organization to achieve high productivity.
• Sociotechnical System Model
Recognizes the interaction of technical and human needs in effective job design, combining
the needs of the people with the organization’s need for technical efficiency.
Joint optimization means that an organization functions best only when social and technical systems are
designed to fit the needs of one another.

The
Social
Design for The
System
Joint Technical
Optimization System

• Job Characteristic Model

Technology and Job Design

• Produce job simplification
• Lead to job enrichment
• Mass customization with the aide of flexible manufacturing system
• Telecommuting

Sources:
Organizational Behavior by Stephen Robbins, 7th edition
Organizational Behavior by R. Daft and R. Noe