Human Resource Management & Organizational Behavior [HBO]

Aguba, Maria Veronica

Cabrera, Jyle Marie
Maranan, Adrian Gabriel D.
BS IHM CLOCA 3B

MOTIVATION
• Motivation is the enthusiasm for doing something
• Motivation is the word derived from the word “motive” which means needs, desires,
wants, or drives within the individual
• It is the process of making subordinates to act in a desired manner to achieve certain
organizational goals
• It is the process of inspiring people in order to intensify their desire and willingness for
executing their duties effectively
Motivation is the process of arousing, directing, and maintaining behavior toward a goal
Motive | Motivation | Motivator

MOTIVE
• Is the inner instinct that energize, activates, or moves indirect behavior towards the goals
• Arise out of the needs of an individual
• Such motives are hunger, thirst, security, affiliation, need to comfort and recognition
MOTIVATION
• It is the process of stimulating people to actions to accomplish the goals
MOTIVATOR
• The technique used to motivate people in the organization
• Managers used to devise motivators like pay, bonuses, promotion, recognition, praise, and
responsibility of the organization to influence the people to contribute their best

Motivation can be analyzed using the following causative sequence:

• Motivation needs to produce motive which leads to the accomplishment of the goals.
• A motive stimulates which leads to an action which satisfy the need
• Achievement of the goals satisfy the need and reduce motives
IMPORTANCE OF MOTIVATION

1. Improve Performance Levels

Good motivation in the organization helps to achieve the higher levels of performance as motivated
by the employees contribute their maximum effort for the organization
2. Encourage Positive Attitude towards Achievement of Goals
Supervisor gives positive encouragement and praise for the work done and the worker may
slowly develop positive attitude toward the work

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3. Reduces Employee Turnover
Avoids people from resigning and hiring another employee
4. Reduce Absenteeism
To reduce employees from being absent
5. To Introduce Change Smoothly
Managers can convince employees that proposed changes may lead additional reward to the
employees, they may readily accept the change
MASLOW’S HIERARCHY OF NEEDS

Physiological Needs
• Air, water, food, shelter, sleep, clothing, reproduction
Safety Needs
• Personal security, employment, resources, health, property
Love and Belonging
• Friendship, intimacy, family, sense of connection
Esteem
• Respect, self-esteem, status, recognition, strength, freedom
Self-Actualization
• desire to become the most that one can be
APPLICATION OF HIERARCHY OF NEEDS TO THE ORGANIZATION

Physiological Needs
The physiological needs in this hierarchy refer to the most basic human needs. Employees need access
to vital services and opportunities while at work to feel their most basic needs are being met. You need
access to a restroom, a place to get drinking water, breaks to eat meals and snacks, and a comfortable
working environment.
Safety Needs
Safety is another vital need that can impact your overall satisfaction with your workplace. It is natural to
worry about your own safety and the safety of your loved ones. Another aspect of safety in the workplace
pertains to feeling emotionally safe and supported.
Love and Belonging
The love and belonging level of Maslow’s hierarchy is slightly different in the workplace than it is in other
areas of your life. If you don’t feel a sense of belonging, you may not feel as engaged at work or as
motivated to succeed.
Esteem
Esteem is the belief that you are contributing to a higher goal and that the contributions you make are
recognized. In the workplace, it is important to feel that you’re growing, advancing and achieving results,
and that those around you recognize those results.

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Self-Actualization
The final level on Maslow’s Hierarchy of Needs is self-actualization, which translates to maximizing an
individual’s potential at work. A person ultimately wants to feel they are doing the best they can in their
position, which helps them feel motivated to continue on their career path and succeed. A self-actualized
employee feels empowered and trusted, which encourages growth and engagement.
Goal Setting

• involves the development of an action plan designed in order to motivate and guide a
person or group toward a goal
Why Goal Setting Increases Productivity?
• Goals keep you focused on what’s important
• Goals energizes us
• Goals make you more persistent
• Goals help you to rise to the challenge
Goal Setting: Taking Aim at Performance Targets

Goal Setting can lead to marked improvements in performance, primarily, under three conditions-
when goals are:
• Specific
• Difficult, but Achievable
• Accompanied by Feedback
Goal Setting Theory
• Is a great framework to use when setting goals for yourself or for your team. The theory is
based on research showing that with the right goals you can increase both productivity and
motivation
5 PRINCIPLES
1. Clarity
• When your goals are clear, you know what you’re trying to achieve
• For clearer goals, SMART method is the right thing to use
2. Challenge
• goals should not be so easily attainable that they can be achieved without altering behavior
• for goals to be motivating it needs to be challenging, but not too challenging
• to motivate you, a goal must hit the sweet spot between challenging you but not over
challenging you
How to set challenging goals?
• Be Honest
• Use Scenario Planning
3. Commitment
• A team must understand and agree to the goals – team members are more likely to “buy
into” a goal if they have been involved in setting it
How to gain commitment?
• Agree targets are realistic and sensible
• Ensure rewards are wanted
• Use visualizations

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4. Feedback
• Gauge how well you and your team are progressing
• Employees must know how they are performing so they can alter existing behavior
For feedback to be effective
• There must be a goal
• It must be given/received regularly
• Both positive and negative feedback should be welcome

5. Task Complexity
• In order to be motivating, a task must not be too complex
• Highly complicated goals can be overwhelming and demotivating
How to handle complex goals?
• Give yourself plenty time to accomplish goals. Set deadlines that apply an appropriate
amount of pressure, while still being achievable
• Break complicated tasks into chunks or sub-groups
KEY POINTS

• Goal setting is something that many of us recognize as a vital part of achieving success.

• Goal setting is something that many of us recognize as a vital part of achieving success.

• To use this tool, set clear, challenging goals and commit yourself to achieving them. Be
sure to provide feedback to others on their performance towards achieving their goals and
reflect on your own progress as well. Also, consider the complexity of the task, and break
your goals down into smaller chunks, where appropriate.
DESIGNING JOBS THAT MOTIVATE

Job Enlargement
• Doing more of the same kind of work
Job Enrichment
• Increasing required skills and responsibilities
Managers can enrich jobs in a variety of ways
• Allow employees to plan their own work schedules
• Allow employees to decide how the work should be performed
• Allow employees to check their own work
• Allow employees to learn new skills
THE JOB CHARACTERISTICS MODEL

1. Skill Variety
• People will be more motivated if they are using a variety of skills in their positions, rather
than one thing repeatedly.
2. Task Identity
• Employees are motivated to complete tasks if they identify with them and have seen them
through from start to finish
3. Task Significance
• When employees feel that their work is significant to their organization, they are motivated
to do well

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4. Autonomy
• Most employees will have lowered motivation if they feel they have no freedom or are
being micromanaged
5. Feedback
• Employees need feedback (both positive and negative) in order to stay motivated.

The Motivating Potential Score

• The Motivating Potential Score (MPS) is a measure of the overall potential of a job to
foster intrinsic motivation
Job Design: The Social Information Processing Model
• Developed by Salancik and Pfeffer, it is the way employees perceive and respond to
the design of their jobs which is influenced by social information (information from
other people) and by employees’ own past behavior

EMPLOYEE ENGAGEMENT & MOTIVATION

Can be INCREASED through the following:

1. Share crucial company information

Don’t keep your employees in the dark about the business’s goals, objectives, strategic direction,
and financial performance. If you take the time to explain what it means for them and their jobs,
then they will feel involved in the business and its goals.
2. Clearly define what’s expected of your employees
Ensure your employees understand what's expected of them, both as a team and individually. This
includes letting employees know what is expected of them as part of their day-to-day role, and on
individual projects and tasks.
3. Don’t sugarcoat bad news
Sometimes you need to communicate bad news. When this happens, be upfront and honest, and
explain why this is happening. By doing so you’ll build trust.
4. Be consistent to your employees
You still need to treat your employees as individuals, but don’t play favorites - make sure you treat
all your employees in a consistent manner.
5. Set Feedback
Make it easy for your employees to give you feedback and share their ideas by having an open
door and an open mind. Encourage your employees, especially the less confident individuals, to
offer feedback and allow them to make it anonymous if they wish.
6. Don’t play the blame game
Let your employees know that it’s encouraged to try new ideas. But, if it doesn’t go as well as
planned, don’t start pointing fingers - instead work with them to find out what went wrong, and
what can be learned for next time.
7. Talk about their career aspirations
Find out what your individual employees want to achieve in their career, and then work together
on a plan that will help them achieve their ambitions.

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8. Encourage your employees to challenge themselves
Don’t let your employees get stuck in their comfort zone, encourage them to take on new
responsibilities outside of their usual role, to help them develop new-found skills and confidence.
9. Offer Training and Development
Encourage your employees to keep learning and developing new skills through a workplace
scheme that offers training, help with tuition fees, and mentoring.
10. Take a break
Encourage your employees to take their full lunch break, and all their annual leave. It can help
them come back to work with a fresh perspective on problems, prevent employee burnout, and
reduce stress and stress-related absences.
11. Make it OK to ask for help
All too often, employees will keep quiet if they’re feeling overwhelmed, so regularly check in
with people on an individual basis to see if their workload is manageable, and that they don’t
have any problems. Let your employees know that it's OK to ask for help, and that you will do
what you can to ease any excess workloads.
12. Have an employee reward and recognition scheme
Incentives and reward can improve employee engagement and performance. Implement an
employee reward and recognition scheme to really motivate your employees.
13. Appreciate and Listen to your Employees
Employees perform better when their efforts are appreciated, so make the time to say thank you
for their efforts. Encourage all the team to say thank you to their co-workers for their help and
assistance – appreciation shouldn’t just come from the team manager
14. Benchmark your Salaries
Salary might not be the main motivator for most of your employees, but it’s good business sense
to regularly benchmark the salaries you offer against your industry, and similar roles outside of
your industry. If you’re offering significantly lower salaries, you will struggle to retain your
employees.
15. Create the right working environment
Create a working environment that your employees want to come to work in. This can include
how the workspace is laid out and decorated, the behavior of employees, having proper coffee
and-tea making facilities, and comfortable chairs to work in.
16. Get Social. Encourage Team Building
A simple way to help employees care more about their workplace is to foster closer connections
to colleagues. In a workplace where teams are increasingly important, healthy personal
relationships are a key ingredient

17. Make criticisms constructive

If you need to talk to your employees about their poor performance, then do it in private and make
it about the performance, rather than the individual. Show them specific issues and work out
together how your employee can improve by asking them to come up with ideas to better their
performance.

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18. Invest in Well-being
According to Wendy Cartwright, “where there is high engagement but low wellbeing, there is a
risk of burnout over time, and where there is high wellbeing but low engagement, employees may
be feeling generally satisfied and well but are unconnected to the organizational purpose”.

“You Don’t Build a Business, You Build People and then People build the Business”

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References
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Reporters:

________________________ ________________________
Adrian Gabriel D. Maranan Maria Veronica Aguba

_______________________
Jyle Marie Cabrera

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