Lesson 10. The Importance of Employee Motivation

Republic of the Philippines
OCCIDENTAL MINDORO STATE COLLEGE

Labangan, San Jose, Occidental Mindoro
Website: www.omsc.edu.ph Email address: omsc_9747@yahoo.com
Tele/Fax: (043) 457-0231
College of Business, Administration, and Management
Lesson 10:
The Importance of
Employee Motivation
Principles of Organization and

Management
Submitted by: Madriaga, Jan Matthew G.

Villanueva, John Mark V.
Baloso, Nicole O.
Isidro, Marjielyn F.
Submitted to: Ma’am Vergie Liza S. Mamauag
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TOPIC 1: THE IMPORTANCE OF EMPLOYEE MOTIVATION

Employee motivation is critical for organizational success because motivated employees
are more dedicated, work harder, and contribute more effectively, which results in higher output.
Without motivated employees, a company may struggle to achieve its objectives, as unmotivated
employees may fail to deliver quality work due to a lack of drive and commitment. Thus,
fostering employee motivation is critical for achieving organizational goals and increasing
overall productivity.
Employee motivation is the enthusiasm and commitment an employee brings to the
company, directly impacting employee engagement, which describes the level of emotional
commitment and enthusiasm for their job.
The Importance of Employee Motivation
1. Encourages Teamwork and Collaboration – Motivated employees working together
foster a collaborative spirit similar to birds flying in harmony, resulting in innovative
solutions and better outcomes.
2. Encourages Creativity and Innovation – A motivated workforce is more likely to
generate innovative ideas, similar to how cultivating seeds in fertile soil causes them to
flourish.
3. Promotes a Positive Workplace Environment – Employee motivation in the workplace
is critical for creating a positive environment in which employees feel happy, engaged,
and enthusiastic, similar to walking into a room full of sunshine and laughter.
4. Improves Company Reputation – A company with highly motivated employees
frequently develops a stellar reputation, attracting top talent and clients, much like being
the talk of the town, with widespread interest and demand.
5. Greater Adaptability and Resilience – Motivated employees, like rubber balls
resiliently rebounding from setbacks, are more likely to embrace change, which is critical
in today’s rapidly changing business environment.
TOPIC 2: NEEDS-BASED THEORIES OF MOTIVATION

Early theories of motivation focused on understanding individual needs, suggesting that
employees strive to satisfy specific needs through goal-driven behavior, such as seeking
companionship in the workplace. These theories, including Maslow’s hierarchy of needs, ERG
theory, Herzberg’s dual factor theory, and McClelland’s acquired needs theory, form the
foundation of need-based approaches to motivation. Each theory offers insights into how
individuals prioritize and seek to fulfill various needs within the workplace.
2A. Maslow’s Hierarchy of Needs
Abraham Maslow, a prominent psychologist, developed the hierarchy of needs theory,
which is represented by a pyramid and ranks human needs in order of importance. According to
Maslow’s hierarchy of needs, basic needs come first, and once these are met, people seek to meet
higher-order needs. Lower-level needs lose their motivational power as they are met, prompting
people to pursue higher-level needs for fulfillment.
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Maslow’s Hierarchy of Needs
1. Physiological needs – biological component for human survival. In management, it
relates to providing employees with a safe and comfortable working environment, fair
wages, and basic amenities such as rest breaks, water, and food.
2. Safety needs – human’s natural inclination for a sense of security and safety.
Management should ensure physical safety in the workplace by providing adequate
training, equipment, and security measures. Additionally, job security, health benefits,
and clear policies help to meet employees’ safety needs.
3. Social needs – basic needs of humans that prove they are social beings. Managers can
promote a sense of belonging by organizing team-building activities, encouraging open
communication, and creating a supportive work environment in which employees feel
valued and connected to their co-workers.
4. Esteem needs – encompass confidence, strength, self-belief, personal and social
acceptance, and respect. Recognition, praise, and opportunities for advancement meet
employees’ self-esteem needs. Managers can give constructive feedback, recognize
accomplishments, and provide opportunities for skill development and advancement.
5. Need for self-actualization – complete realization of one’s potential, and the full
development of one’s abilities and appreciation for life. Encouraging employees to pursue
their passions, set challenging goals, and work on meaningful projects can help them
meet their self-actualization needs. Managers can encourage autonomy, creativity, and
personal development in order to help employees reach their full potential.
This hierarchy implies that people progress through these needs in a sequential order,
with higher-level needs becoming motivating factors once lower-level needs are met. Maslow’s
hierarchy provides a systematic framework for understanding employees’ varying needs and
reactions to similar treatment, demonstrating how people respond differently depending on
whether their current needs are centered on esteem or social connection.
2B. ERG Theory
ERG Theory, a modification of Maslow’s hierarchy by Clayton Alderfer, divides human
needs into three categories: existence (physiological and safety), relatedness (social), and growth
(esteem and self-actualization).
 Existence Needs – management should ensure that employees’ basic needs are met, such
as a safe working environment, fair compensation, and the resources they require to do
their jobs effectively. This could include enforcing safety protocols, paying competitive
wages, and providing adequate tools and equipment.
 Relatedness Needs - managers can instill a sense of belonging and social connection in
their employees by encouraging teamwork, communication, and collaboration.
Encourage social interactions, organize team-building activities, and facilitate open
dialogue to help employees meet their relatedness needs.
 Growth Needs - management should provide opportunities for employees to advance
professionally, pursue their career goals, and experience personal growth. This can
include providing training programs, recognizing accomplishments, assigning
challenging tasks, and fostering an environment that values innovation and creativity.
Four Components of ERG Theory
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1. Satisfaction Progression – refers to employees’ natural progression towards fulfilling
higher-level needs as lower-level needs are satisfied. Managers can support satisfaction
progression by providing opportunities for career advancement, recognizing and
rewarding achievements, and creating a supportive work environment that fosters
personal and professional growth.
2. Frustration – occurs when people are unable to meet their higher-level needs and feel
dissatisfied. This can be caused by a lack of opportunities for advancement, inadequate
support, or unmet expectations. Managers can alleviate employee frustration by
identifying root causes, providing support and resources, and exploring alternative ways
to meet their needs.
3. Frustration Regression – occurs when people revert to focusing on lower-level needs
after becoming frustrated trying to meet higher-level needs. This can manifest as
employees becoming more concerned with basic survival or security needs after
encountering roadblocks to their pursuit of growth and fulfillment. Managers can help to
reduce frustration regression by addressing underlying concerns, providing reassurance
and support, and providing opportunities for employees to regain momentum toward
meeting their higher-level needs.
4. Aspiration – refers to people’s desire for personal and professional growth and
development. Fostering aspiration entails establishing a culture that values learning,
innovation, and continuous improvement. Managers can help employees achieve their
goals by providing access to training and development opportunities, encouraging goal-
setting and self-improvement, and acknowledging and rewarding initiative and
achievement. Managers can cultivate a motivated and engaged workforce committed to
achieving both individual and organizational goals by encouraging employees’
aspirations.
2C. Two-Factor Theory
The Two-Factor Theory, also known as Herzberg's Motivation-Hygiene Theory, is a
motivational theory developed by Frederick Herzberg. It's all about understanding what
motivates us at work and how our job satisfaction and dissatisfaction are influenced by two
separate sets of factors: hygiene factors and motivators.
1. Motivators: Motivators are factors that are directly related to the job itself and have the
potential to create positive job satisfaction and motivation. These factors include:
 Achievement: The chance for development on a personal level, demanding work,
and a feeling of achievement.
 Recognition: Having one's talents and accomplishments recognized and valued.
 Responsibility: Being independent, capable of making decisions, and answerable
for one's actions.
 Advancement: Possibilities for professional growth, job promotions, and more
responsibility.
 Personal Growth: The opportunity to pick up new abilities, gain information, and
advance one's career.
2. Hygiene Factors: Hygiene factors are external factors that are not directly related to the
job itself but can influence job dissatisfaction if they are absent or inadequate. These
factors include:
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 Salary and Benefits: Fair and competitive compensation, including salary,
bonuses, and benefits.
 Job Security: Feeling secure in one's employment and having confidence in the
stability of the organization.
 Work Conditions: The physical environment, safety measures, and comfort of
the workplace.
 Company Policies: Fair and consistent policies, procedures, and practices within
the organization.
 Interpersonal Relationships: Positive relationships with colleagues, supervisors,
and subordinates.
2D. Acquired-Needs Theory
David McClelland’s acquired-needs theory is the one that has received the greatest
amount of support. According to this theory, individuals acquire three types of needs as a result
of their life experiences. These needs are the need for achievement, the need for affiliation, and
the need for power. All individuals possess a combination of these needs, and the dominant
needs are thought to drive employee behavior. This theory suggests that individuals are
motivated by three primary needs: achievement, affiliation, and power.
1. Achievement Need: The need for achievement refers to an individual's desire to excel,
accomplish challenging tasks, and set and achieve goals. People with a high achievement
need are driven by a sense of accomplishment and seek feedback on their performance.
They often prefer tasks that offer moderate levels of challenge and require personal effort
and skill development.
2. Affiliation Need: The need for affiliation reflects an individual's desire for social
relationships, acceptance, and belongingness. People with a high affiliation need value
harmonious interpersonal relationships and enjoy working collaboratively with others.
They seek approval, support, and recognition from their peers and strive to maintain
positive social connections.
3. Power Need: The need for power refers to an individual's desire to influence and control
others, as well as to be in a position of authority. People with a high-power need are
motivated by the opportunity to lead, make decisions, and have an impact on their
environment. They seek positions of authority and enjoy exercising their influence over
others.
Topic 3: Process-Based Theories of Motivation

Process-based theories of motivation focus on the psychological processes that influence
an individual's motivation to act in certain ways. Unlike content theories of motivation, which
focus on identifying specific factors or needs that drive behavior, process-based theories delve
into the cognitive mechanisms and thought processes that underlie motivation. These theories
aim to understand how individuals perceive, interpret, and respond to various stimuli in their
environment, ultimately influencing their motivation levels.
Expectancy Theory
Expectancy theory of motivation is a psychological theory proposed by Victor H. Vroom
in 1964. It suggests that an individual's motivation to engage in a particular behavior is
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influenced by their expectations about the outcomes of that behavior and the perceived value of
those outcomes. In simple terms, people are motivated to act in ways that they believe will lead
to desired outcomes.
Expectancy theory has significant implications for understanding motivation in various

contexts, such as the workplace, education, and personal goal setting. It suggests that individuals
are motivated when they believe that their efforts will lead to successful performance, resulting
in rewards that they value. The theory is based on three key components:
Expectancy (Effort-Performance Link): This component refers to the belief that

exerting effort will lead to successful performance. In other words, individuals assess the
likelihood that their efforts will result in the desired level of performance. If they believe that
putting in effort will likely lead to success, they are more likely to be motivated to exert effort.
Instrumentality (Performance-Reward Link): Instrumentality is the belief that

successful performance will be rewarded. Individuals evaluate whether achieving the desired
level of performance will result in receiving the expected rewards or outcomes. If they believe
that performance will lead to rewards that are valuable to them, they are more motivated to
engage in the behavior.
Valence (Value of Outcomes): Valence refers to the value or attractiveness of the

outcomes or rewards associated with performance. Different individuals may have different
preferences for rewards, and the perceived value of outcomes varies from person to person. The
valence represents the extent to which individuals desire or are satisfied with the expected
outcomes. Higher valence leads to higher motivation.
Equity Theory
The Equity Theory of Motivation, or Adam's Equity Theory, was developed in 1963 by
workplace behavioral psychologist John Stacey Adams. The foundation of equity theory is based
on the idea that people are driven by fairness. To put it simply, equity theory says that when
someone notices a disparity between themselves and a peer, they will modify their effort to make
the situation more equitable in their perspective.
Adams' Equity Theory of Motivation proposes that individuals are motivated by
perceptions of fairness in social exchanges. It suggests that people strive to maintain a balance
between their inputs (such as effort, time, skills) and the outcomes (such as rewards, recognition,
benefits) they receive from their interactions with others, particularly in the workplace.
Inputs are defined as those things that an individual does in order to receive an output.
They are the contribution the individual makes to the organization.
Outputs (sometimes referred to as outcomes) are the result an individual receives as a
result of their inputs to the organization. Some of these benefits will be tangible, such as salary,
but others will be intangible, such as recognition.
According to Adam's Equity Theory, people don't only grasp equity in an empty space;
rather, they look around them and compare themselves against others. In the event they happen
to sense an imbalance, they will modify their inputs in order to make things right.
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In simple terms, what we're stating is that people will constantly modify their inputs to
keep the system balanced. Therefore, a person would lose motivation if they think their outputs
are less than their inputs in comparison to those around them. In the same way, if a person's
output exceeds that of someone performing the exact same task, they might need to increase their
inputs. In essence, a person working for an organization will constantly make an effort to
maintain equity.
A referent group simply represents a group of individuals that one makes use of to make
comparisons. According to Adam's Equity Theory of Motivation, individuals evaluate
themselves in relation to four referent groups:
 Self-inside: the individual’s experience within their current organization.
 Self-outside: the individual’s experience with other organizations.
 Others-inside: others within the individual’s current organization.
 Others-outside: others outside of the individual organization.
Goal-Setting Theory
In the 1960s, Edwin Locke put forward the goal-setting theory of motivation. This
theory states that goal setting is essentially linked to task performance. It states that specific and
challenging goals, along with appropriate feedback, contribute to higher and better task
performance.
Goal-setting theory is a motivational theory that emphasizes the importance of setting

specific, challenging goals in enhancing performance and motivation, this theory suggests that
individuals are motivated to work toward achieving goals that are clear, specific, and challenging
but achievable. In simple words, goals indicate and give direction to an employee about what
needs to be done and how much effort is required to be put in.
Reinforcement Theory
Reinforcement theory is a psychological principle suggesting that behaviors are shaped
by their consequences, and that individual behaviors can be changed through reinforcement,
punishment and extinction. Behavioral psychologist B.F. Skinner was instrumental in developing
modern ideas about reinforcement theory. According to Skinner, a person's internal needs and
drives are not important areas of concern because their current behaviors follow the law of effect
and are based on the consequences of former behaviors. This means that behaviors can be altered
or manipulated over time.
TOPIC 4: JOB CHARACTERISTICS THAT AFFECT MOTIVATION

Within an organization, job design refers to the deliberate and methodical distribution of
responsibilities among teams and individuals. It is a psychological theory of motivation. One of
the most significant initiatives to create employment with higher motivational qualities is the job
characteristics model (Hackman & Oldham, 1975). The model, developed by J. Richard
Hackman and Greg R. Oldham outline five fundamental job aspects that contribute to three
crucial psychological states and results that are tied to the workplace.
Five core characteristics of job design:
1. Skill variety
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This speaks to the variety of skills required to carry out a task. Many people don’t want
their ideal job to be monotonous; instead, they want to be able to use a variety of abilities
throughout their work to avoid becoming bored. When team members use a range of various
abilities rather than just one set skill consistently in their roles, employee motivation will rise.
The degree to which a job demands an individual to use a variety of high-level abilities is
referred to as skill variety.
2. Task identity
Task identification is the degree to which a job entails carrying out a recognizable task
from beginning to end with a clear result. If motivated workers can relate to the tasks and have
followed them through to the end, they will be more likely to finish them.
3. Task significance
Task significance is the degree to which a job affects and is significant to others, such as
their good health, work, or wellness, both inside and outside the company. Employee
productivity will rise when workers believe their efforts matter to the company. This will
encourage them to perform better. Employee engagement will suffer if they believe their efforts
are unappreciated or aren’t having an impact on anyone, and your team will be less driven to
finish assignments.
4. Autonomy
Each worker’s autonomy is assessed by how free they are to set their own schedules.
Workers enjoy having decision-making authority and flexibility in their jobs. Most workers who
believe they are being tightly controlled or have little independence will be less motivated. A
certain amount of autonomy can result in happier workers and higher production as a result.
5. Job feedback
This pertains to the extent to which a worker obtains honest comments regarding their job
performance. At work, feedback might originate from coworkers, superiors, peers, subordinates,
and customers, as well as from the task itself. Feedback is essential for your team to sustain
employee motivation over time. Not only at annual or monthly performance reviews, but also
during each employee’s employment, managers must offer input on performance.
JOB CHARACTERISTICS MODEL
As per the job characteristics model, when these five fundamental job aspects are present,
employees go through three psychological states: they perceive their work as significant, they
feel accountable for the results, and they get insight into the outcomes. Positive results, including
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increased performance, less absenteeism and turnover, internal motivation, and overall job
satisfaction, are all correlated with these three psychological states.
TOPIC 5: GOAL-SETTING THEORY

Imagine living in a world where you can achieve any goal, no matter how great or small.
This is not just a pipe dream. It is a real possibility that can be attained with the help of goal
planning. The goal setting theory is the foundation of this empowering process. It is a premise
that has fundamentally changed our understanding of achievement and motivation.
Goal-Setting Theory was developed in the 1960s by Edwin Locke, it is an employee-
engagement tactic that involves setting specific and measurable goals to improve productivity.
By incorporating the goal-setting theory into the workplace, you can both improve employee
performance as well as bolster employee engagement. Clearly defined goals provide us with a
sense of direction and a path to pursue, in contrast to imprecise desires. They challenge us to go
beyond our comfort zones, promote tenacity, and cultivate a sense of success that brings us joy.
This idea has significant ramifications for companies, educators, and leaders in a variety of fields
in addition to individuals. The productivity and efficiency of entire businesses can be improved
by comprehending and putting the ideas of goal setting theory into practice. This also applies to
our personal life.
Principles of the goal-setting theory
According to Locke's goal-setting theory, there are five main principles of setting
effective goals:
 Clarity: Goals must be clear and specific. When employees understand project objectives
and deadlines, there is much less risk for misunderstandings.
 Challenge: Goals should be sufficiently challenging to keep employees engaged and
focused while performing the tasks needed to reach each goal. Goals that are too tedious
or easy have a demotivating effect and will, therefore, result in less achievement
satisfaction.
 Commitment: Employees need to understand and support the goal they are being
assigned from the beginning. If employees don't feel committed to the goal, they are less
likely to enjoy the process and ultimately achieve the goal.
 Feedback: Feedback is an important component of the goal-setting theory. Regular
feedback should be provided throughout the goal-achieving process to ensure tasks stay
on track to reach the goal.
 Task complexity: Goals should be broken down into smaller goals. Once each smaller
goal is reached, a review should be performed to update the employee on the overall
progress towards the larger goal.
How to use goal-setting theory in the workplace?
Several steps you can take to incorporate the goal-setting theory into the workplace.
These steps include:
1. Identify the purpose of the goal
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 This step is all about understanding the essence of the goal-setting exercise.
It's not merely about assigning tasks but about aligning these goals with the
broader objectives of the organization and the personal development of the
employee. It involves open communication, where the employee's perspective
on the goal is valued, establishing a sense of ownership and responsibility
from the outset.
2. Meet with the employee
 Here, the focus shifts to forging a strong relationship between the manager
and the employee. This step goes beyond the formalities of discussing the goal
to understanding the employee's aspirations, strengths, and potential
challenges. It's about setting the stage for a supportive environment where the
goal feels less like a mandate and more like a mutual commitment.
3. Develop a plan using the SMART model
 Utilizing the SMART model transforms goal-setting from a vague idea to a
concrete plan. This approach ensures that goals are not only ambitious but also
grounded in reality, with a clear timeline, making the journey towards
achieving them transparent and trackable for both the employee and the
manager.
4. Make sure the employee has what they need to accomplish the goal
 Before the journey begins, it's crucial to ensure that no stone is left unturned
in equipping the employee with the necessary tools, knowledge, and
resources. This step is about proactive problem-solving and removing any
barriers that could impede progress towards the goal.
5. Provide regular feedback
 The journey towards goal achievement is iterative, requiring regular
checkpoints for feedback and reflection. This is where growth happens—both
in terms of moving closer to the goal and in the personal development of the
employee. Positive reinforcement celebrates milestones achieved, while
constructive feedback on setbacks turns them into learning opportunities.
Advantages of goal-setting theory
There are several advantages of incorporating the goal-setting theory in the workplace.
These advantages include:
 Goal-setting can increase employee engagement within the workplace. This theory
provides a clear guideline as to how to set and achieve goals in an effective way.
 Goal-setting improves employee performance by increasing efforts and overall
motivation.
 Goal-setting allows for constructive feedback on a regular basis so employees are
constantly improving.
 Goal-setting and accomplishing goals provide employees with an overall sense of
accomplishment which can boost morale and workplace satisfaction.
Disadvantages of goal-setting theory
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There are also a few potential disadvantages to be aware of in terms of using goal-setting
theory in the workplace. These potential disadvantages include:
 If there are difficult goals that management and the company are trying to accomplish,
performance may fall due to incompatible actions.
 Goals that are too far above an employee's skills and competencies can have a negative
effect on the employee's performance and motivation to complete the goal.
 More complex and difficult goals may lead to risky behavior in an attempt to accomplish
the goals in a timely manner.
TOPIC 6: REINFORCEMENT THEORY

Reinforcement theory, also known as operant conditioning theory, is a psychological
concept that explains how behavior is influenced by the consequences that follow it.
The reinforcement theory of motivation was proposed by BF Skinner and his associates.
It states that an individual's behavior is a function of its consequences. It is based on the “law of
effect," i.e., an individual’s behavior with positive consequences tends to be repeated, but an
individual's behavior with negative consequences tends not to be repeated.
The reinforcement theory of motivation overlooks the internal state of an individual, i.e.,
the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on
what happens to an individual when he takes some action. Thus, according to Skinner, the
external environment of the organization must be designed effectively and positively so as to
motivate the employee. This theory is a strong tool for analyzing the controlling mechanisms of
an individual’s behavior. However, it does not focus on the causes of an individual's behavior.
The managers use the following methods for controlling the behavior of the employees:
Positive Reinforcement: This implies giving a positive response when an individual
shows positive and required behavior. For example, immediately praising an employee
for coming early for work This will increase the probability of outstanding behavior
occurring again.
Reward is a positive reinforcer, but not necessarily. If and only if the employees’
behavior improves, reward can be said to be a positive reinforcer. Positive reinforcement
stimulates the occurrence of a behavior. It must be noted that the more spontaneous the
giving of reward, the greater the reinforcement value it has.
Negative Reinforcement: This implies rewarding an employee by removing negative or
undesirable consequences. Both positive and negative reinforcement can be used to
increase desirable or required behavior.
Punishment implies removing positive consequences so as to lower the probability of
repeating undesirable behavior in the future.
In other words, punishment means applying undesirable consequences for showing
undesirable behavior.
For instance, suspend an employee for breaking the organizational rules. Punishment can
be equalized by positive reinforcement from an alternative source.
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Extinction implies the absence of reinforcements.
In other words, extinction implies lowering the probability of undesired behavior by
removing reward for that kind of behavior.
For instance, if an employee no longer receives praise and admiration for his good work,
he may feel that his behavior is generating no fruitful consequence. Extinction may
unintentionally lower desirable behavior.
TOPIC 7: MANAGER’S ROLE IN PROMOTING MOTIVATION

As a manager, you play a crucial role in inspiring staff members to follow corporate
policies and perform well at work. In addition to providing care and support to their teams,
managers can apply a variety of strategies to inspire employees and develop them into stronger
leaders. Managers can become better motivators by being aware of these strategies.
The Motivational Role of a Manager:
• As a motivator, a manager must comprehend the requirements, goals, and aspirations of
every worker and use this knowledge to encourage excellence and productivity. Managers
have a special position of power that allows them to have more influence over their teams
because they are in a leadership role.
• Managers can assist staff members in producing their best work and possibly advancing
within the organization by offering them emotional support, useful resources, direction,
and coaching. The ability to coach and mentor others is a fundamental leadership
competency for managers. It enables leaders to serve as mentors for job quality, behavior
patterns, techniques, and career advancement.
You can take the following actions to develop into a more inspiring manager:
1. Pay attention to your employees
Learning to listen to your staff is one of the most vital actions you can take to become a
more inspiring manager. In addition to being a sign of respect and a way to increase self-esteem,
listening to employees can reveal important details about their needs, goals, and personal drives.
2. Take desires and needs into account
The primary reasons of your employees’ personal motivation are both needs and wants.
Pay attention to what an employee needs to succeed and what they desire to make the process
easier if you want to inspire them to work at a higher level. Employees may feel more at ease and
confident in their workplace if you grant their basic desires. It also gives you insight into their
reasons.
3. Utilize employee motivation to inspire
You may more effectively use an employee’s personal motivation to motivate them if
you are aware of their needs and desires. Reminding an employee of their own motives and the
reasons behind them can be an effective method to inspire them at times. A manager may build
deeper relationships with their staff if they are aware of each person’s individual motives.
4. Give feedback
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Giving an employee feedback is a great way to be positively critical of their work while
also letting them know you are interested in their advancement. Offering positive feedback to an
employee can be easier if you are aware of their individual motivations. Develop the ability to
give criticism without coming across as harsh or personal.
5. Provide interesting employment opportunities
Knowing your workers’ interests and the kind of work they find interesting is essential to
motivating them. Work that is fulfilling and stimulating may be a powerful motivator for
employees since it maintains their attention and builds confidence by utilizing their skills. Daily
procedures can be made more interesting by coming up with inventive ideas, like designating a
day for open work areas or letting staff members try out new techniques.
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Manager as Motivator: How Managers Motivate Their Employees.
https://www.indeed.com/career-advice/resumes-cover-letters/manager-as-motivator#:~:text=As
%20a%20manager%2C%20you%20serve,staff%20and%20become%20better%20leaders.
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Lesson 10. The Importance of Employee Motivation

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Lesson 10. The Importance of Employee Motivation

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Republic of the Philippines

OCCIDENTAL MINDORO STATE COLLEGE

College of Business, Administration, and Management

Principles of Organization and

Submitted by: Madriaga, Jan Matthew G.

Submitted to: Ma’am Vergie Liza S. Mamauag

College of Business, Administration, and Management

TOPIC 1: THE IMPORTANCE OF EMPLOYEE MOTIVATION

TOPIC 2: NEEDS-BASED THEORIES OF MOTIVATION

College of Business, Administration, and Management

College of Business, Administration, and Management

College of Business, Administration, and Management

Topic 3: Process-Based Theories of Motivation

College of Business, Administration, and Management

Expectancy theory has significant implications for understanding motivation in various

Expectancy (Effort-Performance Link): This component refers to the belief that

Instrumentality (Performance-Reward Link): Instrumentality is the belief that

Valence (Value of Outcomes): Valence refers to the value or attractiveness of the

College of Business, Administration, and Management

Goal-setting theory is a motivational theory that emphasizes the importance of setting

TOPIC 4: JOB CHARACTERISTICS THAT AFFECT MOTIVATION

College of Business, Administration, and Management

College of Business, Administration, and Management

TOPIC 5: GOAL-SETTING THEORY

College of Business, Administration, and Management

College of Business, Administration, and Management

TOPIC 6: REINFORCEMENT THEORY

College of Business, Administration, and Management

TOPIC 7: MANAGER’S ROLE IN PROMOTING MOTIVATION

College of Business, Administration, and Management

College of Business, Administration, and Management

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