MOTIVATING

Prepared by:
Amparo, Mary Jane D.
Cubilla, Raven V.
CE 501

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

Factors Contributing to
Motivation
Willingness to do a Job
Self-confidence in a carrying out
a task
Needs satisfaction

Theories of Motivation

Maslows needs hierarchy theory

Herzbergs two-factors
Expectancy theory
Goal setting theory

Maslows needs Hierarchy

Theory
Abraham Maslow theorized that human
beings have five basic needs.

Herzbergs two-factor
Theory
Herzbergs identified two classes of
factors associated with employees
satisfaction and dissatisfaction.

Expectancy Theory
Expectancy Theory is a motivation model
based on the assumption that an individual
will work base on his perception.

Goal Setting Theory

Refers to the process of improving
performance with objectives, deadlines
or quality standards.

Maslows Needs Hierarchy

Theory
Five basic hierarchical needs
Physiological Needs
Security Needs
Social Needs
Esteem Needs
Self-Actualization Needs

Physiological Needs
Those that are concerned with biological
needs

Security Needs

Freedom from harm coming from different elements

Social Needs
Need to be accepted

Esteem Needs
Need for a positive self image and respect

Self-Actualization Needs
Realizing our full potential as a human being

Herzbergs Two Factor

Theory

Motivators - Satisfaction
Hygiene factors - Dissatisfaction

Expectancy Theory

The theory poses the idea that motivation is

determined by Expectancy and Valences.
Expectancy- probability that a
particular behavioral act will lead to a
particular outcome
Valence- value an individual places on
the expected outcomes or rewards

Goal Setting Theory

Goal Content
Goal Commitment
Work Behavior
Feedback Aspect

Goal Content
Goal must be stated in quantitative terms
when ever possible

Goal Commitment
When individuals or groups are committed
to the goals

Work Behavior

Goals influence behavior in terms of

direction, effort, persistence and planning

Feedback Aspect

Feedback provide the individuals with a

way of knowing how far they have gone in
achieving objectives.

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:
Motivation through job design
Motivation through rewards
Motivation through employee
participation
Other motivator, techniques for the
diverse work force

Motivation Through Job

Design
Fitting People to Jobs. Routine and repetitive tasks make
workers suffer from chroni 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 mover periodically from one
specialized job to another.
3. Limited exposure- where a workers 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 materials 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. Examles are money, employee
benefits, promotions, recognition, status symbols, praise, etc.
2. Intrinsic rewards- those which are internally experienced
payoffs which are self-granted. Examples are a sense of
accomplishment, self esteem, and self-actualization.
Management of Extrinsic Rewards. To motivate job performance
effectively, extrinsic rewards must be properly managed in line
with the following:
1. It must satisfy individual needs;
2. The employees must believe effort will lead to reward;
3. Rewards must be equitable

Figure 7.7 An Array of Montary and Other Incentives for

Employees
Type of Benefit

Feature

1. Monthly Pay

Depends on qualifications of employee

2. 13th month pay

Given at mid-year

3. 14th month pay

Given at year-end

4. Housing allowance

Given to permanent employees

5. Sick leave benefits

15 days a year with pay

6. Vacation leave benefits

15 days a year with pay

7. Pension plan

Given to permanent employees

8. Paid vacation trip

Given to employees with outstanding

performance

9. Health insurance

Given to permanent employees

10. Accident insurance

Given to permanent employees

Motivation Through
Employee Participation
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:
5. Quality control circles
6. 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 circle consist of a group of three to ten employees,
usually doing related work, who meet at regular intervals ( once a
week for an hour, for example) to identify problems and discuss
their solutions. The circle includes a leader such as foreman, but
rely on democratic processes. The members are trained in
various analysis techniques by a coordinator.
Self-managed Teams. When workers have reached a certain
degree of discipline, they maybe 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.
The self-managed teams work on their own, turning out a
complete product or service and receiving minimal supervision
from managers who act more as facilitators than supervisors.
When a product or service produced by a group of professionals
or specialists, they might as well be formed as a self-managed
team to save on supervisory costs.

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 employees 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. This
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. For example, an
engineering firm may allow one group of employees to take the
8:00 AM to 5:00 PM schedule, another group takes the 9:00 AM to
6:00 PM schedule, and another takes the 10:00 AM to 7:00 PM
schedule.
an alternative to this arrangement is the adaption of forty-hour

An innovation of a popular bank in Makati is the hiring of

part-time tellers to work four hours a day from Monday to
Friday.
There are certain benefits that are offered flexible work
schedules, although it is not appropriate for all situations.
Nevertheless, the engineer manager decide when it is
applicable.
Family Support Service. Employees are oftentimes
burdened for family obligations like caring for children.
Progressive companies provide day care facilities for
children of employees. A multinational company in far
flung Davao province has even opened an elementary and
a high school within the plantation site.
Sabbaticals. A sabbatical leave is one given to an
employee after a certain number of years of service. The
employee is allowed to go on leave for two months to one
year with pay to give him time to family, recreations and