MOTIVATIO

N
PRESENTED BY:
ILAO, CRISTINA
PACER, JUDEA
RONQUILLO, NEIL PAULO
 TOPIC OUTLINE

• Motivational process • Goal setting and its effects

• Motivational drives • Expectancy model of Motivation

Behavior modification and Reinforcement • Equity Comaparison

ACTIVITY
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WHAT IS M
OTIVATION?
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WHAT IS MOTIVATION?

WORK MOTIVATION is the set of inte

rnal and external that cause the
employee to engage in certain
behavior
 Work motivation is a
complex combination of
psychological forces.

Employees are vitally

interested in three elemen
ts of it:
• Direction and focus of
the behavior

Level of effort provided

•

Persistence of the
•

behavior
MOTIVATIONAL DRIVES

ACHIEVEMENT MOTIVATION
David C. McClealland’s
research focused on the drives
for achievement, affiliation ,
AFFILIATION
and power. MOTIVATION

POWER MOTIVATION
ACHIEVEMENT MOTIVATION
drive some people have to
pursues and attain goals
 Affiliation Motivation

drive to relate to people on

a social basis.
 POWER Motivation
Power motivation is a drive to
influence people, take control
and change situations.
HUMAN
NEEDS
 HUMAN NEEDS

a want is something
that is desired.

A need is something
that is necessary for
an organism to live a
healthy life.
 TYPES OF NEEDS

BASIC
PHYSICAL PSYCHOLOGICAL
NEEDS NEEDS
PRIMARY SECONDARY
NEEDS NEEDS
WATER Food

PRIMARY
NEEDS

Air SEX
 SECONDARY
NEEDS

Secondary needs are more vague because they

represent needs of the mind and spirit rather than
of the physical body.
 SECONDARY NEEDS
KEY CONCLUSIONS

• Are strongly conditioned by experience

• Vary in type and intensity among people
• Are subject to change across time withing any individual
• Cannot usually be isolated, but rather work in

7
combination and influence one another
• Are often hidded from conscious recognition
• Are vague feelings as opposed to specific physical needs
• Influence behavior in powerful ways
MASLOW’S
HEIRARCHY
OF NEEDS
MANAGERS NEED TO:

• IDENTIFY AND ACCEPT EMPLOYEE NEEDS

• RECOGNIZE THAT NEEDS MAY DIFFER
• OFFER SATISFACTION FOR PARTICULAR NEED UNMET
• REALIZE THAT GIVING THE SAME REWARD MAY DIMINISH IMPACT ON
MOTIVATION
HERZBERG’S
TWO
FACTOR
THEORY
MAINTENANCE AND
MOTIVATIONAL FACTOR

Performance, recognition, job status

, responsibility and opportunities for
growth all fall under motivators/
satisfiers.
MAINTENANCE AND
MOTIVATIONAL FACTOR

Hygiene factors/dissatisfiers are

about salary, secondary working
conditions, the relationship with
colleagues, physical work place and the
relationship between supervisor and
employee.
ALDERFER’S
E-R-G
MODEL
 E-R-G MODEL

Clayton P. Alderfer's ERG theory from

1969 condenses Maslow's five human
needs into three categories:
Existence, Relatedness and Growth
 Relatedness Growth Needs
Existence Needs
Internal esteem and
self actualization;
Needs Encompass social and these impel a
Include all material and external esteem; person to make
physiological desires (e relationships with creative or
.g., food, water, air, clot significant others . productive effects on
hing, safety, physical lo This also himself and the
ve and affection). means to be environment (e.g., to
Maslow's first two level recognized and feel progress toward
secure one’s
ideal self).
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MOTIVATION
BEHAVIOR TECHNI
MODIFICATION
ORGANIZATIONAL BEHAVIOR
MODIFICATION

-is the application in

organizations of the
principles of behavior
modification, which
evolved from the
work of B.F Skinner.
 BEHAVIOR MODIFICATION

SOCIAL
LAWLEARNING
LEARNING THEORY
OF EFFECT

IDENTIFY
-States that a person tends to
-also known
repeatasbehavior
-Suggests vicarious
that we that is
learn
learning
accompanied by favorable
best under pleasant
ADMINISTER
- consequences
Suggests that employees
surroundings
not always have totolearn
do
(reinforcement)
and tends notdirectly
repeat
from their own
behavior thatexperience.
is accompanied
04
by unfavorable consequences
ALTERNATIVE CONSEQUENCES

NEGATIVEREINFORCEMENT
SHAPING
PUNISHMENT
POSITIVE
EXTINCTION
REINFORCEMENT

IsIs
Occurs
Thethe a systematic
when behavior is
withholding
administration of
of
accompanied
-Provides abyfavorable
removal
andof progressive
significant
an positive
unfavorable
an unfavorable
consequence that
consequences that
applications
consequence
consequence,
encourage
were
discourage
the
it that
repetition
previously
a certain
same as punishment,
of
is not
ofwhich positive
a behavior.
provided for aads
normally
behavior.
desirable behavior
something unfavorable
reinforcement.
SCHEDULES OF REINFORCEMENT

CONTINUOUS
PARTIAL REINFORCEMENT
REINFORCEMENT

Occurs when only

some of
Occurs theacorrect
when reinforc
behaviors each
er accompanies are cor
rectreinforced,
behavior byeither
an emp
after a certain
loyee time or
after a number of
correct response
INTERPRETING BEHAVIOR MODIFICATION

• MAKES MANAGERS BECOME MORE

CONCIOUS MOTIVATORS

• ENCOURAGES MANAGERS TO ANALYE

EMPLOYEE BEHAVIOR

-
• IDENTIFY SPECIFIC CONSEQUENCES THAT
WILL HELP IT CHANGE IT WHEN THESE
CONSEQUENCES ARE APPLIED

- SYSTEMATICALLY
 GOAL SETTING

SELF-EFFICACY
Works a a
motivational process
This is an internal
because it creates a
belief regarding
discrepancy between
one’s job related
current and expected
capabilities
performance. and
competencies.
ELEMENTS OF GOAL SETTING

CHALLENGE
SPECIFICITY
GOAL ACCEPTANCE

Effective
Goals need goals
to be a
Hard goals present
need tothat
specific,
challenge beappeals
clear, not
and
measurable as possible
sodrive only
to the achievement
that employees will
know
within
understood many
when the goal butis
employees
reached
also accepted.
 PERFORMANCE MONITORING AND
FEEDBACK
PERFORMANCE
PERFORMANCE FEEDBACK
MONITORING

Observing behavior,
Gives
inspecting output, or
employees
studying documents
indicators, provides
information at
least subtle cues to
how ell they
employees are
that their
performing.
tasks are important
 THE
EXPECTANCY
MODEL
 EXPECTANCY
MODEL

• IS THE MOST WIDELY ACCEPTED

APPROACH TO MOTIVATION ALSO
KNOWN AS EXPECTANCY THEORY.

• DEVELOPED BY VICTOR H. VROOM

AND HAS BEEN EXPANDED AND
REFINED BY PORTER AND LAWLER
 EXPECTANCY MODEL FORMULA

INSTRUMENTALITY

EXPECTANCY

VALENCE
The Three
Factors
 THE THREE FACTORS

EXPENTANCY
VALENCE
INSTRUMENTALITY

•• IS
REPRESENTS
THE to the TH
Refers
E EMPLOYE’S
STRENGTH
strengthOF
of a
BELIEFBELIEF THAT
THAT ONCE A
person’s
REWARD WILL BE
WORK-RELATED
preference
RECEIVED
WILL INfor
RESULTONCE
receiving
THE TASKa IS
COMPLETION
reward.
ACCOMPLISHED
TASK.
HOW DOES THE MODEL WORKS?
IMPACT OF
UNCERTAINTY
 PRIMARY SECONDARY
OUTCOME OUTCOME

RESULT FOLLOW FROM

DIRECTLY FROM THE PRIMARY
AN ACTION. OUTCOME.
 INTERPRETING THE EXPECTANCY MODEL
ADVANTAGES
LIMITATION

•1. NEEDS
THE FURTHER
MOST
WHICH TESTING
VALUABLE
OF THE REWARD TO BUILD
TOOL FOR AHELPING
AVAILABLE BROAD THE MANAGER TO
DO
YOUBASE
VALUE
THINK RESEARCH
THE MOST?
ABOUT OF MENTAL
THE SUPPORT.PROCESSES WHICH MOTIVATION
• OCCUR.
RELIABLE MEASURES OF VALENCE,
2. EXPECTANCY AND INSTRUMENTALITY NEEDS
• DO YOU BELIEVE
ENCOURAGES YOUR
THE EFFORT WILL
MANAGER TO DESIGN A MOTIVATIONAL
TO DEVELOPED.
RESULT IN SUCCESSFUL PERFORMANCE?
CLIMATE THAT WILL STIMULATE APPROPRIATE EMPLOYEE
• NEEDS TO BE MADE MORE COMPLETE WHILE
BEHAVIOR.
STILL
3. HOW LIKELY
MANAGER
REMAINING NEEDS
PRACTICAL
IS IT THAT
TO COMMUNICATE
ENOUGH
YOU WILL FOR WITH
EMPLOYEE
MANAGER
RECEIVED AND
USE.
YOUR ASK THEM
DESIREDS IF YOUTHESE QUESTIONS:
PERFORM WELL?
 THE
EQUITY
MODEL
 EQUITY MODEL

• STATES THAT EMPLOYEES TEND TO JUDGE THE FAIRNESS

BY COMPARING THE OUTCOMES THEY RECEIVEWITH THEIR
RELEVANT INPUTS.
BENIFITS
TIME EFFORT
REWARDS

LOYALTY
PAY INPUT CREATIVITY
OUTCOMES BONUSES

.
Thank you