MOTIVATIO

N
 SCOPE OF
PRESENTATION

1. Motivating
2. What is Motivation

3. Contemporary Approaches
to Motivation
4. Contemporary Issues in
Motivation
5. From Theory to practice: Suggestions
for Motivating Employees
MOTIVATING
MOTIVATING
EMPLOYEES
EMPLOYEES
 MOTIVATING
MOTIVATING

the act of giving employees reasons or

incentives to work to achieve organizational
objectives.
 MOTIVATING
MOTIVATING
EMPLOYEES
EMPLOYEES

HIGH SALARY EMPLOYEE BENEFITS PROMOTION

 WHAT IS
MOTIVATION?
 refers to the
process of
MOTIVATIO activating behavior,
N sustaining it, and
directing it toward
a particular goal.
 FACTORS AFFECTING
MOTIVATION

WILLINGNESS TO DO THE JOB.

SELF-CONFIDENCE IN CARRYING OUT

THE TASK.

NEEDS SATISFACTION.
 FACTORS AFFECTING
MOTIVATION

WILLINGNESS TO DO THE JOB.

People who like

what are they
doing are highly
motivated to
produce the
expected
output.
 FACTORS AFFECTING
MOTIVATION

SELF-CONFIDENCE IN CARRYING OUT

THE TASK.

When employees feel that they have the

required skill and training to perform the
task, the more motivated they become.
 FACTORS AFFECTING
MOTIVATION
People will do
their job well
if they feel
that by doing
so, their
needs will be
satisfied.

NEEDS SATISFACTION.
 FACTORS AFFECTING
MOTIVATION

WILLINGNESS TO DO THE JOB.

SELF-CONFIDENCE IN CARRYING OUT

THE TASK.

NEEDS SATISFACTION.
 THE PROCESS OF
MOTIVATION
plus
Needs
Needs Motivation
Motivation

which leads
to readiness leads to
for the next
needs

Action or
Needs Action or
Needs Goal-Directed
Goal-Directed
Satisfaction Behavior
Satisfaction Behavior
which
results to
CONTEMPORARY APPROACHES
TO MOTIVATION
 CONTEMPORARY APPROACHES TO
MOTIVATION

Motivation Motivation Motivation Other

through
through Job through Job Employee
Motivation
Design Rewards Participation Approaches
 CONTEMPORARY APPROACHES TO
MOTIVATION

Motivation A person will be highly motivated to

through Job perform if he is assigned to a job that he
Design likes.

Fitting People to
Jobs.

Fitting Jobs to
People.
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.
Realistic
Job
Previews

Job
Rotation

Limited
Exposure
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.
Realistic
Where management provides honest
Job
explanations of what the job entails.
Previews

Job When people are moved periodically

Rotation from one specialized job to another.

Limited Where a worker’s exposure to highly

Exposure fragmented and tedious job is limited.
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.

Job
Enlargement

Job
Enrichment
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.

Where two or more specialized Job

task in a work flow sequence is Enlargement
combined into a single job.
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.

Where efforts are made to make

Job
jobs more interesting,
Enrichment
challenging, and rewarding.
 JOB ENRICHMENT

Five Core Dimensions of Work

Skill Task
Variety Identity
Task
Significance

Feedback Autonomy
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.

Where two or more specialized Job

task in a work flow sequence is Enlargement
combined into a single job.

Where efforts are made to make

Job
jobs more interesting,
Enrichment
challenging, and rewarding.
 MOTIVATION THROUGH JOB
DESIGN

Fitting People to Fitting Jobs to

Jobs. People.
Realistic
Job Job
Previews Enlargement

Job
Rotation
Job
Enrichment
Limited
Exposure
 CONTEMPORARY APPROACHES TO
MOTIVATION

Motivation
Extrinsic
through Job
Rewards
Rewards

Rewards consist of
materials and
psychological Intrinsic
benefits to Rewards
employees for
performing tasks in
the workplace.
 MOTIVATION THROUGH JOB
REWARDS

Extrinsic Those which refers to payoffs

Rewards granted to the individual by
another party.

1.Rewards must satisfy individual

needs - cafeteria compensation
2. Employee must believe effort
will lead to reward
3. Rewards must be equitable
4. Rewards must be linked to
performance
 MOTIVATION THROUGH JOB
REWARDS

Extrinsic Those which Refers to payoffs

Rewards granted to the individual by
another party.
 MOTIVATION THROUGH JOB
REWARDS

Those which are internally Intrinsic

experienced payoffs and which Rewards
are self-granted.
 MOTIVATION THROUGH JOB
REWARDS

Extrinsic Intrinsic
Rewards Rewards

• Money • Sense of
• Employee
Accomplishment
Benefits • Self-Esteem
• Promotions • Self-
• Recognition
Actualization
• Status
Symbols
• Praise
 CONTEMPORARY APPROACHES TO
MOTIVATION

Motivation
through
Employee
Participation

When employees participate in

deciding various aspects of their job,
their personal involvement,
oftentimes, is carried up to the point
where the tasks are completed.
MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

The specific activities identified where employees may

participate are as follows:

Setting Goals

Making Decisions

Solving Problems

Designing and Implementing

organizational changes
 MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

The more popular approaches to participate includes the

following:

QUALITY
SELF-
CONTROL OPEN-BOOK
MANAGED
CIRCLES MANAGEMENT
TEAMS
(QCC)
 MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

The more popular approaches to participate includes the

following:

QUALITY
CONTROL
CIRCLES
(QCC)

It is a method of direct
employee participation which
is the main objective is to
increase productivity and
quality output.
MOTIVATION THROUGH EMPLOYEE
PARTICIPATION
THE QUALITY CONTROL CYCLE
Quality circle
Quality circle
members brainstorm,
members prepare
gather data, and
solution and
establish cause and
recommendations
effect

Results are measured

and feedback, Management
recognition, and considers quality circle
rewards given to recommendations and
quality control circle makes decisions
members
 MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

The more popular approaches to participate includes the

following:

SELF-
MANAGED
TEAMS

Also known as Autonomous Work

Groups or High Performance Teams.
Self -Managed Teams work on their
own, turning out complete product
or service, and receiving minimal
supervision from managers who act
more as facilitators than
supervisors.
 MOTIVATION THROUGH EMPLOYEE
PARTICIPATION

The more popular approaches to participate includes the

following:

OPEN-BOOK
It is an approach of the
MANAGEMENT
management wherein they are
divulging the company’s
confidential information such as
financial statements to the
employees in order for them to
understand how the company
makes money and how their
actions affect its success and
bottom line.
 OPEN-BOOK MANAGEMENT

The Four Step Approach to Open-Book Management

4
3
Pay employees
2 fair share of
Empower
1 profits through
Teach all employees to
bonuses,
employees how make
Share key of incentives and
to read and necessary
financial date stock
interpret basic changes and
and stock price financial reports ownership
decisions for
in prominent and how to success
locations control cost
 REQUISITES TO SUCCESSFUL
EMPLOYEE PARTICIPATION
PROGRAM

Profit-sharing or Gain sharing plan;

Long-term employment relationship with

good job security;

Concerted effort to build and maintain group

cohesiveness; and

Protection of the individual employee’s rights.

CONTEMPORARY APPROACHES TO
MOTIVATION

Other
FlexibleWork
Flexible Work
Motivation
Schedules
Schedules Approaches

Family
Family
Support
Support
Services
Services
Sabbaticals
Sabbaticals
CONTEMPORARY APPROACHES TO
MOTIVATION

Other
FlexibleWork
Flexible Work
Motivation
Schedules
Schedules Approaches

An arrangement which
allows employees to
determine their own
arrival and departure
times within specified
limits.
CONTEMPORARY APPROACHES TO
MOTIVATION

Other
Motivation
Approaches

Family
Family
Support
Support A benefit for
Services
Services employees who are
burdened by family
obligations like
caring for children.
 CONTEMPORARY APPROACHES TO
MOTIVATION

Other
Motivation
Approaches

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 Sabbaticals
Sabbaticals
for family, recreation, and travel.
CONTEMPORARY APPROACHES TO
MOTIVATION

Other
FlexibleWork
Flexible Work
Motivation
Schedules
Schedules Approaches

Family
Family
Support
Support
Services
Services
Sabbaticals
Sabbaticals
 CONTEMPORARY APPROACHES TO
MOTIVATION

Motivation Motivation Motivation Other

through
through Job through Job Employee
Motivation
Design Rewards Participation Approaches
QUALITY
CONTROL
Fitting Flexible Work
Extrinsic CIRCLES (QCC) Flexible Work
Schedules
People to Rewards Schedules
Jobs. SELF-MANAGED Family Support
TEAMS Family Support
Services
Services
Fitting Jobs Intrinsic
OPEN-BOOK
to People. Rewards Sabbaticals
MANAGEMENT
Sabbaticals
 CONTEMPORARY
CONTEMPORARY
ISSUESOF
ISSUES OFMOTIVATION
MOTIVATION
 THEORIES OF MOTIVATION

MASLOW’S NEEDS HERZBERG’S

HIERARCHY TWO FACTOR
THEORY THEORY

GOAL SETTING EXPECTANCY

THEORY THEORY
 THEORIES OF MOTIVATION

MASLOW’S NEEDS
HIERARCHY
THEORY

It is a theory made by Abraham Maslow in his

1943 paper, “A Theory of Human Motivation”. It
theorized that human beings have five basic
needs, namely: physiological, security, social,
esteem, and self-actualization that should be
satisfied in a hierarchal fashion.
 MASLOW’S NEEDS HIERARCHY
THEORY

SELF-
ACTU
ALIZAT
ION
ESTEEM NEEDS
NEEDS

SOCIAL NEEDS

SECURITY NEEDS

PHYSIOLOGICAL NEEDS
 MASLOW’S NEEDS HIERARCHY
THEORY

SELF-
SELF-
FULFILLMENT
ACTU
ALIZAT
ION STATUS, RESPECT, PRESTIGE
ESTEEM NEEDS
NEEDS
FRIENDSHIP,
SOCIAL NEEDS BELONGINGNESS, LOVE

FREEDOM FROM HARM ,

SECURITY NEEDS FINANCIAL SECURITY

PHYSIOLOGICAL NEEDS FOOD, WATER, SLEEP,

CLOTHES, SHELTER
 THEORIES OF MOTIVATION

MASLOW’S NEEDS HERZBERG’S

HIERARCHY TWO FACTOR
THEORY THEORY

GOAL SETTING EXPECTANCY

THEORY THEORY
THEORIES OF MOTIVATION

HERZBERG’S
TWO FACTOR
THEORY

This Two-Factor Theory was developed by

Frederick Herzberg which indicate that a
satisfied employee is motivated from within
to work harder and that dissatisfied
employee is not self-motivated.
 HERZBERG’S TWO FACTOR THEORY

10
Satisfiers or
Motivation LEVEL OF
Factors SATISFACTION
LEVEL OF NO
SATISFACTION AND
DISSATIFACTION (no
0 reason not to work but
no motivation to work
hard)
Satisfiers or LEVEL OF
Hygiene DISSATISFACTION
Factors

10
 THEORIES OF MOTIVATION

MASLOW’S NEEDS HERZBERG’S

HIERARCHY TWO FACTOR
THEORY THEORY

GOAL SETTING EXPECTANCY

THEORY THEORY
 THEORIES OF MOTIVATION

A motivation model
based on the
assumption that an
individual will work EXPECTANCY
depending on his
perception of the
THEORY
probability of his
expectations to
happen.
 EXPECTANCY THEORY

Expectancy theory is based on the following assumptions:

A combination of forces within the individual and in

the environment determine behavior.

People make decisions about their own behavior and

that of organizations.

People have different types of need, goals, and

desires.
People make choices among alternative behaviors based
on the extent to which they think a certain behavior will
lead to a desired outcome.
 EXPECTANCY THEORY

Expectancy is a belief about the likelihood

or probability that a particular bahavioral
act will lead to a particular outcome.

Valence is the value an individual places

on the expected outcomes or rewards.
 EXPECTANCY THEORY

Perceived probability EFFORT

of successful
performance, given Perceived probability
effort PERFORMANCE of receiving an
outcome, given
performance
OUTCOMES

First Level Outcome First Level Outcome

Valence + Valence +
(Compensation) (Recognition)

Second Level Second Level

Second Level Second Level
Outcome Outcome
Outcome Outcome
(ability to purchase (ability to be
(Self –esteem) (Esteem)
house and lot) with family)
Valence + Valence + Valence + Valence +
 THEORIES OF MOTIVATION

MASLOW’S NEEDS HERZBERG’S

HIERARCHY TWO FACTOR
THEORY THEORY

GOAL SETTING EXPECTANCY

THEORY THEORY
 THEORIES OF MOTIVATION

Refers to the process

of improving
performance with
objectives, deadlines,
or quality standard.
Individuals or groups
GOAL SETTING are assigned specific
THEORY goals, a clear direction
is provided and which
later motivates them
to achieve those
goals.
 GOAL SETTING THEORY

GOAL GOAL
CONTENT COMMITMENT

FEEDBACK WORK
ASPECTS BEHAVIOR
 GOAL SETTING THEORY

GOAL
CONTENT

The content of a goal must be

challenging, attainable, specific and
measurable, time limited, and relevant.
 GOAL SETTING THEORY

GOAL
COMMITMENT

If an individual or groups are committed to the

goals they are supposed to achieve, there is a
greater chance that they will be able to achieve
the desired goal.
 GOAL SETTING THEORY

It is an
action
towards
the goals
with
direction, WORK
persistence BEHAVIOR
and
planning.
 GOAL SETTING THEORY

It is a way
of knowing
how far an
individual
or group
have gone
in
FEEDBACK achieving
ASPECTS objectives.
 GOAL SETTING THEORY

GOAL GOAL
CONTENT COMMITMENT

FEEDBACK WORK
ASPECTS BEHAVIOR
 GOAL SETTING THEORY

Which is
Goal Content 1. challenging
2. attainable
3. specific and measurable
4. time limited
5. relevant
Knowledge of Job
Work
results ( or knowledge
feedback) Behavior With and ability
1. direction
2. effort
3. persistence
4. planning
Task Situational
Complexity Constraints
Performance
 CONTEMPORARY ISSUES OF
MOTIVATION

Cross Cultural Challenges

Motivating Particular Groups of

Workers

Designing Appropriate Rewards

Programs

Work Life Balance

 CONTEMPORARY ISSUES OF
MOTIVATION

Cross Cultural Challenges

CONTEMPORARY ISSUES OF
MOTIVATION

Motivating Particular Groups of

Workers
 CONTEMPORARY ISSUES OF
MOTIVATION

Designing Appropriate Rewards

Programs
CONTEMPORARY ISSUES OF
MOTIVATION

Work Life Balance

 CONTEMPORARY ISSUES OF
MOTIVATION

Cross Cultural Challenges

Motivating Particular Groups of

Workers

Designing Appropriate Rewards

Programs

Work Life Balance

SUGGESTIONS FOR
MOTIVATING
EMPLOYEES
 SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Reward employees based on

performance and accomplishments
Give an attainable but
challenging work
Create recognition rituals

Prioritize work life balance

Compensate employees well and
give necessary benefits
Create a culture of autonomy
and agency
 SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Reward employees based on

performance and accomplishments
SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Give a challenging but

attainable work
 SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Create recognition rituals

SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Prioritize work life balance

 SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Give a proper compensation and

benefits
SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Create a culture of autonomy

and agency
 SUGGESTIONS FOR MOTIVATING
EMPLOYEES

Reward employees based on

performance and accomplishments
Give an attainable but
challenging work
Create recognition rituals

Prioritize work life balance

Give a proper compensation and
benefits
Create a culture of autonomy
and agency
THANK YOU!