LEADERSHIP AND MOTIVATING WORKERS

Prepared by: Cristine N. Quijano

fThe very concept of LEADERSHIP is

inducing others to work toward an objective.

fThis is done through proper MOTIVATION. fThis is important since high production can

result only from the cooperative and enthusiastic efforts of willing employees.

WHAT IS MOTIVATION?
MOTIVATION f hypothesized cause of behaviour. f -anchored by NEEDS that operate within an individual and GOALS in the environment which the individual moves towards or away from. f Motivation starts when a need is felt which leads to the identification of a goal that will supposedly satisfy the need. To Motivate Workers is to introduce a stimulus to achieve the desired behaviour.

fNEEDS f Needs creates tension to a person. The

amount of the tension is a function of how strong the need is. When a person is deprived of something for a significant period of time, the tension is greater. f A need with a high expectation of achieving is generally more motivating than one with only a remote chance of being satisfied.

GOAL fdiminishes once the need is satisfied. What should Managers do?
fHelp workers to attain their goals through

appropriate deeds.

THEORIES ON MOTIVATING PEOPLE

MASLOWS NEED HIERARCHY THEORY / NEED-RANKING THEORY

fdeveloped a widely adopted hierarchy of needs fhierarchy of needs -needs arranged in order of

importance under the assumption that a lower level must be satisfied before the next higher need becomes a motivating factor )

HEIRARCHY OF NEEDS

fPhysiological Needs Acquiring all

basic survival requirements such as food, water and shelter.

fSafety Needs Obtaining protection

from physical harm, illness, economic misfortune and unexpected emergencies.

fSocial Needs Securing friendships and

gaining acceptance by society.

fEgo Needs / Esteem Needs Attaining

self-Confidence and respect of others.

fSelf-Fulfillment Needs Becoming all

one is capable of becoming. Bringing out his full potential and achieving his goals to his own level of satisfaction.

fMaslow successfully identified several classes

of needs that are important source of work motivation however strict ordering in sequence in which needs are felt does not happen in reality, it depends from person to person.

HERZBERG TWO FACTOR MODEL /TWO FACTOR NEED THEORY

fSuggested that factors influencing behaviour on job

can be classified in to two categories: Maintenance Factors and Motivational Factors.

MAINTENANCE FACTOR
Factors that causes discontent when not satisfied. Needs that do not increase motivation when they are satisfied but do not detract from motivation when they are not satisfied. Usually associated with general conditions in the work environment not the work itself f Company Policies and Administration f Interpersonal Relationships f Job and Financial Security f Personal Life f Quality and Competence of Supervision f Salary Level f Work Environment f Working Conditions

MOTIVATION FACTOR
Factors that increase motivation when satisfied, but do not necessarily lower morale when not fulfilled. Usually job oriented.
f Achievement f Advancement f Recognition f Responsibility f Work f Possibility of Growth

An individual whose behaviour is influenced motivational factors is more likely to be content with less than complete satisfaction of maintenance factors, but the reverse is not true. A highly motivated person will continue to be productive when some of his work relationships are not ideal, while a person striving just to satisfy his maintenance factors is easily bothered by any deficiency in the work environment.

B.F. SKINNERS BEHAVIORALIST REINFORCEMENT MODEL

f Emphasizes on reinforcement as a powerful managerial

tool for controlling and shaping patterns of employee behaviour.

f Timing and scheduling of reinforcement is at least as

important as the absolute level of reinforcement.

f Demonstrates the vital distinction between

reinforcement and punishment.

fReinforcement Can either be positive or

negative. This focuses on the desired behaviour which gives the employee a great deal of information.
fPunishment - disrupts undesired behaviour. It

carries no informational content about the desired behaviour.The employee only knows that whatever he is doing is wrong.

Additional Reference: Industrial Organization and Management Sixth Edition By: Riggs, Bethel, Atwater, Smith and Stackman Grolier Encyclopedia

END