Employee

Motivation
d e lu na
dela paz
g utierrez
p rep ared b y: gro u p 8 yu p o
Objectives
Kn ow t he t ypes of people who t en d t o be
more mot i vated t han ot hers

Learn how t o mot i vate peopl e t h rough

goal set t ing

Un derst an d t he i mport ance of pro vid i ng

feedback

Be abl e to use operant cond it i oni ng

pr incip l es t o m oti v at e empl oyees

Un derst an d t he i mport ance of t reat ing

empl oyees fai r ly

Kn ow th e t ypes of i ndi vi dual and org ani zat i onal

i ncent i ves t h at best mot i vat e empl oyees
 MOTIVATION
T he f orce t hat dri ves
a n em pl oyee t o
pe rform we ll .
Is an Employee Predisposed to Being Motivated?

Psychologists have postulated that some employees

are more predisposed to being motivated than are
others

Researchers have found four individual differences that are

most related to work motivation:

pe rsonality

se lf-este e m

intrins ic motiva tion te nde n c y

nee d for a c hie ve ment

 P E RS ONAL ITY
M o st p sy c h o l o g i st s b e l i e v e t h a t
t h e re a re fi v e ma i n p e rso n a l i t y
d i m e n si o n

C on s c ie n tio us n e s s
Is t he be st pe rsonal i t y pr edi ct or of wor k
pe rf or mance, organi zat i onal c i t i ze nshi p
be ha vior (OCB) , and aca de mi c
pe rf or mance
 Self-Esteem
The e xte nt to which a person views
him or herself a s a valuable and
worthy individua l.

In th e 1 9 7 0 s , K o rma n (1 9 7 0, 19 7 6 ) th eo riz e d th at
e mp lo ye e s hig h in s e lf-es te e m are
m o re mo tiv ate d a n d w ill p e rfo rm b ette r th a n
e mp lo ye e s lo w in s e lf-e s te e m.

According to Korman’s consistency theor y ,

ther e is a positive corr elation between self-
esteem and performance
Three types of Self-esteem
CH RO N IC SE L F-EST EE M- T he positive or negative
wa y in whic h a pe rson vie ws himse lf or herself as a
whole

SITU ATION A L SE LF-EST EE M- The positive or

nega tive w ay in w hic h a pe rson vie ws him or herself
in a partic ular situa tion.

SO CIA LLY INFL U EN C ED SEL F-E ST EE M- The

positive or ne gative w a y in which a person views him
or he rse lf ba se d on the e xpec tations of others.
INTRINSIC MOTIVATION
Wor k motivat i on i n t he absence of
such e xter nal f act ors a s pa y,
pr omotion, and cowor ke rs

EXTRINSIC MOTIVATION
Work motivation that arises from
suc h nonpersona l fac tors as pa y,
coworkers, a nd opportuniti es for
adva nc eme nt.
NEEDS FOR ACHIEVEMENT
AND POWER
A t heory devel oped by McCl el l and (1 961) suggests t hat
emp l oyees di ff er i n t he ext ent t o whi ch they are
mot i vat ed by t he need f or achi ev emen t, affi l i at i on, and
po wer.

N ee d for achie vem ent- A cco r ding t o tr a it theor y, t he

ex tent to w hi ch a per s on de si r es to b e s ucc ess f ul .

N e ed for affi liat ion- The exte nt t o w hic h a pe r so n

de sires to be ar ound ot her pe ople .

N e ed for pow er- A ccor di ng to tr ai t the or y, t he e xtent to

w hi ch a person de si r es t o be in cont r ol of other people
 Are Employees Effectively Involved
in Self-Regulating Behavior?

Se lf-regulation A theory that employees can be

motivated by monitoring their ow n progress
toward the goals they set a nd adjusting their
behavior to reach those goal s.

The ex t ent t o whi ch an empl oyee wi ll be su ccessful d epends o n

t he empl oyee’s abi l it y to wi sely sel ect and set g oal s as wel l as
hi s or h er abi l i ty t o mo nit o r and adj ust goal s.
HAVE T HE E M PL OYE E 'S VAL UE S &
E XPEC TAT I ONS B E E N M E T
Job Expectation
•It is what an employer expects from someone performing a job and is usually
listed as part of a job description.

• A discrepancy between what an employee expected a job to be like and the

reality of the job can affect motivation and satisfaction.

• Employees compare what the organization promised to do for them with what
the organization actually does. If the organization does less than it promised,
employees will be less motivated to perform well and will retaliate by doing
less than they promised (Morrison & Robinson, 1997).

• It is important that applicants be given a Realistic Job Preview (RJP) Being

honest about the negative aspects of a job may reduce the applicant pool, it
decreases the chances of hiring a person who will later lose motivation or
become dissatisfied.
Job Characteristics
• Employees want jobs that are meaningful, allow them to be
personally responsible for the outcome of their work, and provide
them with feedback on the outcomes of their efforts (Hackman &
Oldham, 1976).

• If there is a discrepancy between the extent to which a job

provides these three outcomes and an employee’s need for these
outcomes, the employee will be less motivated.

• According to this theory, jobs have motivational potential if

they allow employees to use a variety of skills and connect their
efforts to an outcome that has meaning, is useful, or is
appreciated by coworkers and others in society.
N E E D S , VA L U E S & WA N T S

A dis c rep a nc y b et w ee n an e mp lo ye e’s ne e ds , v a lu es , an d

wan t s a nd w ha t a j ob offers c an al so le ad to lo w l ev e ls of
moti v at io n an d s at isf ac tio n
(M or ris & C amp io n, 2 0 03 )
MASL OW'S HIERARCHY OF NE E DS

Ab ra h a m Ma s l o w b e l i e v e d t h a t
e m pl o y e e s wo u l d b e m o t i v a t e d
by a n d s a t i s fi ed wi t h t he i r j o bs
a t a n y g i v e n po i nt i n t i m e i f
c e r t a i n n e e d s we re m e t .

Ac c o r d i n g t o h i m , t he r e a re fi ve
m a j o r t y p e s of n e e d s a nd t h a t
t h e s e n e e d s ar e hi e r ar c h i c a l ,
l o we r-l e v e l n e e ds mu s t be
s a t i s fi e d be f or e a n i n di vi dua l
wi l l b e c o nc e r n e d wi t h t h e ne x t
level of needs.
 Ma slow ’s fi ve ma jor ne eds are: Biolog ical needs, Safety needs, Social
ne e ds, Eg o needs and Self-actualization needs.

1 . B a si c bi ol ogi c a l ne e ds/ Physi ol ogica l ne eds- Maslow thought tha t an

i ndi vi du a l fi rst se e k s t o sa t i sfy basic biol ogi ca l ne eds for food, a ir,
wa t e r, a n d she l t e r.

2 . Sa fe t y n e e ds- T h e se c on d ste p in Maslow’s hi era rc hy, conc erning the

n e e d fo r se c ur i t y, st a b i l i t y, a nd physic al saf ety.

3 . Soc i a l n e e ds/ L o ve a nd B e longing- T he third st ep i n Masl ow’s

h i e ra r c hy, c o nc e r ni n g t h e ne ed t o inter ac t wi th ot he r pe ople.

4 . E go n e e ds/ E st e e m - Th e f our th st ep i n Masl ow’s hie rarc hy, conc erning

t he i n di vi d ua l ’s ne e d fo r re cogni tion and succ ess.

5 . Se l f -a c t u a l i z a t i o n Ne e ds- T he f ift h ste p in Ma sl ow’s hie ra rchy,

c on c e rni ng t he n e e d t o r e a l i z e one’s potentia l.
 ERG THEORY
Because of the technical problems with Maslow’s hierarchy, Clayton Paul Aldefer (1972)
developed a needs theory that has only three levels which describes three levels of satisfaction:
existence, relatedness, and growth.

E XIS TE NC E - It re fe rs t o o ur m o st b as i c hu m a n
su rvi va l ne e ds . Th i s c at eg o ry i nc l u d es foo d , wa t e r,
sh e l t e r, go o d h ea l t h , a n d a s e ns e of s ec u ri t y. T he s e
a re b roa d l y c l a s si fi e d a s o u r b a s i c p hy s i o l og i c a l a n d
sa fet y n ee d s.

R EL AT ED NES S - It re fe rs t o o u r n e ed t o c on n ec t wi t h
o t h er s a nd t he rel a t i o ns h i p s we ha v e. Pe o pl e ne e d t o
i nt e rac t i n o rde r t o b e h ap p y, p o s i t i ve , a n d c on t e nt .

G R OW T H- It re fers t o o ur d es i re fo r p e rso n al
d e ve l o pm en t , t o b e c re a t i v e, an d t o do m ea n i n gfu l
w o rk .
 TWO-FACTOR THEORY

The two-factor motivation theory,

otherwise known as Herzberg’s
motivation-hygiene theory argues that
there are separate sets of mutually
exclusive factors in the workplace that
either cause job satisfaction or
dissatisfaction.

Herzberg believed that job-related factors

could be divided into two categories:
hygiene factors and motivators
 TWO-FACTOR THEORY
• Hygiene factors- Dissatisfying factors are labeled
as hygiene factors since they are part of the context
in which the job was performed. Common factors
include work conditions, company policies,
supervisions, salary, safety, and security

.• Motivators- Satisfying factors were labeled as

motivators. Motivators are factors that are intrinsic
to the job. Common factors include personal
recognition, achievement, engaging work,
meaningful responsibilities, career advancement,
and opportunities for personal growth.
Do Employees Have Achievable Goals?

GOAL SETTING
A m et hod of i ncreasi ng perform ance i n whi ch
empl oyees are gi ven speci fi c perform ance goal s
t o ai m for.
Goals must have certain characteristics in order for goal setting to be most effective.
the characteristics SMART stands for:

S M
SPECIFIC
Goals help guide how
we behave and think
by creating and
clarifying priorities.
A ATTAINABLE
MEASURABLE This taps into reality – is the goal
This allows goals to be realistic? Can it be achieved within
the time frame given? Can it be
tracked, to ensure achieved based on the employee’s
progress is being made knowledge, skills, abilities,
toward goal interests, strengths, weaknesses,
and motivations? Can it be
achievement.
achieved at all?

R RELEVANT
Is the goal relevant to an
individual’s role and
responsibilities? Relevant to their
capabilities and growth potential?
Relevant to their training? Relevant
to your team?
T TI ME B O UN D
Em p l oy e e s n e e d t o kn o w
b y wh a t d a te a g o a l
n e e ds to b e
a c c o m p li sh e d .
 Employee Participation

Employee participation is the

strength of the mental and
emotional connection that
employees feel toward the work
they do.
 Are Employees Receiving Feedback on
Their Goal Progress?

feedb ack should be provi ded t o empl oyees

o n t hei r progress in reachi ng thei r goals

Fe ed b a ck is c o ns t ru ct i ve wh e n i t is g i v en
po s it i ve ly w it h th e go a l of en co u rag in g
an d r e in fo r ci n g p o si ti v e be h av i or.
 A re Emp l oy ees
R ewar ded f or Ach iev i n g
Go als ?
 As a result, organizations offer incentives for a wide variety of
employee behaviors, including working overtime or on
weekends, making suggestions, referring applicants, staying
with the company (length-of-service awards), coming to work
(attendance bonuses), not getting into accidents, and performing
at a high level.

Oper ant co nd ition ing is a t y pe o f l ear n i ng bas e d o n t h e

ide a that h um ans le arn t o be hav e i n wa ys t h at wi l l r es ul t i n
favorab le ou tcom es an d l e ar n n ot to beh ave i n way s t ha t
re sul t in unf avor a bl e o ut co mes .
 Six fa c to rs m u st be c o n sid e r e d i n
d e t e rm in in g th e e ff e c ti v e n e ss o f
i nc e n ti v e p r o g r a m s:

• Ti mi n g o f t h e i n ce n t iv e
• Co n t i n g en c y o f t h e c o n se q u en c es
• Ty p e o f i n ce n ti v e u s ed
• Use o f in d i v i d u al - b as ed v e r su s
g r o u p - b as ed i n ce n t iv e s
• Use o f p o si ti v e in c en t iv e s ( r e war d s)
v er su s n eg a ti v e in c e n ti v e s
( p u n is h me n t )
• Fa ir n e ss o f t h e r e wa r d sy st em
( eq u i t y )
 Ti mi ng o f t he I nce n ti ve
Re se arch indicates that a
re in fo rc er or a pu nisher is mo st
e ffe c t iv e if it occurs soon after
the p e rfo rmance of the beh avior.
Un fo rtu n ately, if the timi ng of the
i n c e ntive is too long , the
effe c t iv eness of the incentive to
i mp rov e performance will be
hindered.
Ex a mp l e : if you received tip after
se rving a customer.
Con tin gen cy of the C ons equ enc es
If it is no t p o ssi b l e t o
immedia t el y r ewar d o r
pun ish a be h av i o r, i t sh o u l d
a t le as t be mad e cl e ar t h a t
the employ ee u nd er st an d s
the be havio r s t h at b ro u g h t
re wa rd o r p u n i sh me n t .
 Typ e o f In c e n t i ve U sed

Ob vi ou sl y, i t is imp ort a n t to reward empl oy ees fo r prod uc ti v e

work b eh avi or. B ut , a s you l earne d i n t he d i scussi o n o f Masl o w’s
h i e rarchy, d iffe re nt e mp lo yee s hav e d i fferen t va lu es, wh i ch i s wh y
sup ervi so rs sh ou l d h a ve acce ss t o a nd be trai n ed t o ad mi n is te r
d i ffe re nt t yp es o f rei n forcers.

A g oo d ex ampl e of t h e use of a vari et y of i nce nt i ves c an be fo und

a t L a Port e Ho sp i ta l. As part o f t hei r award -wi nn in g “C aug ht Yo u
C arin g” prog ra m, L a Port e u se s pu bl i c re cogn i ti o n, gi ft
c e rti fi cat es, sma l l gi ft s, an d a va ri et y of o t her award s t o reward
empl o yee s wh o e ng a ge i n ex cel l ent p at i ent c are. T hi s u se o f
re wards is on e of t h e re a so ns th at L a Po rte ha s a t urno v er ra te of
o nl y 4% i n a n i ndu st ry t ha t has an 1 8% nat i on al t urno ver rat e
(R en k, 200 4).
 A . Prema c k Pri nc i pl e

• An interesting method of providing ince ntives

that me et the individual needs of eac h e mployee
ste ms from the Premack Princ iple , which refe rs
to the idea tha t reinfo rce me nt is relative both
within an individual and betwee n ind ividuals.
• Re inforcement hierarchy , a rank-ordered list of
re inforce rs for an individual.
• In a n e xample from the rese arch literature,
Welsh, B ernstein, and L uthans (1992)
demonstrate d the effectiveness of the Premack
Princ iple with employees a t a fast-food
re stauran t. Employees whose errors decreased in
a given day w ere re warded by being a llow ed to
work at the ir fa vorite workstation (e.g. , co oking
fries ve rsus flipp ing burgers). T his use of the
Premack Principle resulted in a de crease in
employee errors.
 B. Financial Re wards

Al l fi na nc ia l m e a ns of pa y
provi de d by a n Employe r to a n
Em pl oy e e in re turn for the ir
i ndi vidua l e ff ort a nd
c ont ri bution, skills, a nd work
do ne .
 C. R ecognition
• R at her t han provi ding fi nanci al
i ncen t iv es, many organizat i on s
rew ard emp loyee behavi or t hrou g h
reco gn i ti o n programs .
• Info rmal recognit i on programs, call ed
soci al reco gni t i on, can prove to b e
t remen do us sources of em pl oyee
mo t i vat i on .

D. Travel
Many organi zations ar e off er ing tr avel a wards
r ather than f i nancial r ewar ds . For exam ple ,
ever y executive at McDonald’s i s allowed to
nom inate high- per f orm i ng em pl oyees f or a
c hance to spend a week in one of the company’s
condos in Ha waii, Flor ida, or Lake Tahoe,
Nevada.
In d iv id ual-Bas ed Versu s Gr ou p -
Based In cen tiv es
I n cen tives c an be g iv en f or eith er in d iv id u a l p e r fo r ma n ce o r g r o u p
p er f or m anc e.

Individual Inc e nti ve Pla ns

• I n d ivi du al e mp loye e is pa id inc e n t iv e o n th e b as is o f
i n d i vid ua l p er f or m a nc e or o utpu t. T h e e m p lo y e rs a re lia b le t o
p ay in ce nt ive s to t hos e em pl oye e s w h o a r e p r o d u c in g mo r e
t h a n th e sta n da rd ou tpu t.
• T h e r e ar e th r ee m a in p r obl em s as so c ia t ed w it h in d iv id u al
i n c e ntiv e pla ns .
• T h e tw o m ost co m mo n i ndiv idu al in ce n t iv e p la n s a r e p a y f o r
p er f or ma nc e a nd m e r it pa y.

• P a y f o r pe r f or m an ce i s a sy ste m in w h ich e mp lo y ee s ar e p a i d
o n t he ba sis of ho w m uc h t he y i nd i v id u a lly p r o d u c e .
• M e r it pa y is an in ce nt ive p la n in w h ich e mp lo y ee s r ec e iv e p a y
b o n u se s ba s ed on p e rf or ma nc e a pp ra i sal sc o r e s.
 Gr o u p I n c en t iv e Pl a n s

Group inc e ntive pl ans inc lude inc enti viz ing the
ent ire group of w o rke rs . E ac h me mbe r of the
group ge ts aw a rde d bas e d on the per form a nce of
the ir group un der this ar ra nge me nt.

a) Profit sha ring

Profit sha ring wa s deve loped in the United
Stat es by A lbe rt G a llat in way back in 1794
(Hende rson, 20 06). As i ts name implies, profit-
sharing progra ms provide employees with a
perc e nta ge of profits above a certain amount.
c) S t ock opt i ons

• A group inc enti ve met hod in which em ployee s are

g iven the opt ion of buying stock in the fut ure at
the price of the st ock when the options were
g rant ed.

• Although st ock options represent t he most

compl icate d orga nizat ional i ncentive pl an, the
2 010 National Associ ation for Stock Pl an
Profe ssi onals/Deloit te consul ting survey indi cates
they are offered t o all private sect or empl oye es by
more than 25% of com panies.
b) G ain Sh a ring

• A group incentive system in which employees are paid a bonus based

on improvements in group productivity.
• Used by about 11% of organizations (Mercer Consulting, 2005), gain
sharing ties group wide financial incentives to improvements (gains) in
organizational performance. Though the first gain sharing program was
developed back in 1935 by the Nunn-Bush Shoe Company in
Milwaukee, gain sharing has become popular only since the 1970s
(Gowen, 1990).
• Baseline, the level of productivity before the implementation of a gain
sharing plan.
 Expectancy Theory
t he b eli ef t hat an in di vi du al ch oo ses th eir b eh av ior s base d on wh at th ey
b el ieve l ead s t o th e m ost b enef icial o utcome. This theo r y is d epen d ent
o n h ow mu ch v alu e a per so n p laces o n diff er en t m oti va tio ns.

T h re e c o m p o n e n t s o f Ex p e c t a n c y T h e ory

Ex p e c ta n c y Instru men ta lity Val enc e

 Reward Versus
Punishment
the belief that an indivi dual
choose s their behaviors based on
w ha t they beli eve le ads to the
most beneficial outc ome. This
the ory is dependent on how muc h
va lue a person place s on di ffere nt
motivations.
Are Rewards and Resources Given Equitably?

EQUITY THEORY
de velo ped b y Joh n S tacey A d am s
in 1 96 0 's

A theory of job
satisfaction stating that
employees will be
satisfied if their ratio of
effort to reward is
similar to that of other
employees.
Th re e co m po ne nt s i n vol v ed i n t he p er cep t i on o f
fa irne ss ; In pu t s, Out pu t s, a nd I np ut / ou t pu t r at i o

INPUT S O U T PU T S IN P U T /O U T P U T
R AT I O

I n e qui t y t h eo r y, In eq ui ty t heo ry, T he ratio o f ho w

mu ch em p lo ye es
t he el em en t s w hat emp lo ye es b eliev e th ey p ut in to
th at e mp l oye es g et f ro m th ei r their jo b s
p ut jo bs. to h o w m u ch th ey
i nt o th ei r j ob s . b elieve they
g et f rom th eir jo b s.
 ARE OTHER EMPLOYEES MOTIVATED?

Integration of motivation theories

From the discrepancy and needs theories, we

will be motivated in our jobs if the job itself
and the organization meet our expectations,
values and satisfy our needs.

From goal-setting, employees who have

understand and agree to goals will be more
motivated than those without goals.

From expectancy and goal-setting theory, we

know that the goals must be challenging but
reasonable.
Fr om op er ant learning an d e xpectancy th eories,
it is clea r t hat extrinsi cally motivate d pe ople
wi ll b e mor e moti vated if behavi or re sults in a
re w ard.

Fr om th es e same t wo t heories plus d iscrepancy

th eo ry, the needs the ories and the Prema ck
prin ciple, w e know that rewar ds mu st ha ve
valu e to th e emp loyee to be motivatin g.

Fr om equi ty theory, re wards that are val ued w ill

be motiva ting only if they are giv en in a n
equi table w ay.

Soc ial influen ce th eory tells us that if othe r

empl oyees are motivate d, ther e is an in creased
prob ability tha t we w ill m ode their behavior
and be moti vated.
 You don't build a
BUSINESS
You build PEOPLE
and then PEOPLE
BUILD the business
 Reporters:

Abegail Dela Paz Ma. Angiela Mae Mary Rose Yupo Angelica Ruzzel De
Gutierrez Luna