CHAPTER 7

MOTIVATING
ENGINEERING MANAGEMENT 303
WHAT IS MOTIVATION?
 Motivating refers to the act of “giving employees
reasons or incentives….to work to achieve
organizational objectives”.

 Motivation refers to the “process of activating

behavior, sustaining it, and directing it toward a
particular goal”.
FACTORS CONTRIBUTING MOTIVATION
 Willingness to do a job

 Self-confidence in carrying out a task

 Needs satisfaction
THEORIES OF MOTIVATION
1. Maslow’s Needs Hierarchy Theory
2. Herzberg’s Two-Factor Theory
3. Expectancy Theory
4. Goal Setting Theory
The Process of Motivation
plus
NEEDS MOTIVATION

which leads to
readiness for the next leads to
need

ACTION OR GOAL
NEED
BEHAVIOR
SATISFACTION which results to ORIENTED
Maslow’s Hierarchy of Needs
Abraham Maslow, a psychologist, theorized that human beings have five
basic needs:
1. Physiological Needs - biological needs such as food, water,
sleep, and body elimination.
2. Security Needs - safety needs like freedom from harm and
financial security.
3. Social Needs - friendship, belonging, and love.
4. Esteem Needs - positive self-image, status, respect, and
prestige.
5. Self-actualization Needs - top level, full potential, and self-
fulfillment.
Maslow’s Hierarchy of Needs

SELF-ACTUALIZATION
NEEDS

ESTEEM NEEDS

SOCIAL NEEDS

SECURITY NEEDS

PHYSIOLOGICAL NEEDS
Maslow’s Hierarchy of Needs
Relevance of Maslow’s Theory to Engineering Management:
Even if Maslow’s Theory has been largely questioned, one basic
premised cannot be discarded: a fulfilled need no longer motivates an
individual.
Herzberg’s Two-Factor Theory
Developed by Frederick Herzberg indicating that a satisfied employee is motivated
from within to work harder and that a dissatisfied employee is not self-motivated.

Two Classes of Factors:

a) Satisfiers or Motivation Factors – satisfied employee, job satisfaction
like achievement, recognition, and growth.
b) Dissatisfiers or Hygienic Factors – dissatisfied, job dissatisfaction
like supervision, salary, and work conditions.
Herzberg’s Two-Factor Theory
10
9
8
LEVEL OF
SATISFACTION
7
6
5
4
3
2
1
0 LEVEL OF NO SATISFACTION AND NO
1 DISSATISFACTION
2
3
4
LEVEL OF 5
DISSATISFACTION 6
7
8
9
10
Expectancy Theory
It is a motivation model based on the assumption that an individual will
work depending on his perception of the probability of his expectations
to happen.
Expectancy is a belief about the likelihood or probability that a
particular behavioral act will lead to a particular outcome.
Valence is the value an individual places on the expected outcomes or
rewards.
Expectancy Theory
Based on the following assumptions;
 Combination of forces within the individual and in the environment
determines behavior.
 People make decisions about their own behavior and that of
organizations.
 People have different types of needs, 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.
An Expectancy Model
Valence +
EXPECTANCY EXPECTANCY
SECONDARY
LEVEL OF
Perceived probability of Perceived probability of Valence + OUTCOME
successful receiving an outcome,
performance, given given performance (ability to purchase
FIRST-LEVEL
effort. house and lot)
OUTCOME
(compensation) Valence -

SECONDARY
LEVEL OF
EFFORT PERFORMANCE OUTCOMES OUTCOME
(ability to be with
Valence + family)
FIRST-LEVEL Valence +
OUTCOME
(recognition) SECONDARY
LEVEL OF
OUTCOME
(self-esteem)

Valence +
SECONDARY
LEVEL OF
OUTCOME
(esteem of others)
Goal Setting Theory
It refers to the process of “improving performance with objectives,
deadlines or quality standard”.
The model is drawn by Edwin A. Locke and his associates consists of
the following components:
1. Goal contents
2. Goal commitment
3. Work behavior
4. Feedback aspects
Goal Setting Theory
Consists of the following components:
a) Goal content - Challenging, Attainable, Specific and measurable,
Time limited, Relevant.
b) Goal commitment - committed to the goals they want to achieve.
c) Work behavior - direction, effort, persistence, and planning.
d) Feedback aspects - knowing how far they’ve gone and facilitates
intro of corrective measures.
How Goals Motivate and Facilitate Performance
GOAL
CONTENT

Which is
1. Challenging
2. Attainable
3. Specific and Measurable
4. Time Limited
5. Relevant

Knowledge of
Job knowledge
results
WORK and ability
(feedback)
BEHAVIOR

With
1. Direction
2. Effort
3. Persistence
4. Planning

Situational
Task Complexity
Constraints:

1. Tools
PERFORMANCE 2. Materials
3. Equipment
TECHNIQUES OF MOTIVATION
Consists of the following components:
1. MOTIVATION THRU JOB DESIGN
2. MOTIVATION THRU REWARDS
3. MOTIVATION THRU EMPLOYEE PARTICIPATION
4. OTHER MOTIVATION TECHNIQUES FOR THE DIVERSE
WORK FORCE
TECHNIQUES OF MOTVATION
TECHNIQUES OF
MOTIVATION

MOTIVATION
MOTIVATION OTHER
MOTIVATION THRU
THRU JOB MOTIVATION
THRU REWARDS EMPLOYEE’S
DESIGN TTECHNIQUES
PARTICIPATION

Fitting people Quality

to jobs Extrinsic control circles
rewards sabbaticals

WITH
1. REALISTIC JOB PREVIEWS Self-managed
2. JOB ROTATION
3. LIMITED EXPOSURE teams
Family
Intrinsic support
rewards services

Fitting jobs to
people Flexible work
WITH schedules
1. JOB ENLARGEMENT
2. JOB ENRICHMENT
MOTIVATION THRU JOB DESIGN
Job design may be defined as “specifying the tasks that constitute a job
for an individual or a group”.
Two approaches:
a) Fitting people to jobs - routine and repetitive tasks cause
dissatisfaction.
 Realistic job previews - honest explanation of job
 Job rotation - moved from one specialized job to another
 Limited exposure - worker’s exposure is limited

b) Fitting jobs to people - change job achieved through;

 Job enlargement - two or more specialized task combined into one
 Job enrichment - make jobs interesting, challenging, rewarding
MOTIVATION THROUGH REWARDS
Rewards consist of material and psychological benefits to employees
for performing tasks in the workplace.
Rewards may be classified into two categories:
1. Extrinsic- those which refer to payoffs granted to the individual by
another party.
2. Intrinsic- those which are internally experienced payoffs which are
self-granted.
MOTIVATION THROUGH REWARDS
Management of Extrinsic Rewards:
 It must satisfy individual needs
 Employees must believe effort will lead to reward
 Rewards must be equitable
 Rewards must be linked to performance
MOTIVATION THROUGH REWARDS
Some Monetary or Incentive Benefits
 Monthly pay - qualification of employees
 13th month pay - mid-year
 14th month pay - year-end
 Housing allowance – permanent employees
 Sick leave benefits - 15 days/year w/ pay
 Vacation leave benefits - “”
 Pension Plan - permanent employees
 Paid vacation trip – outstanding performance
 Health insurance - permanent employees
 Accident insurance – permanent employees
MOTIVATION THRU EMPLOYEE PARTICIPATION
When employees participate in deciding various aspects of their jobs, the
personal involvement, oftentimes, is carried up to the point where the task is
completed.

Specific activities to participate:

 Setting goals
 Making decisions
 Solving problems
 Designing and implementing organizational changes
MOTIVATION THRU EMPLOYEE PARTICIPATION
More popular approaches to participation includes:

1. Quality Control Circles

2. Self-Managed Teams
MOTIVATION THRU EMPLOYEE PARTICIPATION
More popular approaches to participation includes:

1. Quality Control Circles- a method of direct employee participation.

Its objective is to increase productivity and quality of output.

Circles consists of a “group of three to ten employees usually doing

related work, who meet at regular intervals to identify problems and
discuss their solutions”.
MOTIVATION THRU EMPLOYEE PARTICIPATION
Quality Control Circle Process:

1. Quality circle members brainstorm, gather data, and establish cause

and effect.

2. Quality circle members prepare solutions and recommendations.

3. Management considers quality circle recommendations and make

decisions.

4. Results are measured and feedback, recognition and rewards given to

quality control circle members.
MOTIVATION THRU EMPLOYEE PARTICIPATION
2. Self-Managed Teams

 Certain degree of discipline

 Autonomous work groups or high performance teams
 Take traditional managerial tasks
The Quality Control Circle Process
Quality circle members Quality circle members
brainstorm gather data, and prepare solutions and
establish cause and effect. recommendations

Results are measured and Management considers

feedback, recognition and quality circle
rewards given to quality recommendations and makes
control circle members. decisions
MOTIVATION THRU EMPLOYEE PARTICIPATION
Requisites to Successful Employee Participation Program

 Profit-sharing or gain-sharing plan

 Long term employment relationship w/ good job security

 Concerted effort to maintain group cohesiveness

 Protection of individual employee’s rights

OTHER MOTIVATION TECHNIQUES
The advent of theories on the individual differences and the biological
clock of human beings put pressure a on the engineer manager to adapt
to other motivation techniques whenever applicable:

1. Flexible work schedules

2. Family support services
3. Sabbaticals
OTHER MOTIVATION TECHNIQUES
a) Flexible work schedules
 Flextime - arrangement; determine own
arrival and departure

b) Family support services

 Day care facilities for employee’s children

c) Sabbaticals
 Given after certain no. of services
 Time for family, recreation, travel (2 months)