MOTIVATING
Productivity has always been
a serious concern of the
management of firms.
If it improves, it means
greater chances for the
company to grow more stable.
Higher productivity is not a random
outcome but stems from the diligent,
efficient, and intelligent efforts of
employees. Motivation plays a crucial
role in fostering willingness among
employees.
In situations where the cost of
other production factors
threatens a firm's viability, labor
remains a pivotal factor that can
potentially rescue the company
from financial challenges.
Productivity has always
been a serious concern of
Higher productivity is not a random In situations where the cost of
the management of firms.
outcome but stems from the diligent, other production factors
If it improves, it means
efficient, and intelligent efforts of threatens a firm's viability, labor
greater chances for the
employees. Motivation plays a crucial remains a pivotal factor that can
company to grow more
role in fostering willingness among potentially rescue the company
stable.
employees. from financial challenges.
Productivity has always
Higher productivity is not a random
been a serious concern of
outcome but stems from the diligent, In situations where the cost of
the management of firms.
efficient, and intelligent efforts of other production factors
If it improves, it means
employees. Motivation plays a crucial threatens a firm's viability, labor
greater chances for the
role in fostering willingness among remains a pivotal factor that can
company to grow more
employees. potentially rescue the company
stable.
from financial challenges.
Motivating refers to the act
of "giving employees
reasons or incentives... to
work to achieve
organizational objectives."
Motivation, on the other
hand, refers to the "process
of activating behavior,
sustaining it, and directing
it toward a particular goal."
FACTORS CONTRIBUTING TO
MOTIVATION
01 02 03
Self-confidence in Needs satisfaction.
Willingness to do a carrying out a task. People will do their
job. People who like When employees feel
that they have the
jobs well if they feel
what they are doing that by doing so,
required skill and
are highly motivated training to perform a their needs will be
to produce the task, the more motivated satisfied.
expected output. they become.
FACTORS CONTRIBUTING TO
MOTIVATION
01 02 03
Self-confidence in Needs satisfaction.
Willingness to do a carrying out a task. People will do their
job. People who like When employees feel
that they have the
jobs well if they feel
what they are doing that by doing so,
required skill and
are highly motivated training to perform a their needs will be
to produce the task, the more motivated satisfied.
expected output. they become.
FACTORS CONTRIBUTING TO
MOTIVATION
01 02 03
Self-confidence in Needs satisfaction.
Willingness to do a carrying out a task. People will do their
job. People who like When employees feel
that they have the
jobs well if they feel
what they are doing that by doing so,
required skill and
are highly motivated training to perform a their needs will be
to produce the task, the more motivated satisfied.
expected output. they become.
 THEORIES OF
MOTIVATION
01 02 03 04
04
Herzberg's Expectancy Goal
Maslow's theory setting
two-factor
Hierarchy of theory
Needs Theory theory
THEORIES OF
MOTIVATION
01 02 03 04
Herzberg's Expectancy Goal
Maslow's theory setting
two-factor
Hierarchy of theory
Needs Theory theory
THEORIES OF
MOTIVATION
01 02 03 04
Herzberg's Expectancy Goal
Maslow's setting
two-factor theory
Hierarchy of theory
Needs Theory theory
THEORIES OF
MOTIVATION
01 02 03 04
Herzberg's Expectancy Goal
Maslow's
two-factor theory setting
Hierarchy of
Needs Theory theory theory
Maslow's Hierarchy of Needs Theory

01 02
Goal setting
theory

Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are: physiological,
security, social, esteem, and self-actualization. These needs are hierarchical, which means, one need will have to be
satisfied first before the other need.
Maslow's Hierarchy of Needs
Theory
01
Physiological
02
Needs.

Those that are concerned

with the biological needs
like food, drink, rest, and
sex falls under this
category. These needs take
priority over the other
needs.
Maslow's Hierarchy of Needs
Theory
01 02Security Needs.
After satisfying the
physiological needs, people
will seek to satisfy their
safety needs, these needs
include freedom from harm
coming from the elements or
from other people, financial
security which may be
affected by loss of job or
breadwinner in the family,
etc.
Maslow's Hierarchy of Needs
Theory
01 02 Social Needs

After satisfying his

physiological and
security needs, the
employee will now
strive to secure love,
affection, and the need
to be accepted by peers.
Maslow's Hierarchy of Needs
Theory
01 02 Esteem Needs.

The fourth level of

needs is called esteem
needs and they refer to
the need for a positive
self-image and self-
respect and the need to
be respected by others.
Maslow's Hierarchy of Needs
Theory
01
Self-Actualization 02
Needs.

The fifth and the

topmost level needs in
the hierarchy are called
self- actualization needs
and involve realizing
our full potential as
human beings and
becoming al that we are
able to be.
Relevance of Maslow's to
Engineering Management
01 02
While Maslow's theory of needs
has faced scrutiny, a fundamental
premise holds true: a fulfilled
need ceases to motivate an
individual. In such cases,
managers must identify unmet
needs and develop strategies to
motivate subordinates by
creating a work environment that
addresses these unfulfilled
needs.
Figure 7.2 Maslow's Hierarchy of
Needs
01 02
 01 02

The fifth and the

topmost level needs in
the hierarchy are called
self- actualization needs
and involve realizing
our full potential as
human beings and
becoming al that we are
able to be.
Herzberg's Two-Factor Theory
01Satisfied
satisfied employees
mentioned the following
factors called satisfiers or
motivation factors)
responsible for job
satisfaction: achievement,
recognition, work itself,
responsibility, advancement,
and growth
Dissatisfied
The fifth and the topmost
level needs in the
hierarchy are called self-
actualization needs and
involve realizing our full
potential as human beings
and becoming al that we
are able to be.
Herzberg's Two-Factor Theory

01 Dissatisfied

Dissatisfied employees
satisfied employees
mentioned the following
mentioned the following
factors (called dissatisfiers or
factors called satisfiers or
hygiene factors) as
motivation factors)
responsible for job
responsible for job
dissatisfaction: company
satisfaction: achievement,
policy and administration,
recognition, work itself,
supervision, relationship with
responsibility, advancement,
peers, personal life, and
and growth
relationship with subordinates,
status, and security.
Expectancy
Theory
01
is a motivation model The theory poses the idea that
based on the assumption motivation is determined by
expectancies and valences.
that an individual will Expectancy is a belief about
work depending on his the likelihood or probability
perception of the that a particular behavioral
probability on his act. Valence is the value an
expectations to happen. individual places on the
expected outcomes or
rewards.
Expectancy
Theory
01
is a motivation model The theory poses the idea that
based on the assumption motivation is determined by
expectancies and valences.
that an individual will Expectancy is a belief about
work depending on his the likelihood or probability
perception of the that a particular behavioral
probability on his act. Valence is the value an
expectations to happen. individual places on the
expected outcomes or
rewards.
Expectancy theory is based on the following
assumptions:

01 02 03 04
A combination of
People have People make choices
forces within the People make
different types of among the alternative
individual and in decisions about
needs, goals, and behaviors based on
the environment their own behavior
desires. the extent to which,
determines and that of they think a certain
behavior. organizations. behavior will lead to a
desired outcome.
Expectancy theory is based on the following
assumptions:

01 02 03 04
A combination of
People make People have People make choices
forces within the
decisions about different types of among the alternative
individual and in
their own behavior needs, goals, and behaviors based on
the environment
and that of desires. the extent to which,
determines
organizations. they think a certain
behavior.
behavior will lead to a
desired outcome.
Expectancy theory is based on the following
assumptions:

01 02 03 04
A combination of
People make People make choices
forces within the People have
decisions about among the alternative
individual and in different types of
their own behavior behaviors based on
the environment
and that of needs, goals, and the extent to which,
determines
organizations. desires. they think a certain
behavior.
behavior will lead to a
desired outcome.
Expectancy theory is based on the following
assumptions:

01 02 03 04
A combination of People make choices
forces within the People make People have among the alternative
individual and in decisions about different types of behaviors based on
the environment their own behavior needs, goals, and the extent to which,
determines and that of desires. they think a certain
behavior. organizations.
behavior will lead to a
desired outcome.
Goal Setting
Theory
Goal setting refers to the process
of "improving performance with
objectives, deadlines or quality
standard." When individuals or
groups are assigned specific
goals, a clear direction is
provided and which later
motivates them to achieve these
goals
The goal setting model drawn by Edwin A. Locks and his
associates consists of the following components:

01 02 03 04
Goal
A combination of
forces within the People make People have
People make choices
among the alternative
content
individual and in
the environment
decisions about
their own behavior
different types of
needs, goals, and
behaviors based on
the extent to which,
determines and that of desires. they think a certain
behavior. organizations. behavior will lead to a
desired outcome.
The goal setting model drawn by Edwin A. Locks and his
associates consists of the following components:

01 02 03 04
Goal
A combination of
forces within the
Goal
People have
People make choices
among the alternative
content
individual and in commitment different types of behaviors based on
the environment needs, goals, and the extent to which,
determines desires. they think a certain
behavior. behavior will lead to a
desired outcome.
The goal setting model drawn by Edwin A. Locks and his
associates consists of the following components:

01 02 03 04
Goal
A combination of
forces within the
Goal Work People make choices
among the alternative
content
individual and in commitment behavior behaviors based on
the environment the extent to which,
determines they think a certain
behavior. behavior will lead to a
desired outcome.
The goal setting model drawn by Edwin A. Locks and his
associates consists of the following components:

01 02 03 04
Goal
A combination of
forces within the
Goal Work Feedback
content
individual and in commitment behavior aspects
the environment
determines
behavior.
Goal Content
Feedback provides the
To be sufficient in
content, goals must be
02
When individuals or groups
are committed to the goals 03
Goals influence behavior in terms
of direction, effort, persistence, 04
individuals with a way of
knowing how far they have
gone in achieving objectives.
challenging, attainable, and planning. When an individual
they are supposed to achieve,
Feedback also facilitates the
specific and there is a chance that theyis provided with direction,
performance is facilitated. In introduction of corrective
measurable, time- will be able to achieve them. measures whenever they are
trying to attain goals that are
bound, and relevant. Goal commitment found to be necessary.
already indicated, the individual is
provided with a direction to exert
more effort.
 Goal
Commitment
To be sufficient in
content, goals must be 02
When individuals or groups
are committed to the goals
challenging, attainable, they are supposed to achieve,
specific and there is a chance that they
measurable, time- will be able to achieve them.
bound, and relevant. Goal commitment
Feedback provides the
of direction, effort, persistence, 04
Goals influence behavior in terms individuals with a way of
03 knowing how far they have
and planning. When an individual gone in achieving objectives.
is provided with direction, Feedback also facilitates the
introduction of corrective
performance is facilitated. In
measures whenever they are
trying to attain goals that are
already indicated, the individual is found to be necessary.
provided with a direction to exert
more effort.
 Work Behavior
Feedback provides the
To be sufficient in
content, goals must be 02
When individuals or groups
are committed to the goals of direction, effort, persistence, 04
Goals influence behavior in terms individuals with a way of
03 knowing how far they have
challenging, attainable, they are supposed to achieve, and planning. When an individual gone in achieving objectives.
is provided with direction, Feedback also facilitates the
specific and there is a chance that they introduction of corrective
performance is facilitated. In
measurable, time- will be able to achieve them. measures whenever they are
trying to attain goals that are
bound, and relevant. Goal commitment already indicated, the individual is found to be necessary.
provided with a direction to exert
more effort.
 Feedback Aspect
Feedback provides the
To be sufficient in
content, goals must be 02
When individuals or groups
03
Goals influence behavior in terms
are committed to the goalsof direction, effort, persistence,
04
individuals with a way of
knowing how far they have
challenging, attainable, they are supposed to achieve,
and planning. When an individual gone in achieving objectives.
specific and there is a chance that they is provided with direction, Feedback also facilitates the
measurable, time- will be able to achieve them.performance is facilitated. In introduction of corrective
bound, and relevant. Goal commitment trying to attain goals that are measures whenever they are
already indicated, the individual is found to be necessary.
provided with a direction to exert
more effort.
Figure 7.1 The Process of Motivation

NEEDS MOTIVATION

NEED ACTION OR GOAL-

SATISFACTION DIRECTED BEHAVIOR
Figure 7.1 The Process of Motivation

NEEDS MOTIVATION

NEED ACTION OR GOAL-

SATISFACTION DIRECTED BEHAVIOR
Figure 7.1 The Process of Motivation

NEEDS MOTIVATION

NEED ACTION OR GOAL-

SATISFACTION DIRECTED BEHAVIOR
Figure 7.1 The Process of Motivation

NEEDS MOTIVATION

NEED ACTION OR GOAL-

SATISFACTION DIRECTED BEHAVIOR
Figure 7.1 The Process of Motivation

NEEDS MOTIVATION

NEED ACTION OR GOAL-

SATISFACTION DIRECTED BEHAVIOR
TECHNIQUES OF
MOTIVATION

01 02 03 04
Motivation
A combination of . motivation motivation other motivation
through job
forces within the
individual and in through through techniques for the
design
the environment rewards employee diverse work
determines force
behavior. participation
TECHNIQUES OF
MOTIVATION

01 02 03 04
motivation
A combination of Motivation motivation other motivation
forces within the
through
individual and injob through through techniques for the
the environment rewards employee diverse work
design
determines
participation force
behavior.
TECHNIQUES OF
MOTIVATION

01 02 03 04
motivation
A combination of Motivation motivation other motivation
forces within the
through through
through
individual and injob techniques for the
the environment rewards employee diverse work
design
determines
participation force
behavior.
TECHNIQUES OF
MOTIVATION

01 02 03 04
motivation
A combination of Motivation motivation other motivation
forces within the
through through
through
individual and injob techniques for the
the environment rewards employee diverse work
design
determines
participation force
behavior.
TECHNIQUES OF
MOTIVATION

01 02 03 04
motivation
A combination of Motivation motivation Other motivation
forces within the
through through
through
individual and injob techniques for the
the environment rewards employee diverse work
design
determines
participation force
behavior.
MOTIVATION THROUGH JOB DESIGN
Fitting People to Jobs. Routine and repetitive tasks make worker suffer from chronic dissatisfaction. To
avoid this, the following remedies may be adapted:

01 02 03
A combination of
forces within the Job rotation where Limited exposure -
Realisticandjobin previews
individual
people are moved where a worker's
- where
the management
environment
determines
provides honest periodically from one exposure to a highly
behavior.
explanations of what a specialized job to fragmented and
job entails. another tedious job is limited.
MOTIVATION THROUGH JOB DESIGN
Fitting People to Jobs. Routine and repetitive tasks make worker suffer from chronic dissatisfaction. To
avoid this, the following remedies may be adapted:

01 02 03
A combination of
forces within the Job rotation where Limited exposure -
Realisticandjobin previews
individual
people are moved where a worker's
- where
the management
environment
determines
provides honest periodically from exposure to a highly
behavior.
explanations of what a one specialized job fragmented and
job entails. to another tedious job is limited.
MOTIVATION THROUGH JOB DESIGN
Fitting People to Jobs. Routine and repetitive tasks make worker suffer from chronic dissatisfaction. To
avoid this, the following remedies may be adapted:

01 02 03
A combination of
forces within the Job rotation where Limited exposure -
Realisticandjobin previews
individual
people are moved where a worker's
- where
the management
environment
determines
provides honest periodically from exposure to a highly
behavior.
explanations of what a one specialized job fragmented and
job entails. to another tedious job is
limited.
MOTIVATION THROUGH JOB DESIGN
Fitting Jobs to People. Instead of changing the person, management may consider changing the job. This
may be achieved with the use of the following:

01 02
A combination of
forces within the Job rotation where
Job enlargement
individual and in - where people are moved
the environment
two or more specialized
determines periodically from
tasks in a work flow
behavior.
sequence is combined one specialized job
into a single job. to another
MOTIVATION THROUGH JOB DESIGN
Fitting Jobs to People. Instead of changing the person, management may consider changing the job. This
may be achieved with the use of the following:

01 02
A combination of
forces within the Job enrichment -
Job enlargement
individual and in - where where efforts are
the environment
two or more specialized
determines made to make jobs
tasks in a work flow
behavior. more interesting,
sequence is combined
into a single job. challenging, and
rewarding.
MOTIVATING THROUGH REWARDS

Extrinsic Intrinsic
Those that refer
A combination of
Those which are
to payoffs
forces within the
individual and in
internally
granted to the
the environment
determines
experienced
behavior.
individual by payoffs which
another party are self-granted
MOTIVATING THROUGH REWARDS

Extrinsic Intrinsic
Those that refer
A combination of Those which are
forces within the
to payoffs
individual and in internally
the environment
determines granted to the experienced
behavior.
individual by payoffs which
another party are self-granted
Motivation through Employee
Participation

01 02 03 04
Setting
A combination of Making Solving designing and
forces within the
decisions problems implementing
goals
individual and in
the environment organizational
determines changes
behavior.
Motivation through Employee
Participation

01 02 03 04
Setting
A combination of Making Solving designing and
forces within the
decisions problems implementing
goals
individual and in
the environment organizational
determines changes
behavior.
Motivation through Employee
Participation

01 02 03 04
Setting
A combination of Making Solving designing and
forces within the
decisions problems implementing
goals
individual and in
the environment organizational
determines changes
behavior.
Motivation through Employee
Participation

01 02 03 04
Solving Designing and
Setting
A combination of Making implementing
forces within the
decisions problems
goals
individual and in
the environment
organizational
changes
determines
behavior.
The more popular approaches to
participation include the following:

02
01
A combination of
Quality
forces within the Quality
individual and in
the environment control control
determines
behavior. circles circles
Quality Control
Self-managed teams.
Circles.
When workers have reached a
A method of direct
certain degree of discipline, they
employee participation is may be ripe for forming self-
the quality control circle
A combination of managed teams. Also known as
(QCC).
forces withinThe
the objective of autonomous work groups or high
the QCC
individual is to increase
and in performance teams, self-managed
the environment teams "take on traditional
productivity and quality
determines managerial tasks as part of their
behavior. of output. normal work routine."
Quality Control Self-managed
Circles. teams.
When workers have reached a
A method of direct certain degree of discipline, they
employee participation is may be ripe for forming self-
the quality control circle
A combination of managed teams. Also known as
(QCC).
forces withinThe
the objective of autonomous work groups or high
the QCC
individual and inis to increase performance teams, self-managed
the environment teams "take on traditional
productivity and quality
determines managerial tasks as part of their
behavior. of output. normal work routine."
Requisites to Succeed Employee
Participation Program

01 02 03 04
Solving Designing and
Acombination
A profit-sharing
of Making implementing
forces within the
or gains haring
individual and in decisions problems organizational
plan
the environment changes
determines
behavior.
Requisites to Succeed Employee
Participation Program

01 02 03 04
A concerted effort Designing and
Acombination
A profit-sharing
of A long term
forces within the employment to build and implementing
or gains haring
individual and in organizational
relationship with maintain group
plan
the environment
cohesiveness changes
determines good job security
behavior.
Requisites to Succeed Employee
Participation Program

01 02 03 04
Acombination
A profit-sharing
of A long term A concerted effort Protection of the
forces within the
or gains haring employment to build and individual
individual and in relationship with maintain group employee's rights
plan
the environment
cohesiveness
determines good job security
behavior.
Requisites to Succeed Employee
Participation Program

01 02 03 04
Acombination
A profit-sharing
of A long term A concerted effort Protection of the
forces within the
or gains haring employment to build and individual
individual and in relationship with maintain group
plan
the environment employee's rights
determines good job security cohesiveness
behavior.
Other Motivation Techniques

01 02 03
Flexible work
Flexible
schedules
Family Self-
work support managed
schedules services teams
Other Motivation Techniques

01 02 03
Flexible work
Flexible
schedules
Family
work support Sabbaticals
schedules services
Other Motivation Techniques

01 02 03
Flexible work
Flexible
schedules
Family
work support Sabbaticals
schedules services
Flexible work
schedules
There is an arrangement,
called flextime, which
allows employees to
determine their own arrival
and departure times within
specified limits.
There are certain benefits
that are offered by the
flexible work schedules,
although this is not
applicable for all situations.
Family Support
Services

Employees are oftentimes

burdened by family
obligations like caring for
children. Progressive
companies provide day care
facilities for children of
employees.
Sabbaticals

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 for family,
recreations, and travel.
 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 for family,
recreations, and travel.