4. MOTIVATING
What is Motivation?
Factors Contribution to Motivation
Maslows’s Needs Hierarchy
Theory Herzberg’s Two – Factor Theory
Theories of Motivation Expectancy Theory
Goal Setting Theory
Motivation Through Job Design
Techniques Of Motivation
Motivating Through Rewards
Motivation Through Employee Participation
Requisites to Successful Employee Participation
Other Motivation Techniques
5. WHAT IS MOTIVATION?
refers to the “process of activating
behavior, sustaining it, and directing
it toward a particular goal”
6. Motivating
refers to the act of “giving employees reason or
incentives. . .to work to achieve organizational
objectives”
7. Process of Motivation
NEEDS PLUS MOTIVATION
WHICH LEADS
TO REDINESS LEADS TO
FOR THE NEXT
NEED
ACTION OR
NEED SATISFACTION WHICH RESULTS TO GOAL – DIRECTED
BEHAVIOR
8. FACTORS CONTRIBUTING TO MOTIVATION
Willingness to do a job
People who like what they are doing are highly motivated to produce
the expected output.
Self-confidence in carrying out a task
When employees feel that they have the required skill and training
to perform a task, the more motivated they become.
Needs satisfaction
People will do their jobs well if they feel that by doing so, their
needs will be satisfied.
9. MASLOW’S NEEDS
HIERARCHY THEORY
Abraham Maslow, a psychologist,
theorized that human beings have
five basic needs which are as
follows: physiology, security,
social, esteem, and self-
actualization. These needs are
hierarchical, which means, one
need will have to be satisfied
first before the other need.
10. Physiological Needs. Those that are concerned with biological needs like
food, drink, rest, and sex fall under the category of physiological needs. These
needs take priority over other needs.
Security 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 the breadwinner in the family, etc.
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.
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.
Self-Actualization 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 all that we are able to be.
11. Maslow’s Needs Hierarchy Theory
self - fulfillment SELF – ACTUALIZATION NEEDS
ESTEEM NEEDS status, respect, prestige
friendship, belonging, love SOCIAL NEEDS
SECURITY NEEDS freedom from harm and financial security
food, drink/water, rest/sleep, sex, body PHYSIOLOGICAL NEEDS
elimination
12. THE RELEVANCE OF MASLOW’S THEORY TO ENGINEERING MANAGEMENT
Even if Maslow’s theory has been
Largely questioned, one basic
premise cannot be discarded: a fulfilled
need no longer motivates an individual.
If thins is the situation the
subordinate is in, the engineering
manager must identify an unfulfilled need
and work out a scheme so that the
subordinate will be motivated to work in
order to satisfy the unfulfilled need.
13. Herzberg’s Two – Factory Theory
developed by Frederick Herzberg indicate that a satisfied employee
is motivated from within to work harder and that a dissatisfied
employee is not self - motivated
pany policy
r job diss atisfaction: com
Hygiene responsible fo tionship with
ation, su pervision, rela
and administr ordinates,
factors l life, relatio nship with sub
peers, persona
urity.
status, and sec
motivation
factors
14. HERBERG’S TWO FACTOR THEORY
10
9
LEVEL 8
7
OF
6
5
4
SATISFACTION 3
2
1
0 level of no satisfaction and no dissatisfaction
1 ( no reason not to work but no motivation to
2 work hard)
LEVEL 3
4
OF 5
6
DISSATISFACTIO
7
8
9
N 10
15. Herzberg indentified two classes of factors associated with
employee:
Satisfiers or Dissatisfiers or hygiene factors
motivation factors
− Company policy and administration
− Achievement
− Supervision
− Recognition
− Relationship with supervisor
− Work itself
− Work condition
− Responsibility
− Salary
− Advancement
− Relationship with peers
− Growth
− Personal life
− Relationship with subordinates
− Status
16. Expectancy Theory
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 theory is based on the following assumption:
A 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 he extent to
which they think a certain behavior will lead to a desired outcome.
17. EXPECTANCY MODEL
EXPECTANC EXPECTANCY
Y
perceived perceived
probability of probability
successful of receiving
performance, an outcome
given effort given Valence +
performance
Second – level Outcome
Valence +
(ability to purchase
First - level house and lot)
Outcome
(compensation) Valence -
Second – level Outcome
EFFORT PERFORMANCE OUTCOMES (ability to be with family)
Valence +
Valence + Second – level Outcome
(self - esteem)
First - level
Outcome
(recognition) Valence +
Second – level Outcome
(esteem of others)
18. Goal Setting Theory
refers to the process of “improving performance with objectives, deadlines
or
quality standard.”
The goal setting model drawn by Edwin A. Locke and his associates consists of the
following components:
goal content
goal commitment
work behavior
feedback aspects
19. GOALS MOTIVATE AND FACILITATE PERFORMANCE
GOAL
CONTENT
which is
1. challenging
2. attainable
3. specific and measurable
4. time limited
5. relevant
knowledge of results WORK job knowledge and
BEHAVIO
or feedback R
ability
with
1. direction
2. effort
3. persistence
4. planning Situational
Task
Constraints:
Complexity
1. tools
2. materials
3. equipment
PERFORMANCE
20. Goal Commitment
when individuals or groups are committed to the goals they are
supposed to achieve, there is a chance that they will be able to achieve
them.
Work Behavior
Goals influence behavior in terms of direction, effort, persistence, and planning.
When an individual individual is provided with direction, performance is facilitated.
Feedback Aspects
Feedback provide the individuals with a way of knowing how far they have gone
in achieving objectives.
Feedback also facilitate the introduction of corrective measures whenever
they are found to be necessary.
21. TECHNIQUES OF MOTIVATION
motivation through job design
motivation through rewards
motivation through employee participation
other motivation techniques for the diverse work force
22. Techniques of Motivation
TECHNIQUES OF
MOTIVATION
Motivation thru Motivation thru Motivation thru Other Motivation
Job Design Job Rewards Employee’s Techniques
Participation
extrinsic quality
Fitting people rewards control
to jobs circles
with self –
1. realistic job previews intrinsic managed
2. job rotation rewards teams
3. limited exposure
Fitting jobs
to people
with
Family
1. job enlargement Flexible work support sabbaticals
2. job enrichment schedules services
23. Motivation Through Job Design
specifying the tasks that constitute a job for an individual or a group
Two approaches may be used: fitting people to jobs or fitting jobs to people
Fitting People to Jobs. Routine and repetitive tasks make workers suffer from chronic
dissatisfaction. To avoid this, the following remedies may be adapted:
1. Realistic job previews – where management provides honest explanations
of what a job actually entails.
2. Job rotation – where people are moved periodically from one specialized
job to another.
3. Limited exposure – where a worker’s exposure to a highly fragmented and
tedious job is limited.
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:
1. Job enlargement – where two or more specialized tasks in a work flow
sequence is combined into a single job.
2. Job enrichment – where efforts are made to make jobs more interesting,
challenging, and rewarding.
24. Motivating Through Rewards
Rewards consist of material and psychological benefits to employees for performing
tasks in the workplace. Properly administered reward system can improve job
performance and satisfaction.
Rewards may be classified into two categories:
1. Extrinsic – those which refer to payoffs granted to the individual by another party.
2. Intrinsic rewards – those which are internally experienced payoffs which are self –
granted.
Management of Extrinsic Rewards. To motivate job performance effectively, extrinsic
rewards must be properly managed in line with the following:
It must satisfy individual needs;
the employees must believe effort will lead to reward;
rewards must be equitable;
rewards must be linked to performance.
25. An Array of Monetary and Other Incentives for Employees
Type of Benefit Feature
1. Monthly Pay depends on qualifications of employee
2. 13th month pay given at mid – year
3. 14th month pay given at yearend
4. Housing allowance given to permanent employees
5. Sick leave benefits 15 days a year with pay
6. Vacation leave benefits 15 days a year with pay
7. Pension plan given to permanent employees
8. Paid vacation trip given to employees with outstanding
performance
9. Health insurance given to permanent employees
10. Accident insurance given to permanent employees
26. Motivation Through 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.
The specific activities identified where employees may participate are as follows:
1. setting goals
2. making decisions
3. solving problems, and
4. designing and implementing organizational changes.
The more popular approaches to participation includes the following:
1. quality control circle
2. self – managed teams
Quality Control Circles. A method of direct employee participation is the quality control
circle (QCC). The objective of the QCC is to increase productivity and quality of output.
Self . Managed Teams. When workers have reached a certain degree of discipline, they
may be ripe for forming self – managed teams.
27. THE QUALITY CONTROL CIRCLE PROCESS
back, recognition and rewards given to quality members brainstorm,makes decisions. establish cause and effect. reco
Management considers quality circle recommendations and Quality circle members prepare solutions and
Quality circle control circle members.
gather data, and
Requisites to Successful Employee Participation Program
To succeed, an employee participation program will require the following:
1. a profit – sharing or gain sharing plan.
2. a long – term employment relationship with good job security.
3. a concerted effort to build and maintain group cohesiveness.
4. protection of the individual employee’s rights.
28. Other Motivation Techniques
The advent of theories on individual differences and the biological clock of human beings
put pressure on the engineer manager to adapt other motivation techniques whenever
applicable. These refer to the following:
flexible work schedules
There is an arrangement, called flextime, which allows employees to
determine their own arrival and departure times within specified limits.
family support services
Employees are oftentimes burdened by family obligations like caring for
children. Progress 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 time for family, recreation, and travel.
31. Q. Sir, What do you mean by motivation?
A. Motivation is the inner power that pushes us toward taking action and toward achievements. Motivation is
powered by desire and ambition.
Q. What motivates you in your job?
A. For me, I think my motivation comes from being competitive. I like saying I'm better at something than my
peers, and being able to back it up with numbers....especially when I can say I'm better than the majority in a field that's
mostly male dominated.
Q. Is money enough to motivate your employees , Sir?
A. No amount of money can motivate employees.
However, when money is an indicator of achievement, recognition, gratitude, justice, any positive feeling and all of the
above, then money becomes a strong motivator.
Q. For you Sir, what exactly does a person require to motivate an individual?
A. As to motivate individual we need leadership quality and have the high confidence level in ourselves to
motivate other and reach up to social individual and company objective and goal.
Q. What do you enjoy most about your job?
A. I enjoy the ever moving and fast paced nature of this industry. I am constantly learning new skills and
developing my knowledge on a daily basis. Having this level of responsibility really motivates me and pushes me forwards in
my professional development.
