Motivating
WMSU
WESTERN MINDANAO STATE UNIVERSITY
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”.
Why be concerned with motivation?
1. A firm’s overall performance depends on the
performance of its individual groups.
2. To understand how an organization functions, we
must understand why individuals behave as they
do.
3. Because of competitive pressures, higher operating
costs, and external demands, firms must do
everything they can do to remain efficient.
4. Organization have become aware of the
importance of developing a talent pool that will be
perpetual reservoir of skills and abilities to keep
them competitive on a long term basis.
Factors contributing to motivation
• Willingness to do
a job.
• Self-confidence in carrying out
a task.
• Needs satisfaction.
plus
NEEDS MOTIVATION
which leads to
leads
readiness for the
to
next need
ACTION OR GOAL-
NEED DIRECTED
SATISFACTION which
BEHAVIOR
results to
1. Traditional Model
Traditional Management
“It held that finding the one best way to perform
any job would improve efficiency and that
incentive pay and threats would motivate
workers to perform up to their capabilities.”
In other words, workers could be enticed into
properly performing repetitive, boring tasks
if they were motivated and adequately paid.
Theory X (Douglas McGregor)
1. The average person has an inherent dislike of work
and will avoid it if possible.
2. Because of this dislike, most people must be
coerced, controlled, directed, and threatened with
punishment to get them to work hard enough to
achieve an organization’s objectives.
3. The average person prefers to be directed, wishes to
avoid responsibility, has relatively little ambition,
and wants security above all.
In summary – Theory X view human nature holds that
the dislike of work is so great that even the
promise of rewards will not overcome it.
2. The Human Relations Model
- importance of viewing workers as “whole
people”
2 areas of emphasis:
1. Making workers feel important
2. Allowing workers to satisfy their social needs
through social interaction on the job.
Employee morale, adequate communication, and job
satisfaction became management concerns, and
the importance of individual recognition became
management concerns, and the importance of
individual recognition became apparent.
3. The Human Resources Model
-recognizes that people are motivated by a complex
set of variables, including recognition, social
needs, money, achievement, and a host of other
factors.
Theory Y (Douglas McGregor)
1. Expending physical and mental effort in work is as
natural as it is in play or rest.
2. External control and the threat of punishment are
not the only ways to make people work to achieve
an organization’s objectives.
3. Commitment to objectives depends on the rewards
associated with achieving them.
4. Under the right conditions, the average person
learns not only to accept but also to seek
responsibility.
5. Many people have relatively high degree of
imagination, ingenuity, and creativity in the solution
of organized problems.
6. The average person’s intellectual potential is only
partially utilized under the conditions of modern
industrial life.
Theories of Motivation
Classification:
1. Need theories – focus on internal stimuli or forces
that causes people to take action. Such stimuli are
called inner drives, needs, or instincts.
2. Expectancy theory – tries to explain the mental
process that people go through in deciding whether
or not to undertake some action.
3. Incentive theories – analyze the external influences
that shape behavior; they try to show relationships
between behavior and its consequences.
Needs theories
1. Maslow’s Hierarchy of Needs
- Proposed by Abraham H. Maslow
The theory says:
“human needs, arranged in a hierarchy of relative
importance, determine human behavior.”
That is – Maslow contended that people are motivated
to satisfy the need that is most important to them
at the time, before they are motivated to satisfy
higher-level need.
Maslow’s Hierarchy of Needs
SELF-ACTUALIZA-
TION NEEDS
ESTEEM NEEDS
SOCIAL NEEDS
SAFETY/SECURITY NEEDS
PHYSIOLOGICAL NEEDS
Criticisms of Maslow’s Theory
The most basic question concerned the validity
of the hierarchy’s order. There is some
empirical evidence that the two lower level
needs are arranged properly, but no evidence
supports Maslow’s arrangement of the upper-
level needs.
Cofer and Appley make this point:
“Maslow’s formulation that needs or drives arranged in
a sort of dominance hierarchy does, we think,
receive partial support from various kinds of
evidence. That the support is partial is because the
evidence concerns only the needs of the two lower
levels in his hierarchy, the physiological and anxiety
(security) needs…. While there is some evidence that
intense physiological and safety needs can dominate
behavior, evidence for the hierarchical relationship of
other needs is wanting.”
Relevance 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 this is the
situation the subordinate is in, the engineer 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.
2. Herzberg’s Motivation-Hygiene
Theory
Frederick Herzberg’s theory is also called two-factor
theory.
Basis:
-responses received from two hundred accountants and engineers who
were asked to recall times when they felt exceptionally good or bad
about their jobs and to cite the factors that led to those feeling.
Factors mentioned:
1. Job satisfaction (satisfiers) – “motivators”
2. Job dissatisfaction (dissatisfiers) – “hygiene
factors”
MOTIVATORS HYGIENE FACTORS
Responsibility Company policy
Achievement Technical supervision
Work itself Interpersonal relations
Recognition Salary
Advancement Working conditions
10
LEVEL OF 9
SATISFACTION 8
7
6
5
4
3
2 Level of no satisfaction and no
1
dissatisfaction (no reason not
0
1 to work but no motivation
2 to work hard)
3
4
5
6
7
LEVEL OF 8
DISSATISFACTION 9
10
The over-all contribution of Herzberg’s
study do, however, outweigh its
limitations. Besides stimulating further
research on employee motivation, his
efforts called attention to the need for
understanding the role of motivation in
organizations. Herzberg’ study also
prompted business managers to look at
more than just the money as a tool for
increasing worker productivity.
Relevance to Engineering
Management
If Herzberg’s theory will be considered by
the engineer manager in motivating
employees, he/she must do something to
eliminate the dissatisfiers and install
satisfiers. For even if the dissatisfiers are
eliminated (at point zero) the employee
is still not motivated to work hard.
3. The Achievement Motive
David McClelland’s studied on personality traits
with the effort to distinguish among
achievement-oriented, power-oriented, and
affiliation-oriented people.
His theory of motivation, based on research that
used projective personality tests, is now
generally referred to as the achievement
motive.
McClelland used the Thematic Apperception Test
(TAT) to pinpoint people who spend their idle
time thinking about their family and friends
(affiliation oriented) and those who spend it
thinking about doing something constructive
(achievement oriented).
Achievement-oriented people tend to compare
themselves with a standard of excellence. They
want economic rewards, but their real
satisfaction comes in the form of a more
intrinsic reward – achievement.
Achievement motive is actually a trait theory. It
is based on the premise that everyone has a
different need for achievement.
Perhaps the most important part of McClelland’s
theory is his contention that the need for
achievement is not necessarily innate, but
rather is developed by a person’s experiences.
MAXIM: All people have achievement, power,
and affiliation needs, but different people
have different levels of these needs.
Expectancy Theory
1. Expectancy Theory
This theory was developed by Victor Vroom in 1964. It focused
on the thought processes of people who must decide
whether to exert some effort to achieve a possible payoff.
Key Elements:
1. Expectancy – is the likelihood that some undertaking
will produce a particular outcome. This likelihood, or
probability, is determined subjectively by the person
deciding whether to act and can range from 0 to 1.
2. Valence – or preference, is the degree to which a
decision maker wants a particular outcome.
Valence can either be positive or negative.
Theoretically, an outcome has a valence because
it is related to personal need that the decision
maker wants to satisfy.
3. Instrumentality – refers to how much the
decision maker believes that attaining some
first-level (organizational) objective will
translate into a second-level (personal) payoff.
MOTIVATION VALENCE x EXPECTANCY EFFORT
SATISFACTION of ACHIEVEMENT of
personal need organizational objective
INSTRUMENTALITY
VROOM’S EXPECTANCY MODEL
Incentive Theories
1. Skinner’s Reinforcement Theory – this is based on
the belief that all human behavior is shaped by its
consequences. That is, a person behaves in a certain
way because of a reinforcement or stimulus he or
she received in the past for the same behavior. If the
outcome of a particular action is pleasant, positive
reinforcement occurs and a person is likely to
behave the same way again. He or she is likely to
change behavior if the reinforcement is negative.
3 distinct types of reinforcement:
1. Positive reinforcement – a favorable
consequence encourages repetitive behavior.
2. Negative reinforcement – occurs when
unpleasant consequences are removed.
3. Punishment – behavior is changed because it
results in unpleasant consequences.
2. Equity Theory – tries to explain the “fairness” of
financial incentive plans. According to the equity
theory of pay, a person looks at the relationship
between what he or she puts into work and what he
or she gets out of it in comparison with that of other
workers.
Individual A’s Outcome Other Workers’ Outcome
Individual A’s Input Other Workers’ Output
Goal Setting Theory
This refers to the process of “improving performances
with objectives, deadlines or quality standards”.
Components:
1. Goal content
2. Goal commitment
3. Work behavior
4. Feedback aspects
GOAL CONTENT
which is:
1. Challenging
2. Attainable
3. Specific and
measurable
4. Time-limited
5. Relevant
KNOWLEDGE WORK JOB
OF RESULTS or BEHAVIOR KNOWLEDGE
FEEDBACK
with:
1. Direction
2. Effort
TASK 3. Persistence
4. Planning
COMPLEXITY SITUATIONAL
CONSTRAINTS
1. Tools
PERFORMANCE 2. Materials
3. Equipment
Techniques of MOTIVATION
1. Motivation through job design
a. Fitting People to Jobs
- realistic job previews
- job rotation
- limited exposure
b. Fitting Jobs to People
- job enlargement
- job enrichment
2. Motivating through Rewards
a. Extrinsic rewards – those that refer to
payoffs granted to individual by
another party.
b. Intrinsic rewards – those which are
internally experienced payoffs which
are self-granted.
3. Motivation through employee participation
Activities:
a. setting goals
b. making decisions
c. solving problems
d. designing and implementing organizational
changes
More popular approaches:
a. quality control circles
b. self-managed teams
Other Motivation Techniques:
1. Flexible work schedules
2. Family support services
3. Sabbaticals
Thank you for listening…
