EMPLOYEE MOTIVATION
MOTIVATION
Need for achievement
1. Acquired Needs David McClelland Need for affiliation
Theory Need for power
Employees can be motivated
by monitoring their own
progress towards the goals
2. Self Regulation Albert Bandura and Roy they set and adjusting their
Theory Baumeister behavior to reach those goals
Know the goal + Plan +
Update = Motivated
employee expected a job to
be like and the reality of the
job can affect motivation and
3. Job Characteristics Greg R. Oldham and J. satisfaction (Expectation vs
Theory Richard Hackman Reality)
Job applicants are told the
positive and negative aspects
of the job (Realistic Job
Preview)
Skill variety + high
autonomy and task
significance + feedback =
motivated
4. Maslow’s hierarchy of Abraham maslow Physiological needs
needs Safety needs
Social and Love needs
(Belongingness)
Esteem needs
Self actualization
5. ERG Theory Clayton Alderfer Existence
Relatedness
Growth
6. Two factor Theory Frederick Herzberg Job context- Hygiene factors
Job content- Motivator factors
7. Goal setting Theory Edwin A. Locke Values and goals= behavior
Specific, Difficulty,
Acceptance, Evaluation,
Feedbacks and rewards,
deadlines, learning, and
group goal
8. Reinforcement theory B.F. Skinner Reinforcement- add
Punishment- minus
Premack Principle
9. Expectancy theory Vroom You engage in activities for
outcomes
Expectancy
Instrumentality
Valence
10.Equity theory John Stacey Adams Equal treatment= Job
motivation
Input and output should be
equal
11.Organizational justice Greenberg Fair treatment
theory
Procedural Justice
Distributive Justice
Interactional Justice
EMPLOYEE SATISFACTION
Job satisfaction- attitude employees toward their jobs
Organizational commitment- employee identifies that they are part of the organization
Types:
1. Affective commitment- wants to remain and cares about an organization (emotional
attachment)
2. Continuance commitment- only stays in the organization because of the effort they
exert in this organization (time, expenses)
3. Normative commitment- obligated to stay in the organization
Theories of Job satisfaction
1. Discrepancy theory
2. ERG
3. Two factor theory
4. Hierarchy of needs
5. Equity theory
6. Organizational Justice theory
7. Social information processing theory and Social learning theory- model their motivation
and satisfaction from other employees
8. Job Characteristics theory- STTAF
Job enrichment- more responsibility and challenge/ mas hirap na tasks (vertical)
Job rotation- moving between different tasks.
Job enlargement- adding more tasks at the same level/ same difficulty (horizontal)
Job crafting- employees reshaping their own jobs.
Quality circle- group meeting
Job diagnostic survey- measures if your job gives growth, autonomy and meaning
Measurement for Job satisfaction
1. Faces scale- ask employees “are you satisfied with your job?” then mark with faces
scale
2. Job descriptive index- job satisfaction in terms of: supervision, pay, promotional
opportunities, coworkers, job itself
3. Minnesota Satisfaction Questionnaire- 20 dimensions
4. Job in General Scale- overall level of job satisfaction
5. Nagy Satisfaction Scale- two questions per facet: importance and how satisfied
6. Custom designed inventories- mostly used by companies nowadays, this is their own
scale
Measurement for Org commitment
1. Allen and Myer Survey- 8 questions per factor or org commitment
2. Organizational Commitment Questionnaire- 3 commitment factors: acceptance of org
values and goals, willingness to work to help org, and desire to remain in the org
3. Organizational Commitment Scale- 3 aspects of commitment: identification, exchange
and affiliation
Negative consequences of dissatisfaction
1. Absenteeism- Well pay, games, financial bonuses, paid time off programs, recognition
programs, reduce stress, discipline
2. Turnover
3. Counterproductive behaviors- behavior aimed at individuals and organization
4. Lack of Organizational citizenship behaviors- OCB is not part of the job but they still
do it and make the organization a better place, but with job dissatisfaction employees
are lacking of this
LEADERSHIP
Effective Leader by studies
1. High openness, conscientiousness, extraversion and low neuroticism, agreeableness
(but not for leadership emergence)
2. High self monitors
3. Smart
4. High goals
5. Ability to bend the truth
6. Leadership Motive pattern- high need for power and low need for affiliation
7. Motivated
8. Men leader- short term; low social interaction
9. Women leader- high social interaction (volunteers)
Motivation to Lead
1. Affective identity motivation- you lead because you want to be in charge (personality)
2. Noncalculative motivation- you lead for personal gain
3. Social-normative motivation- you lead for sense of responsibility or duty (feel it's their
mission)
Needs for AAP- measured by TAT (thru themes of pictures) and Job Choice Exercise (how
desirable he finds each particular job)
Task Versus Person Orientation
Managerial Grid- classifies a leader into one of the five leadership
1. Person oriented leaders- positive, listen to humor, Theory Y, usually women
2. Task oriented leaders- negative, make humor, Theory X
Measure if you are task or person orientation
1. Leadership Opinion Questionnaire- answered by leaders who want to know their
leadership style
2. Leader Behavior Description Questionnaire- answered by subordinates of how they
perceive their leader
Leadership
Traits
1. Fiedler’s contingency Fred Fiedler Situational Favorability-
model Leader and situation
Least Preferred Coworker
(LPC) scale- Task
structuredness, Leader
position power and leader
member relations
Leader Match
2. Impact theory Geier Downey and Johnson 1 leadership for 1
(Organization climate) organizational style
LS: OS
Informational=Ignorance
Magnetic= Despair
Position=Instability
Affiliation=Anxiety
Coercive= Crisis
Tactical= Disorganization
3. Path-Goal Theory Robert House Leadership behavior helps
subordinates to reach their
goals- Subordinate Ability
Effective leader=Subordinate
reach their goals because of
their help
LS:
Instrumental style
Supportive style
Participative style
Achievement Oriented Style
4. Situational leadership Hersey and Blanchard Effective leader- must adapt
theory their style of leadership to fit
both situation and
followers
Follower readiness
Directing- unable, unwilling
Coaching- unable, willing
Supporting- able, unwilling
Delegating- able, willing
5. Leader- member Dansereau, Graen and Haga Interactions/Relationships
exchange (LMX) between leaders and
theory subordinates
Original called: In group
Vertical dyad linkage Out group
Model
1. Specific leadership Hemphill and Coons states the skills/behavior a
skills leaders must have/do
2. Vroom-Yetton model Vroom and yetton Helps a leader choose how to
make decision
3. Management by Effective leaders- out of the
walking around offices, walking around and
meeting with and talking with
employee about their needs
and progress
4. Management by Raven High power=High influence
power
Expert power
Legitimate power
Reward power
Coercive power
Referent power
Types of Leadership
5. Transactional Task-oriented behaviors
leadership
1. Contingent reward
2. Management by
exception-active
3. Management by
exception-passive
6. Transformational Changes the nature and
leadership goals of an organization;
charismatic and visionary in a
good way; inspirational
leader
Charisma
Intellectual stimulation
Individual consideration
7. Authentic leadership Honest and lead because you
want to serve others
8. Continuum leadership First contingency model
behavior
Leaders choices depends on:
Managers, subordinates and
situation
9. Normative Decision Leader should examine the
Model situation to know which
decision making style is
effective
Autocratic I
Autocratic II
Consultative I
Consultative II
Group II
10.Muczyk- Reiman Participation and Direction
model
Directive autocrat- HD, LP
Permissive autocrat- LD, LP
Directive democrat- HD, HP
Permissive democrat- LD, HP
GROUP DYNAMICS
Roles within a group:
1. Knowledge contributor
2. Process observer
3. People supporter
4. Challenger
5. Listener
6. Mediator
7. Gatekeeper
8. Take charge leader
Factors affecting group performance:
1. Group homogeneity
2. Group cohesiveness
3. Stability of membership
4. Isolation
5. Outside pressure
6. Group size- Additive task, conjunctive, disjunctive; Social Impact theory,
7. Group status
8. Group ability and confidence
9. Personality of the group members- openness to experience and emotional stability, task
related experience
10. Communication structure- Chain, Circle, Centralized, Open
11. Group roles- task oriented and social oriented
Types of teams:
1. Work teams
2. Parallel teams
3. Project teams
4. Management teams
Stages of group development (TUCKMAN THEORY)
1. Forming stage
2. Storming stage
3. Norming stage
4. Performing stage
5. Adjourning
Punctuated equilibrium theory- teams develop through developing a strategy, follow this, then
revise strategy; do not develop through stages
Types of conflict
1. Interpersonal conflict
2. Individual-group conflict
3. Group-group conflict
Causes of conflict
1. Competition
2. Task interdependence
3. Jurisdictional ambiguity
4. Communication barriers
5. Beliefs
6. Personality- Neandertals at work (Rebels, believers, competitors)
- High needs for control
- High needs for perfection
- High needs for approval
- Approval or attention form
Conflict style:
1. Avoiding style
2. Accommodating style
3. Forcing style
4. Collaborating style
5. Compromising style
6. Determining conflict style- Rahim Organizational conflict inventory or Cohen Conflict response
inventory
ORGANIZATIONAL CHANGE
Organizational change- org move from current state to future state to increase their
effectiveness
- Goal of org is to be efficient and make value (money/progress/growth) through
restructuring org structure
Targets of Change
1. Human resources (mga tao/empleyado)
- Investment for training
- Change org culture, norms, values to become multicultural
- Promotion and reward system
- Change or fix the leaders/managers
2. Functional resources (structure, technology, equipment, culture), make it simple/fast,
skills
3. Technological Capabilities (ability to use new tools/technology)
4. Organizational Capabilities (changing people’s position)
Why Change?
Forces for Change
- Competition
- Economic, political, and global forces (changes of how and where to process)
- Demographic and social forces (abandon stereotypes)
- Ethical forces
Resistance for change
1. Organization-level resistance to change
- Power conflict (may mga taong mawawalan ng power)
- Differences in Functional Orientation (sa isang department sa tingin
nila na wala sa kanila yung problema so they don’t want to change)
- Mechanistic Structure (hierarchical)
- Organizational structure (ayaw nila mag change kasi nasanay na nila
yung work culture)
2. Group-level resistance to change
- Ayaw nila mag hiwa hiwalay sa isa’t isa
- Group think (feeling nila sila yung tama)
3. Individual-level resistance to change
- May chance na mawalan sila ng trabaho
When to Change?
1. Lewin’s Force-Field theory of Change - two sets of opposing forces determine how will
the change take place
- Kapag mas malakas si resistance to change di magbabago ang org and can lead
to pagkalugi and as time goes by forces to change ay lumalakas
How to Change?
Types of Changes
1. Evolutionary Change- slow
- Sociotechnical systems theory (changing role and task is the most effective
change)
- Total Quality Management (change the process using quality circle)
- Six sigma (train employees and managers; stats so more on quanti)
- Flexible works and Flexible work teams (trained/know on how other departments
work)
2. Revolutionary Change- fast
- Reengineering (change the process to be fact and effective), business process
- E-engineering (use technology to be fast)
- Restructuring (change task, authority)
- Downsizing (layoff) Anorexic org (over downsizing)
- Innovation
3. Other Changes
- Merger and Acquisition change (magsasama ang dalawang company)
- De- Merger change (maghihiwalay ang company into 2)
- Relocation change (new location)
- Rebranding change (babaguhin ang image ng company)
Phases of Organizational Transition
1. Ending phase- after the org change
2. Neutral phase- lost then mahahanap din ang role
3. Vision phase- letting go and accepting the new beginning
ORGANIZATIONAL THEORY
Organizational Theory
1. Classical theory Max Weber Bureaucracy
Division of labor
Delegation of authority
May head tas may nasa baba
ng head tas may nasa baba
pa nun; maraming galamay
Organization as machines
Focus on productivity and
efficiency
2. McGregor's Theory X Douglas McGregor Nakadepende kung ano yung
and Theory Y belief ng manager sa
kanyang subordinate kung
pano nya ito mamanduhin
Theory X: Pessimistic,
emphasizes control.
Theory Y: Optimistic,
emphasizes support
3. Growth perspective Argyris Let them be as growth is
innate to people
4. Human Relations Org and employee has same
theory (neoclassical) goals
5. Contingency theory “It depends” upon the
situation, followers, goal and
environment of the org.
Dapat fit
Contingency theory
Contingency theory Joan Woodward Organization structure
depends on the equipment
and task the org have, more
on technology
3 types of org:
Small-batch organization
Large and mass production
organization
Continuous process
organization
Contingency theory Lawrence & Lorsch Org structure should fit in the
environment
Stable- mechanistic org
(bureaucratic)
Always change- organic org
Contingency theory Henry Mintzberg Focus on multiple factors for
org structure to fit on like age,
size, technology,
environment, and power.
Systems theory/ open Align your internal reality to
system theory external reality
Belief vs reality
Sociotechnological How technology affects
systems people and how people affect
technology
Organizational structure- arrangement of positions, org chart
Dimensions of Organizational structure
1. Traditional structure (Tall) Rule driven, stable. doesn’t want to change
2. Non- traditional structure (Flat) Less formal, flexible, adaptable
3. Flat structure Routine jobs, pantay pantay ang nasa baba
4. Tall structure Complex job
5. Functional structure Divides org into departments, iba iba
position ang nasa baba
6. Divisional structure Iba iba ang kind ng outputs, like luckyme
na under ni nissin company or Disney na
merong movies, series, theater, online
steaming products
7. Centralization Si boss/ceo nasusunod, good for small
company
8. Decentralization May say ang mga nasa baba, good for big
company
Traditional structure
9. Line staff organization 1 group of line (doers), 1 group of staff
(support)
Boss ni line si staff
Non traditional structure
1. Matrix Organization Functional + line staff
For projects need creativity and stability
Many boss, you will report to two managers
(functional and product)
2. Team-based organization Project based, specialized skills, medyo
independent
