EMPLOYEE

MOTIVATION
reporters:

Antonio T. Luceno Jr., Gielou D. Largo,

Johnryl S. Lagunda, Mike C. Malacad, and
Jessemel Wagdos
MOTIVATION
It is the internal conditions that activates behavior and
gives it direction, energizes and directs goal-oriented
behavior.
It is generally defined as the force that compels us to
action. It drives us to work hard and pushes us to secceed.
It influences our behavior and our ability to accomplish
goals.
It is the driving force behind behavior. This is key to
understanding why is is important for business.
 Types of motivation
Extrinsic motivation Intrinsic motivation
Salary Learning and
Bonuses/Perks Growing opportunity.
Organized activities Social contact and
Promotion status
Grade Curiosity
Punishments/Layoffs Respect and Honor
CONTENT APPROACHES

Content approaches center on the factors within the

individual which rejuvenate, direct, sustain and stop
behavior. These approaches try to determine the
particular needs that motivate or inspire people which
have an inluence on managerial practices.
 Content approaches

Moslow’s Hierarchy of needs

Abraham Moslow defined need as a
physiological or psychological deficiency that a
person feels the compulsion to satisfy. This need
can create tensions that can influence a
person’s work attitudes and behaviors. Moslow
formed a theory based on his definition of need
that proposes that human are motivated by
multiple needs and that these needs exist in a
hierarchical order. His premise is that only an
unsatisfied need can influence behavior; a
satistied need is not a motivator.
 Content approaches

Moslow’s Hierarchy of needs

Moslow’s theory is based on the following principles:

1. Deficit principle - A satisfied need no longer

motivates behavior beacuse people act to
satisfy deprived needs.
2. Progression principle - The five needs he
identified exist in a hierarchy, which means
that a need at any level only comes into play
after a lower-level need has been satistied.
 Content approaches

Moslow’s Hierarchy of needs

 Content approaches

Alderfer’s ERG Theory

Clayton Alderfer's ERG (Existence,
Relatedness, and Growth) theory is built
upon Maslow's hierarchy of needs
theory. To begin his theory, Alderfer
collapses Maslow's five levels of needs
into three categories.
 Content approaches

Alderfer’s ERG Theory

1. Existence needs are desires for physiological and
material well-being. (ln terms of Maslow's model,
existence needs include physiological and safety
needs)
2. Relatedness needs are desires for satisfying
interpersonal relationships. (In terms of Maslow's
model, relatedness correspondence to social needs).
3. Growth needs are desires for continued
psychological growth and development. (In terms of
Moslow’s model, growth needs include esteem and
self-realization needs).
 Content approaches

Alderfer’s ERG Theory

This approach proposes that unsatisfied needs
motivate behavior, and that as lower level needs are
satisfied, they become less important. Higher level
needs, though, become more important as they are
satisfied, and if these needs are not met, a person may
move down the hierarchy, which Alderfer calls the
frustarion-regression principle. Frustration-regression
principle means that an already satisfied lower level
need can become reactived and influence behavior when
a higher level need cannot be satisfied. As a result,
managers should provide oppotunities for workers to
capitalize on the importance of higher level need.
 Content approaches

Herzberg’s two-factor theory

Frederick Herzberg offers another framework for
understanding the motivational implications of work
environments.
In his two-factor thoery, Herzberg identifies two sets
of factors that impact motivation in the workplace:

1. Hygiene factors include salary, job security, working

conditions, organizational policies, and technical quality
of supervision. Although these factors do not motivate
employees, they can cause dissatisfaction if they are
missing. However, these imrovements in hygiene factors
do not necessarily increse satisfaction.
 Content approaches

Herzberg’s two-factor theory

2. Satisfiers or motivators include such things are
responsibility, achievement, growth opportunities, and
feelings of recognition, and are the key to job satisfaction
and motivation. For example, managers can find out what
people really do in their jobs and make improvements, thus
increasing job satisfactio and performance.
So, hygiene factors determine dissatisfaction, and
motivators determine satisfaction. The two scales are
independent, and you can be high on both. Following,
Herzberg’s two-factory theory, managers need to ensure
that hygiene factors are adequate and then build satisfiers
into jobs.
 Content approaches
Mcclelland’s learned needs theory
David McClelland's acquired needs
theory recognizes that everyone prioritizes
needs differently. He also believes that
individuals are not born with these needs, but
that they are actually learned through life
experiences. McClelland identifies three
specific needs.
 Content approaches
Mcclelland’s learned needs theory
1. Need for achievement is the drive to excel. High achievers
differentiate themselves from others by their desires to do
things better. These individuals are strongly motivated by job
situations with personal responsibility, feedback, and an
intermediate degree of risk, In addition, high achievers often
exhibit the following behaviors:

a. Seek personal responsibility for finding solutions to

problems.
b. Want rapid feedback on their performances so that they can
tell easily whether they are improving on not.
c. Set moderately challenging goals and perform best when
they perceive their probability of success as 50-50.
 Content approaches
Mcclelland’s learned needs theory
2. Need for power is the desire to cause others to behave in
a way that they would not have behaved otherwise. An
individual with a high need of power is likely to follow a path
of continued promotion over time. Individuals with a high
need of power often demonstrate the following behaviors:

a. Enjoy being in charge.

b Want to influence others.
c . Prefer to be placed into competitive and status-oriented
situations.
d. Tend to be more concerned with prestige and gaining
influence over others than with effective performance.
 Content approaches
Mcclelland’s learned needs theory
3. Need for affiliation is the desire for friendly, close interpersonal
relationships and conflict avoidance. People with the need for
affiliation seek companionship, social approval, and satisfying
interpersonal relationships. People needing affiliation display the
following bchaviors:

a. Take a special interest in work that provides companionship and

social approval.
b. Strive for friendship.
c. Prefer cooperative situations rather than competitive ones.
d. Desire relationships involving a high degree of mutual
understanding.
e. May not make the best managers because their desire for social
approval and friendship may complicate managerial decision making.
 Content approaches
Mcclelland’s learned needs theory
McClelland associates each need with a distinct
set of work preferences and managers can help tailor
the environment to meet these needs. Interestingly
enough a high need to achieve does not necessarily
lead to being b good manager especially in large
organizations. People with high achievement needs are
usually interested in how well they do personally and
not in influeneing others to do well. On the other hand
the best managerp ale bigh in their needs for power
and low their needs for affiliation.
process APPROACHES
Process approaches are concered with "how” motivation happens.
They provide a description and analysis of how behavior is energized,
directed, sustained and stopped. In other words, it explains how an
employee’s behavior is initiated, redirected and halted. Implications of
process theories include the following:

1. Establish goals to direct behavior is an important part of a

motivationa; program.
2. Motivational programs should be perceived as equitable and deliver
desirable outcomes the individual has an. expectation of achieving.
 process approaches
Expectancy theory
Expectancy Theory argues that humans act according
to their conscious expectations that a particular
behavior will lead to specific desirable goals.

Victor H. Vroom, developed the expectancy theory

in 1964, producing a systematic explanatory heory of
workplace motivation. Theory asserts that the
motivation to behave in a particular way is determined
by an individual's expectation that behavior will lead to
a particular outcome, multiplied by the preference or
valence that person has for that outcome.
 process approaches
Expectancy theory
Here is the equation suggests that human behavior is
directed by subjective probabilty.

Motivation = Expectancy X Instrumentality X Valence

Where:
M (motivation) is the amount a person will be motivated by
the situation they find themselves in, Itis a (unction of the
following.
E (expectancy) is the person’s perception that the effort will
result in performance. In other words, the person’s
assessment of the degree to which effort actually correlates
with performance.
 process approaches
Expectancy theory
I (Instrumentality) is the person’s perception that
performance will be rewarded/punished. I.e., the
person’s assessment of how well the amount of reward
correlates with the quality of performance.
V (Valence) is the perceived stregth of the reward or
punishment that will result from thr performance. If the
reward is small, the motivation will be small, even if
expectancy and instrumentality are both perfect (high).
 process approaches
Equity theory
Developed by John Stacey Adams in 1963, Equity
Theory suggests that if the andividual pereives that the
rewards received are equitable, that is, fair or just in
comparison with those received by others in similar
positions in or outside the organization, then the
individual feels satistied, Adams asserted that
employees seek to maintain equity between the inputs
that they bring to a job and the outcomes that they
receive from it against the perceived inputs and
outcomes of others.
 process approaches
Equity theory
Adams identiries six types of possible behavior as
consequences of inequity. They are:
1. Changes to input - a person may increase or decrease
the level of his inputs.
2. Changes to outcomes - a person may attempt to change
outcomes such as pay, without changes to inputs.
3. Cognitive distortion of inputs and outcomes - Adams
suggests that it is difficult for people to distort facts
about themselves but it is possible to distort the utility of
those facts: for example, the belief about how hard they
are really working.
 process approaches
Equity theory
4. Leaving the field - a person may try to find a new situation
with a more favorable balance, for example, by absenteeism.
5. Acting on others - a person may attempt to bring about
changes in others, for example is lower their inputs or accept
greater outcomes.
6. Changing the object of comparison - means changing the
reference group with whom comparison is made. For example,
where another person with a previous similar outcome - input
ratio receives greater outcomes without any significant
increase in contribution, that other person, the essential
aspect is a similar ratio of outcomes to inputs. For example by
attempting to change a person’s inputs or encouraging a
different object of comparison.
 process approaches
Goal-setting theory
Edwin Locke proposed Goal Theory in 1968, which
proposes that motivation and performance will be high if
individuals are set specific goals which are challenging but
accepted, and where feedback is given on performance
The attributes that Locke made emphasis in this theory
are:
1. Goal specificity - the degree of quantitative preciseness
of the goal.
2. Goal difficulty - the degree of proficiency or the level of
goal performance that is being sought.
 process approaches
Goal-setting theory
3. Goal intensity - the process of setting a goal or of
determining how to reach it.
4. Goal commitment - the amount of effort that is actually
used to achieve a goal.
The two most important findings of this theory are:
1. Setting specific goals (e.g. I want to earn a million before I
am 30) generates higher levels of performance than setting
general goals (e.g. I want to earn a lot of money);
2. The goals that are hard to achieve are linear and positively
connected to performance. The harder the goal, the more a
person will work to reach it.
job design practices that motivates

Many people assume the most important motivator at

work is pay. However experts point to a different faclor as
the major influenee over worker motivation which is job
design. Job design has a major impact on employee
motivation, job satisfaction commitment to an organization,
absenteeism, and turnover. Obviously, many managers now
are giving attention on how to properly design jobs so that
employees are more produchive and more. satisfied.
 job design practices that motivates
Job characteristics model
The job characteristics model is one of the most influential attempts
to design jobs with increased motivational properties. The model
describes five core job dimensions leading to three critical
psychological states, resulting in work-related outcomes.

1. Skill variety refers to the extent to which the job requires a person to
utilize multiple high-level skills. A car wash employee whose job
consists of directing customers into the automated car wash
demonstrates low levels of skill variety, whereas a car wash employee
who acts as a cashier, maintains carwash equipment, and manages the
inventory of chemicals demonstrates high skill variety.
 job design practices that motivates
Job characteristics model
2. Task identity refers to the degree to which a person is in
charge of completing an identifiable piece of work from start
to finish. A Web designer who designs parts of a Web site will
have low tasl odentity, because the work blends in with other
Web designers’ work; in the end it will be hard for any one
person to claim responsibility for the final output. The Web
master who designs an entire Web sire will have high task
identity.
 job design practices that motivates
Job characteristics model

3. Task significance refers to whether a person's job

substantially affects other people's work, health, or wellbeing. A
janitor who cleans the floors at an office building may find the
job low in significance, thinking it is not a vey important job.
However, janitors cleaning the floors at a hospital may see their
role as essential in helping patients get better. When they feel
that their tasks are significant, employees tend to feel that they
are are making an impact on their environment, and and their
feelings of of self-worth are boosted.
 job design practices that motivates
Job characteristics model
4. Autonomy is the degree to which a person has the freedom to decide how to
perform his or her tasks. As an example, an instructor who is required to follow
a predetermined textbook, covering a given list of topics using a specified list
of classroom activities, has low autonomy. On the other hand, an instructor who
is free to choose the textbook, design the course content, and use any relevant
materials when delivering lectures has higher levels of autonomy. Autonomy
increases motivation at work, but it also has other benefits. Giving employee's
autonomy at work is a key to individual as well as company success, because
autonomous employees are free to choose how to do their jobs and therefore
can be more effective. They are also less likely to adopt a “this is not my job”
approach to their work environment and instead be proactive (do what needs to
be done without waiting to be told what to do) and creative.
 job design practices that motivates
Job characteristics model
5. Feedback refers to the degree to which people learn how
effective they are being at work. Feedback at work may come
from other people such as supervisors, peers, subordinates,
and customers, or it may come from the job itself. A
salesperson who gives presentations to potential clients but
is not informed of the clients decisions, has low feedback at
work. If this person receives notification that a sale was made
based on the presentation, feedback will be high.
 job design practices that motivates
job rotation
Job rotation involves moving employees from job to job at
regular intervals. When employees periodically move to
different jobs, the monotonous aspects of job able to
specialization reduce its can be turnover relieved. Using this
technique, among others, the company is able to reduce its
turnover level.

Job rotation has a number of advantages for organizations.

 job design practices that motivates
job rotation
1. Burnout reduction- When employees perform the same job
functions each day without variation, they are likely to
experience greater feelings of fatigue, apathy, boredom, and
carelessness. Burnout is detrimental to businesses because it
tends to promote decreased productivity, increased
absenteeism, and increased likelihood of turnover, which all lead
to orgarizational dysfunction. However, when employees rotate
across different positions regularly, they experience less
boredom, greater task variety, and decreased feelings of
needless repetition.
 job design practices that motivates
job rotation
2. Increased employee satisfiaction - Business owners know
that when employees are not satisfied With professional
endeavors, they feel demotivated, unhappy, and irritated, which
are detrimental to productivity. However, by allowing employees
to engage injob rotation, employees are likely to experience
greater satisfaction by identifying strengths and weaknesses.
Furthermore, employees are able to test many positions and
subsequently focus on rotating between positions that enhance
performance capacity, which increase their sense of worth and
importance within the company.
 job design practices that motivates
job rotation
3. Increased employee motivation - It is important for business owners
to provide opportunities to increase emplyee motivation because
greater motivation promotes higher level of organizational commitment
and desire to grow within the company. When employees are given the
opportunity to rotate between positions, they enhance and improve
their skill, abilities, and competencies, which lead to better job
performance and greater likelihood of promotional advancement.
Furthermore, employees that are engaged with a number of different
positions throughout a company experience increased appreciation for
coworkers and the interrelation between positions, which decreses
animosity and enhances organizational commitment.
 job design practices that motivates
job rotation

4. Three benefits above cummulatively inifluence a business's

turnover rate and workplace injuries - Turnover is greatly reduced
because employees do not experience the fatigue, boredom, and
dissatisfaction associated with performing the same job every
day. This, in turn, greatly increases an employee's level of
awareness and attention to detail, which decreases the likelihood
of workplace injury or stress.
 job design practices that motivates
job enlargement
Job enlargement refers to expanding the tasks performed
by employees to add more variety. By giving employees several
different tasks to be performed, as opposed to limiting their
activities to a small number of tasks, organizations hope to
reduce poredom and monotony as well as utilize human
resources more effectively. Job elargement may have similar
benefits to job rotation, because it may also involve teaching
employees multiple tasks. Experts say that when jobs are
enlarged, employees view themselves as being capable of
performing a broader set of tasks.
 job design practices that motivates
job enrichment

Job enrichment is a job redesign technigue that

allows workers more control over how they perform their
own tasks. This approach allows employees to take on
more tesponsibility. As an alternative to job
specialization, companies using job enrichment, may
experience positive outcomes, such as reduced turnover,
increased productivity, and reduced absences.
 job design practices that motivates
empowerment

One of the contemporary approaches to motivating

employees through job design is empowerment. The
concept of empowerment extends the idea of autonomy.
Empowerment is the removal of conditions that make a
person powerless.
 job design practices that motivates
empowerment
The idea behind empowerment is that employees have the ability
to make decisions and perform their jobs effectively if management
removes certain barriers. Thus, instead of dictating roles, companies
should create an environment where employees thrive, feel
motivated, and have discretion to make decisions about the content
and context of their jobs. Employees who feel empowered believe
that their work is meaningful. They tend to feel that they are capable
of performing their jobs effectively, have the ability to influence how
the company operates, and can perform their jobs in any way they
see fit, without close supervision and other interterence.
 job design practices that motivates
empowerment

These liberties enable employees to feel powerful. In cases of very

high levels of empowerment, employees decide what tasks to
perform and how to perform them, in a sense managing themselves.
Structural empowerment - it refers to the aspects of the work
environment that give employees discretion and autonomy, and
enable them to do their jobs effectively. The idea is that the presence
of certain structural factors helps empower people, but in the end
empowerment is a perception. The empowerment process starts with
sturcture that leads to felt empowerment.
 job design practices that motivates
empowerment
Here are some tips for empowering employees:
1. Change the company structure so that employees have more
power on their jobs - If jobs are strongly controlled by organizational
procedures or if every little decision needs to be approved by a
superior, employees are unlikely to feel empowered. Give them
discretion at work.
2. Provide emplyees with access to information about things that
affect their work - When employees have the information they need
to do their jobs well and understand company goals, priorities, and
trategy, they are in a better position to feel empowered.
 job design practices that motivates
empowerment
3. Make sure that employees know how to perform their jobs - This
involves selecting the right people as well as investing in continued
raining and development.
4. Do not take away employee power - If someone makes a decision,
let it stand unless it threatens the entire company. If management
undoes decisions made by employees on a regular basis, employees
will not believe in the sincerity of the empowerment initiative.
5. Instill a climate of empowerment in which managers do not
routinely step in and take over instead, believe in the power of
employees to make the most accurate decisions, as long as they are
equipped with the relevant facts and resources.
Thank
You