Scribd
Upload
195 views

Motivating Function

Motivation is the process of activating and directing behavior towards organizational goals. It encourages employees to work hard and regularly to achieve objectives. There are several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal setting theory. Managers can motivate employees through job design, rewards, and employee participation techniques like quality control circles and self-managed teams. Motivation is important for inspiring employees and creating willingness to work, which is essential for achieving organizational goals.

Uploaded by

Marc Arville Fuentes
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
195 views

Motivating Function

Motivation is the process of activating and directing behavior towards organizational goals. It encourages employees to work hard and regularly to achieve objectives. There are several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal setting theory. Managers can motivate employees through job design, rewards, and employee participation techniques like quality control circles and self-managed teams. Motivation is important for inspiring employees and creating willingness to work, which is essential for achieving organizational goals.

Uploaded by

Marc Arville Fuentes
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 3

MOTIVATING

WHAT IS MOTIVATING?

 “process of activating, moving, and directing behavior towards a particular goal.


 “act of giving employees reasons to work harder to achieve organizational objectives.

IMPORTANCE OF MOTIVATION

 Motivation encourages others to perform the tasks of the organization.

A manager must find the keys to get subordinates to come to work regularly and on time, to work hard, and to make
positive contributions towards the effective and efficient achievement of organizational objectives.

 Motivation is an effective instrument in the hands of a manager for inspiring the work force and creating
confidence in it.

By motivating the work force, management creates "will to work" which is essential for the achievement of organizational
goals. For performing any tasks, two things are necessary. They are: (a) ability to work and (b) willingness to work.
Without willingness to work, ability to work is of no use. The willingness to work can be created only by motivation.

 Motivation is also the best remedy for resistance to changes.

When changes are introduced in an organization, generally, there will be resistance from the workers. But if the workers of
an organization are motivated, they will accept, introduce and implement the changes whole heartily and help to keep the
organization on the right track of progress.

FACTORS CONTRIBUTING TO MOTIVATION

There are certain factors influencing a person’s desire to do his job well. They are the following:

1. Willingness to do a job – people who like what they are doing are highly motivated to produce expected output
2. Self-confidence in carrying out a task – when employees feel that they have the skill and training, the more
motivated they become
3. Needs satisfaction – people will do their jobs well if they feel that in doing that, their needs will be satisfied

THEORIES OF MOTIVATION

1. Maslow’s Hierarchy of Needs Theory by Abraham Maslow

Human beings have five basic needs which are


as follows: physiological, security, belongingness,
esteem, and self- actualization.
These needs are hierarchical, which means, one
need will have to be satisfied first before the other need.

2.
Herzberg’s Two-Factor Theory by Frederick
Herzberg

A satisfied employee is motivated from within to work harder


and that a dissatisfied employee is not self-motivated.

In using this theory, engineer manager must do something to


eliminate the dissatisfiers and install satisfiers.
3. Expectancy Theory

Expectancy theory is based on the assumptions that a


person is motivated to the degree that he/she believes that
effort will lead to acceptable performance (expectancy),
performance will be rewarded (instrumentality) and the value
of the rewards is highly positive.

4. Goal Setting Theory by Edwin A. Locke

It is the process of “improving performance with objectives,


deadlines or quality standard. It consists of the following components:

a) Goal content - challenging, specific & measurable, attainable,


relevant, time-limited

b) Goal commitment – when group are committed to the goals, there is


a higher chance to achieve them

c) Work behavior – goals influence behavior in terms of direction, effort,


persistence and planning

d) Feedback – measures how far they have gone in achieving


objectives, and also facilitates corrective measures when necessary

TECHNIQUES OF MOTIVATION

1. Motivation through job design


A person will be highly motivated to perform if he is assigned to a job he likes. Manager should design
jobs that will meet the requirements of the organization and the people who will occupy them.

Job design- “specifying the tasks that constitute a job for an individual or a group”

In motivating through the use of job design, two approaches may be used:

 Fitting people to jobs


Routine and repetitive tasks make workers suffer from chronic dissatisfaction. To avoid this,
following remedies may be adapted:
a) Realistic job previews - management provides honest explanations of what the job is
b) Job rotation – people are moved periodically from one specialized job to another
c) Limited exposure – workers’ 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:
a) Job enlargement – two or more specialized tasks in a work flow sequence is combined into a
single job.
b) Job enrichment – efforts are made to make jobs more interesting, challenging and rewarding

2. Motivating through rewards


Rewards – consist of material and psychological benefits to employees for performing tasks in the work
place. It is classified into two categories:
 Extrinsic – refer to payoffs granted to employees. Examples are: money, employee benefits, promotions,
recognition, status symbols, praise, etc.

Management of Extrinsic Rewards

To motivate job performance effectively, extrinsic rewards must be properly managed in line with the
following:

a) it must satisfy individual needs


b) employees must believe that effort will lead to rewards
c) rewards must be equitable
d) rewards must be linked to performance

 Intrinsic – consists of internally experienced payoffs which are self-granted. Examples are: sense of
accomplishment, self- esteem and self-actualization

3. 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 complete.
The specific activities where employees may participate are as follows:
a) Setting goals
b) Making decisions
c) Solving problems
d) Designing and implementing organizational changes

The more popular approaches to participation include the following:

a) Quality control circles (QCC)


The circle consists of a group of three to ten employees including a leader such a
foreman. They are usually doing related work and trained in various analysis techniques to
identify problems and discuss their solutions.
The circle forwards its solutions and recommendations to management where the
manager makes decisions on its implementation.
Results and feedback are measured; recognitions and rewards are given to quality
control circle members.

b) Self-managed teams
When workers have reached a certain degree of discipline, they may be fit to form self-managed
teams. It consists of high performance teams that “take on traditional managerial tasks as part of their
normal work routine”. They work on their own, turning out a complete product or service receiving
minimal supervision from managers who acts as facilitators in the team.

( TTh 6:00 - 7:30 PM )

GROUP 5

Leader: Alada, Kelly Angelique

Armada, Patrice Mae

Niebla, Divine Grace

Nugpo, Jethro Exley

Espinosa, Louie

Lusabia, Louie

Cado, Michael John

Esteva,

You might also like