Chapter 5.

Employee
Motivation
DOMEN, EARL FRANCIS
DRANTO, SARA
BSBA2-D
 MOTIVATION STARTS FROM THE INDIVIDUAL

⚫ The concept of motivation plays an important role in analyzing and

explaining the behavior.
⚫ Motivation means inspiring the personnel/ workers/ employees with an
enthusiasm to work for the accomplishment of objectives of the
organization.
⚫ One of the major faults people make when trying to motivate others is
not taking their individual needs into concern.
⚫ If a manager wants to motivate more than one employee then he has to
do his best to sit with each person individually to know more about his
needs.
⚫ Therefore, the ideal approach to motivate a person is to know his
individual needs first then present him a reward that either:
1. helps him continue the favorable status he used to live in
2. or present him a reward that would permit him to get away from the poor
condition he used to live in
 CONTENT APPROACHES
⚫ The basic needs model, referred to as content theory of motivation,
highlights the specific factors that motivate an individual.
⚫ The content approaches center on the factors within the individual
when which rejuvenate, direct, sustain, and stop behavior.
⚫ These approaches try to determine the particular needs that motivate
or inspire people which have an influence on managerial practices.
⚫ They are: Maslow's Hierarchy of Needs, Aldefer's ERG Theory,
Herzberg's Two-Factor Theory and McClelland's Learned Needs Theory.
Maslow's Hierarchy of Needs
⚫ Abraham Maslow 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 behavior.
⚫ Maslow formed a theory based on his definition of need that proposes that
humans are motivated by multiple needs and that needs exist in a
hierarchal order.
⚫ His premise is that only an unsatisfied need can influence behavior; a
satisfied need is not a motivator.

Maslow's theory is based on the following two principles:

1. Deficit principle- a satisfied need no longer motivates behavior because
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 satisfied.
 Table 3 Examples of Maslow's Hierarchy of Needs
Need Home Job
self-actualization education, religion, training, advancement,
hobbies, personal growth growth, creativity
esteem approval of family recognition, high status,
friends, community responsibilities
belongingness family, friends, clubs teams, depts, coworkers,
clients, supervisors,
subordinates
safety freedom from war, work safety, job security,
poison, violence health insurance
physiological food, water, sex Heat, air, base salary
Source: http://www.analytictech.com
The levels of motivation are the following:
1. In the first level, physiological needs exist which include the most basic needs
for humans to survive, such as air, water and food.
2. In the second level, safety needs exist which include personal security, health,
well-being, and safety against accidents remain.
3. In the third level, belonging needs exist. This is where people need to feel a
sense of belonging and acceptance. It is about relationships, families and
friendship. Organizations from fulfill this need for people.
4. In the fourth level, self-esteem needs remain. This is where people looks to be
respected and to have self-respect. Achievement needs, respect of others are in
this level.
5. In the top level, self-actualization needs exist. This level of need pertains to
realising the person's full potential.
Aldefer's ERG Theory
⚫ Clayton Alderfer's ERG (Existence, Relatedness, and Growth) theory is built
upon Maslow's hierarchy of needs theory.
⚫ Alderfer collapses Maslow's five levels of needs into three categories.
1. Existence needs are desires for physiological or material well-being. (In 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 Maslow's model, growth needs include esteem and
self-realization needs).
⚫ This approach proposes that unsatisfied needs motivate behavior, and that a
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 frustration-regression principle.
⚫ Frustration-regression principle means that an already satisfied lower level
need can become reactivated and influence behavior when a higher level
need cannot be satisfied.

Herzberg's Two-Factor Theory

⚫ Frederick Herzberg offers another framework for understanding the
motivational implications of work environments.
⚫ In his two-factor theory, 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.
2. Satisfiers or motivators include such things as responsibility, achievement,
growth opportunities, and feelings of recognition, and are the key to job
satisfaction and motivation.
⚫ Hygiene factors determine dissatisfaction and motivators determine
satisfaction.
 McClelland's Learned Need Theory
⚫ David McClelland's acquired needs theory recognized that everyone
prioritizes needs differently.
⚫ He also believe that individuals are not born with these needs, but that they
are actually learned through life experience.
⚫ McClelland identifies three specific needs:
1. Need for achievement is the drive to excel. 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 or not
c. Set moderately challenging goals and perform best when they perceive
their probability of success as 50-50
2. Need for power is the desire to cause others to behave in a way that
they would not have behaved otherwise. Individuals with a need of power
often demonstrate the following behaviors:
a. Enjoy being in charge
b. Want to work 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
3. Need for affiliation is the desire for friendly, close interpersonal
relationships and conflict avoidance. People needing affiliation display the
following behaviors:
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
⚫ McClelland associates each need which a distinct set of work preferences,
and managers can help tailor the environment to meet this needs.
 PROCESS APPROACHES
⚫ Process approaches are concerned with "how" motivation happens.
⚫ They provide a description and analysis of how behavior is energized,
directed, sustained and stopped.
⚫ Implications of process theories include the following:
1. Establishing goals to direct behavior is an important part of a
motivational program.
2. Motivational programs should be perform perceived as equitable and
deliver desirable outcomes the individual has an expectation of achieving.

Expectancy Theory
⚫ Expectancy theory argues that human 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 theory 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.
⚫ Here is he equation suggests that human behavior is directed by subjected
probability .
Motivation = Expectancy X Instrumentality X Valence
⚫ M(motivation) is the amount a person will be motivated by the situation
they find themselves in.
⚫ E(expectancy) is the person's perception that effort all result in performance.
⚫ I(Instrumentality) is the person's perception that performance will be
rewarded/punished.
⚫ V(Valence) is the perceived strength of the reward or punishment that will
result from the performance.
Equity Theory
⚫ Developed by John Stacey Adams in 1963, Equity Theory suggests that if the
individual part perceives 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 satisfied.
⚫ Adams identifies 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.
4. Leaving the field- a person may try to find a new situation with a more
favorable balance.
5. Acting on others- a person may attempt to bring about changes in others.
6. Changing the object of comparison- means changing the reference group
with whom comparison is made.

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 on 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
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 generates higher levels of performance than setting
general goals.
2. The goals that are hard to achieve are linearly and positively connected to
performance.

JOB DESIGN PRACTICES THAT MOTIVATES

⚫ Job design has a major impact on employee motivation, job satisfaction,
commitment to an organization, absenteeism, and turnover.
Job Characteristics Model
⚫ The job characteristics model s 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 i work-related outcomes.
1. Skill variety refers to the extent to which the job requires a person to
utilize multiple high-level skills.
2. Task identity refers to the degree to while a person is in charge of
completing an identifiable piece of work from start to finish.
3. Task significance refers to whether a person's job substantially affects
other people's work, health or well-being.
4. Autonomy is the degree to which a person has the freedom to decide how
to perform his or her tasks.
5. Feedback refers to the degree to which people learn how effective they are
being at work.

Job Rotation
⚫ Job rotation involves moving employees from job to job at regular intervals.
⚫ Job rotation has a number of advantages for organizations
1. Burnout reduction- When employees rotate across different positions
regularly, they experienced less boredom, greater task variety, and decreased
feelings of needless repetition.
2. Increased employee satisfaction- By allowing employees to engage in job
rotation, employees are likely to experience greater satisfaction by
identifying strengths and weaknesses.
3. Increased employee motivation- It is important for business owners to
provide opportunities to increase employee motivation because greater
motivation promotes had higher levels of organizational commitment and
desire to grow within the company.
4. Three benefits above cumulatively influence a business's turnover rate and
workplace injuries- Turnover is greatly reduced because employees di not
experienced the fatigue, boredom and dissatisfaction associated with
performing the same job everyday.

Job Enlargement
• Job enlargement refers to expanding the tasks performed by employees to
add more variety.
• Job enlargement may have similar benefits to job rotation, because it may
also involve teaching employees multiple tasks.

Job Enrichment
• Job enrichment is a job redesign technique that allows workers more
control over how they perform their own tasks.
⚫ This approach allows employees to take on more responsibility.

Empowerment
⚫ The concept of empowerment extends the idea of autonomy.
⚫ Empowerment is the removal of conditions that make a person
powerless..
⚫ The idea behind empowerment is that employees have the ability to
make decisions and perform their jobs effectively if management
removes certain barriers.
⚫ 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 empowerment process starts with structure that leads to felt
empowerment.
Here are some tips for empowering employees:
1. Change the company structure so that employees have more power on
their jobs
2. Provide employees with access to information about things that affect
their work
3. Make sure that employees know how to perform their jobs
4. Do not take away employee power
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.

Flexible Working Arrangements

⚫ Flexible work arrangements refer to alternative arrangements or schedules
other than the traditional or standard work hours .
⚫ Offering flexible working arrangements for staff can also be hugely
motivating by enabling them to achieve a better work-life balance.
⚫ Supporters of flexible work programs hail them as important recognition
of the difficulties that many employees have in balancing their family
obligations and their work duties, and they note that such programs can
make a company more attractive to prospective employees.

Flexible work arrangements can take any number of forms:

1. Flextime- This is a system wherein employees choose their starting and
quitting times from a range of available hours.
2. Compressed Work Week- The standard work week is compressed into
fewer than five days.
3. Flexplace- This term encompasses various arrangements in which an
employee works from home or some other non- office location.
4. Job Sharing- Two people voluntarily share the duties and responsibilities
of one full-time position, with both salary and benefits of that position
prorated between two individuals.
5. Work Sharing- These programs are increasingly used by companies that
wish to avoid layoffs.
6. Expanded Leave- This option gives employees greater flexibility in terms
of requesting extended periods of time away from work without losing their
rights as employees.
7. Phased Retirement- The employee and employer agree to a schedule
wherein the employee's full-time work commitments are gradually reduced
over a period of months or years.
8. Partial Retirement- These programs allow older employees to continue
working on a part time basis, with no established end date.
9. Work and Family Programs- These programs are ones in which employers
provide some degree of assistance to their employees in the realms of
childcare and eldercare.
THANK YOU