MOTIVATING

CHAPTER 7
 WHAT IS MOTIVATION?
3
FACTORS CONTRIBUTING TO
MOTIVATION
5
THEORIES OF MOTIVATION

MASLOW’S NEED HIERARCHY THEORY

HERZBERG’S TWO-FACTOR THEORY
EXPECTANCY THEORY
GOAL SETTING THEORY
6
TECHNIQUES OF MOTIVATION
MOTIVATION THROUGH JOB DESIGN
MOTIVATION THROUGH REWARDS
MOTIVATION THROUGH EMPLOYEE PARTCIPATION
OTHER MOTIVATION TECHNIQUES
24
 Motivating
• Productivity has always been a serious concern of the firms. If
it improves, it means greater chances for the company to grow
and be more stable.

• Higher productivity, however, is not a result of chance. It

happens because of harder, more efficient, and more intelligent
work made by the employees. To be willing partners, however,
the requirement is for them to be properly motivated.

• When the cost of the other factors of production is seriously

affecting the viability of the firm, the remaining factor (i.e., labor)
may save the company from financial difficulties. However, this
will depend on whether or not labor will be motivated to
perform their assigned task.

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What is
Motivation?
Motivating refers to the act of "giving
employees reasons or incentives...to work to achieve
organizational objectives."
 Factors Contributing to Motivation
- There are certain factors influencing a person’s desire to do his job well.

• Willingness to do a job
• Self-confidence in carrying out a task
• Needs satisfaction

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 Theories of Motivation
• Maslow’s needs hierarchy theory

• Herzberg’s two-factor theory

• Expectancy theory

• Goal setting theory

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 MASLOW’S NEEDS HIERARCHY THEORY

Abraham Maslow, a psychologist, theorized that human beings gave five basic needs
which are as follows:

Physiological
Security
Social
Esteem
Self-actualization

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 Physiological Needs
Those that are concerned with biological needs like food, drink,
rest and sex fall under the category of physiological needs.
These needs take priority over the other needs.

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 Security Needs
After satisfying the physiological needs, people will seek to satisfy
their safety needs. These needs include freedom from harm
coming from the elements or from other people, financial
security which may be affected by loss of job or the
breadwinner in the family, etc.

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 Social Needs

After satisfying his physiological

and security needs, the
employee will now strive to
secure love, affection and the
needs to be accepted by peers

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 Esteem Needs
Refer to the need for a positive
self-image and self-respect and
the need to be respected by
others.

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 Self-Actualization Needs

The fifth and the topmost level

needs in the hierarchy are called
self-actualization needs and involve
realizing our full potential as human
beings and becoming all that we are
able to be.

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 The Relevance of Maslow’s Theory
to Engineering Management
• 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.

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 HERZBERG’S TWO-FACTOR THEORY

The two – factor theory is one developed by Frederick Herzberg

indicating that a satisfied employee is motivated from within to work harder
and that a dissatisfied employee is not self-motivated.

Herzberg identified two classes of factors:

• Satisfied Employees
• Dissatisfaction Employees

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 Expectancy Theory
• Is a motivation model based on the
assumption that an individual will work
depending on his perception of the
probability of his expectations to happen.

❖Expectancy
❖Valence

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 Expectancy Theory is based on the following
assumption:

1. A combination of forces within the individual and in the environment determines

behavior
2. People make decisions about their own behavior and that of organizations.
3. People have different types of needs, goals, and desires.
4. People make choices among alternative behaviors based on the extent to which
they think a certain behavior will lead to a desired outcome.

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 Goal Setting Theory
• Refers to the process of “improving performance with objectives, deadlines or
quality standard.” When individuals or groups are assigned specific goals, a clear
direction is provided and which later motivates them to achieve these goals.

• Goal setting model drawn by Edwin A. Locke and his associates consists of the
following components:
1. Goal Content
2. Goal Commitment
3. Work Behavior
4. Feedback aspects

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 • Goal content - to be sufficient in content, goals must be challenging,
attainable, specific and measurable, time-limited, and relevant.

➢When goals are challenging, higher performance may be expected.

➢Goals must be attainable if they are to be set. If they are not, then workers will only
be discouraged to perform, if at all.
➢Goals must be stated in quantitative terms whenever possible.
➢There must be a time-limit set for goals to be accomplished.
➢The more relevant the goals are to the company’s mission, the more support it can
generate from various levels of employment in the organization.

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 • Goal commitment – when individuals or groups are committed to the goals
they are supposed to achieve, there is a chance that they will be able to
achieve them.

• Work Behavior – goals influence behavior in terms of direction, effort,

persistence, and planning.

• Feedback Aspects – feedback provide the individuals with a way of knowing

how far they have gone in achieving objectives. Feedback also facilitate the
introduction of corrective measures whenever they are found to be
necessary.

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 Techniques of Motivation
Individual or groups of individuals may be motivated to
perform through the use of various techniques.

1. Motivation through job design

2. Motivation through rewards
3. Motivation through employee participation
4. Other motivation techniques for the diverse work force

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 Motivation through Job Design
• A person will be highly motivated to perform if he is assigned a job he likes.
the first requisite, however, is to design jobs that will meet the requirements
of the organization and the persons who will occupy them.
• Job design may be defined as “specific the tasks that constitute a job for an
individual or a group.”

• In motivating through the use of jobs design, two approaches may be used:
1. Fitting people to jobs
2. Fitting jobs to people

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 Fitting People to Jobs
▪ Routine and repetitive tasks make workers suffer from chronic dissatisfaction

▪ To avoid this, the following remedies may be adapted:

1. Realistic job previews – where management provides honest explanations of what a job actually entails.
2. Job rotation – where people are moves periodically from one specialized job to another.
3. Limited exposure – where a worker’s 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 the following:

1. Job enlargement – where two or more specialized tasks in a work flow sequence is combined into a
single job.
2. Job enrichment – where efforts are made to make jobs more interesting, challenging, and rewarding.

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 Motivating through Rewards
• Reward consist of material and psychological benefits to employees for
performing tasks in the workplace.
• Reward may be classified into two categories:
1. Extrinsic rewards – those which refers to payoffs granted to the individual by
another party.
2. Intrinsic rewards – those which are internally experienced payoffs which are self-
granted.

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Management of Extrinsic Rewards
- to motivate job performance
effectively, extrinsic rewards must
be properly managed in line with
the following:

1. It must satisfy individual needs;

2. The employees must believe effort
will lead to reward;
3. Rewards must be equitable;
4. Rewards must be linked to
performance.

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 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 completed.
• Specific activities identified where employees may participate are as follows:
1. Setting goals
2. Making decisions
3. Solving problems, and
4. Designing and implementing organizational changes
• The more popular approaches to participation includes the following:
1. Quality control circles
2. Self-managed teams

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Quality Control Circles – method of
directing employee participation is the
quality control circles (QCC). The
objective of the QCC is to increase
productivity and quality.

Self-managed Teams – when workers

have reached a certain degree of
discipline, they may be ripe for
forming self-managed teams. A.k.a.
autonomous work groups or high
performance teams, self-managed
teams “take on traditional managerial
tasks as part of their normal routine.”

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 Requisites to Successful Employee
Participation Program
• To succeed, an employee participation program will require the following:
1. A profit-sharing or gainsharing plan.
2. A long-term employment relationship with good job security.
3. A concerted effort to build and maintain group cohesiveness.
4. Protection of the individual employee’s rights.

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 Other Motivation Techniques
• The advent of theories on individual differences and the
biological clock of human being put pressure on the engineer
manager to adapt other motivation techniques whenever
applicable. These refer to the following:

1. Flexible work schedules

2. Family support services
3. Sabbaticals

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• Flexible work schedules – there is an arrangement, called flextime, which allows
employees to determine their own arrival and departure times within specified
limits.

• Family Support Services – employees are oftentimes burdened by family

obligations like caring for children.

• Sabbaticals – a sabbatical leave is one given to an employee after a certain

number of years of service. The employee is allowed to go on leave for two
months to one year with pay to give him time for family, recreations, and
travel.

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 SUMMARY
Motivating is the management action of giving employee reasons or incentives to work to achieve
organizational objectives. Motivation is the process of activating behavior, sustaining it, and directing it towards a
particular goal.
The factors contributing to motivation consist of: (1) willingness to do a job, (2) self-confidence in carrying
out a task, and (3) needs satisfaction.
There are four theories of motivation that are crucial to management: These are:
1. Maslow’s need hierarchy theory
2. Herzberg’s two-factor theory
3. Expectancy theory
4. Goal setting theory
Various techniques of motivation consist of: (a.) motivation through job design, (b.) motivation through
rewards, (c.) motivation through employee participation, and (d.) other motivation techniques like flexible work
schedules, family support services, and sabbaticals.

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ANSWERS:

1.) Motivating is relevant to the job of engineer manager

because it allows the organization or the group to stay focused
and become goal-oriented in order to achieve the best results
and have the best performance possible towards achieving a
goal.

2.): Motivation techniques are applicable to engineers because it

allows them to be better and achieve the best possible
outcome. For example: An Engineer is promised a better pay
or a promotion or letting him/her realize that it will make
him/her better or even letting him/her that he/she is capable of
doing the job or achieving the goals will allow the engineer to
feel the need to become Focused and more inclined to having
better performance and results.

3.) When Maslow insinuated that needs are hierarchical, she

meant that it needs to be satisfied in a particular order for it to
work properly AMO

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4.) Multiple factors affect a person's job satisfaction, including pay benefits and promotions working condition leadership and social
relationship What Causes Job Dissatisfaction? *Being underpaid. *Having an unsupportive or untrustworthy boss. *Limited career
growth at an organization. *Lack of meaning behind a role. *Lack of work-life balance. *Poor management.

5.)The Expectancy theory states that employee's motivation is an outcome of: how much an individual wants a reward the
assessment that the likelihood that the effort will lead to expected performance and. the belief that the performance will lead to
reward

6.) Goal setting involves the development of an action plan designed in order to motivate and guide a person or group toward a goal.
Goals are more deliberate than desires and momentary intentions. Therefore, setting goals means that a person has committed
thought, emotion, and behavior towards attaining the goal. clarity, challenge, commitment, feedback, and task complexity.

7.)empowerment is a contemporary way of motivating employees through job design.

8.)There are two types of rewards Tangible rewards are money, vacations, and material objects. Intangible rewards can be things such
as prizes, plaques, and awards given at annual celebrations for exceptional performance. Intangible rewards refer to non-material
awards provided to an employee that do not have inherent financial value.

9.)Here's our comprehensive list of employee engagement activities: Workplace parties. ... Learning lunches. ... Employee games,
tournaments, and competitions. ... Special days. ... Training. ... Recognition programs. ... Sporting events. ... Team-building activities.

10.) Reduced costs. One of the biggest benefits of flexible working arrangements, particularly for large organizations, is the ability to
save on costs Increased productivity Improved work culture Diverse teams Better retention Better recruitment

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 Suggested item for research
• The financial benefits are: • The non-financial benefits
➢Pay and allowances ➢ Status
➢Bonus ➢ Organizational climate
➢Productivity linked wage ➢ Career advancement opportunity
incentives ➢ Job enrichment
➢Profit-sharing ➢ Job security
➢Retirement benefits ➢ Employee recognition programs
➢Stock options or co- ➢ Employee empowerment
partnership
➢Commission
➢Perquisites
https://www.toppr.com/guides/business-studies/directing/incentives/
https://byjus.com/commerce/financial-and-non-financial-incentives/

20XX presentation title 38

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thank you
GROUP 1
ANGELES
CALICDAN
DELA PEÑA
EDEJER
GALA
GALLARDO
GARCIA
HOMO
PEREY
PIPO
YANGO