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29 views

Em Script

Uploaded by

Alyca Chin jansor
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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1. What is Motivation?

Motivation, on the other hand, refers to the “process of


activating behavior, sustaining it, and directing it toward a particular goal”. This definition is
useful because it specifies three stages: activating, sustaining, and directing actions towards the
achievement of objectives

Motivating refers to the act of “giving employees reasons or incentives to work to


achieve organizational objectives”.

2. 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 the expected output. (GUSTO MO)
2. Self-confidence in carrying out a task. (KAYA MO) When employees feel
that they have the required skill and training to perform a task, the more
motivated they become.
3. Needs satisfaction, People will do their jobs well if they feel that by doing
so their needs will be satisfied.(NASASATISFY KA OR NASISIYAHAN
KA SA GINAGAWA MO)
3. Theories of Motivation

1. Maslow’s Needs Hierarchy Theory


Abraham Maslow, a psychologist, theorized that human beings have five basic needs
which are as follows: physiological, security, social, esteem, and self-actualization.
These needs are hierarchical, which means, one need will have to be satisfied first
before the other need.

 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 other needs.
 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 breadwinning in the family, etc.
 Social Needs. After satisfying his physiological and security needs, the employee will now strive to secure love,
affection, and the need to be accepted by peers.
 Esteem Needs. The fourth level of needs is called esteem needs and they refer to the need for a positive self-image
and self-respect and the need to be respected by others.
 Self-Actualization Needs. The fifth and the topmost level needs in the hierarchy are called self-actualization needs
and involving realizing our full potential as human beings and becoming all that we are able to be.

The Relevance of Maslow’s Theory to Engineering Management. Even if Maslow’s


theory has been largely questioned, one basic premise cannot be discarded: A MAIN IDEA FOR MASLOW
IS a fulfilled need no longer motivates an individual. If this is the situation the subordinate
is in, AS AN engineer manager OR THE FUTURE ENGINEER MANAGER WE 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.

2. Hezberg’s Two-Factor Theory


Hezberg identified two classes of factors associated with employee satisfaction and
dissatisfaction. In his research, Herzberg found out that satisfied employees mentioned
the following factors (called satisfiers or motivation factors) responsible for job
satisfaction: achievement, recognition, work itself, responsibility, advancement, and
growth. Dissatisfied employees mentioned the following factors (called dissatisfiers or
hygiene factors) as responsible for job dissatisfaction: company and administration,
supervision, relationship with supervision, work conditions, salary, relationship with
peers, personal life, relationship with subordinates, status, and security.

3. Expectancy Theory
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 theory is based on the following assumptions:
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.

4. Goal Setting Theory


Goal setting 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.
The goal setting model drawn by Edwin A. Locke and his associates consists of the
following components:

1. Goal Content. To be sufficient in content, goals must be challenging,


attainable, specific and measurable, time-limited, and relevant. 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. 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.
2. 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.
3. Work Behavior. Goals influence behavior in terms of direction, effort,
persistence, and planning. When an individual is provided with direction,
performance is facilitated. In trying to attain goals that are already
indicated, the individual is provided with a direction to exert more effort.
4. 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.
 GQ#2. Discuss strategies for effective team building!!! and motivation.

Motivating a team is crucial for achieving organizational goals. Here are some strategies for effective
team motivation:

 Clear Communication: Communicate the team’s goals and objectives clearly. Make sure everyone
understands their role and how their work contributes to the overall success of the team.
 Recognition and Rewards: Recognize and reward team members for their hard work and
achievements. This can be in the form of verbal praise, awards, or incentives.
 Encourage Participation: Encourage team members to participate in decision-making processes.
This can make them feel valued and increase their sense of ownership in their work.
 Provide Opportunities for Growth: Provide opportunities for team members to learn new skills
and grow professionally. This can be through training programs, workshops, or mentoring.
 Foster a Positive Work Environment: Create a work environment that is positive and supportive.
Encourage team members to collaborate and help each other.
 Lead by Example: As a leader, set a positive example for your team. Show dedication, work ethic,
and a positive attitude.
 Work-Life Balance: Encourage a healthy work-life balance. Overworking can lead to burnout,
which can decrease motivation.
 Regular Feedback: Provide regular feedback to your team members. Constructive feedback can
help them improve their performance and feel more confident in their abilities.
Remember, every team is unique, so it’s important to understand what motivates your team members
individually and adjust your strategies accordingly.

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