FUNCTION OF MANAGEMENT

MOTIVATING

1
Productivity has always been a serious concern of the management of
firms.

If it improves, it means greater chances for the company to grow and be

more stable.

One reason why the Philippine economy cannot move steadily forward
is our record of low productivity for so many years.
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.
An example is the management of a construction firm wanting its
employees to finish projects on time, with the quality required at the
least cost.

To achieve this, various methods of motivation may be applied.

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
What is Motivating and
Motivation?
Motivating refers to the act of "giving employees reasons or incentives ... to work
to
achieve organizational objectives."

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.
FACTORS CONTRIBUTING TO MOTIVATION
1. Willingness to do a job.
People who like what they are doing are highly motivated to produce the expected
output.

2. Self-confidence in carrying out a task.

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
THEORIES OF MOTIVATION

1. Maslow's needs hierarchy theory

2. Herzberg's two-factor theory

3. Expectancy theory

4. Goal setting theory

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
• 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
breadwinner 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 involve 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 fulfilled need no longer
motivates an individual.
If this is the situation the subordinate is in, the engineer
manager must identify an unfullfilled need and work out
a scheme so that the subordinate will be motivated to
work in order to satisfy the unfulfilled need
2. 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 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
• Growth.
Dissatisfied employees mentioned the following factors (called dissatisfiers or
hygiene factors) as responsible for job dissatisfaction:
• Company policy and administration, supervision
• relationship with supervisor
• work conditions
• salary, relationship with peers
• personal life
• relationship with subordinates
• Status
• security
If Herzberg's theory will be considered by the engineer manager in
motivating employees, he must do something to eliminate the
dissatisfiers and install satisfiers
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.

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The theory poses the idea that motivation is determined by expectancies and
valences.

An expectancy is a belief about the likelihood or probability that a particular

behavioral act (like attending training sessions) will lead to a particular outcome
(like a promotion).

Valence is the value an individual places on the expected outcomes or rewards.

 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.
An Expectancy Model
4. Goal Setting Theory

Goal setting refers to the process

of improving performance with
objectives, deadlines or quality
standard.

https://www.youtube.com/watch?v=mg21keJZPq8
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
2. goal commitment task
3. work behavior complexity
4. feedback aspects
1. 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.

The sales quotas imposed by companies to individual members of their
sales force indicate reliance of these companies to the use of
challenging goals.
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.
When exact figures to be met are set, understanding is facilitated and workers are
motivated to perform.

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
2. Goal Commitment
When individuals or groups are committed to the goals they
are supposed to achieve, there isa 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.
The identification of goals provide a reason for an individual to persist in
his efforts until the goal is attained.

Once goals are set, the first important input to planning is already in
place.
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.
TECHNIQUES OF MOTIVATION
1. motivation through job design

2. motivation through rewards

3. motivation through employee participation

4. other motivation techniques for the diverse work force

1. 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 win occupy them.
Job design may be defined as "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:
A. fitting people to jobs
B. fitting jobs to people
 A. 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 moved periodically from one specialized job to
another.

3.Limited exposure - where a worker's exposure to a highly fragmented and tedious

job is limited.
B. 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.
2. Motivating Through Rewards

Rewards consist of material and psychological benefits to employees for

performing tasks in the workplace.

Properly administered reward systems can improve job performance

and satisfaction.
 Rewards may be classified into two categories:
1.Extrinsic rewards -those which refer to payoffs granted to
the individual by another party.
Examples are money, employee benefits, promotions,
recognition, status symbols, praise, etc.
2.Intrinsic rewards- those which are internally experienced
payoffs which are self-granted.
Examples are a sense of accomplishment, self esteem
and self-actualization.
 Extrinsic and intrinsic rewards coincide with needs:
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.
No single type of reward is generally applicable to all
employees.

This is so because individual persons have needs

different from other persons.
As much as possible the particular needs of an individual must be
matched with the corresponding reward if motivation is the objective.

The administrative contraints inherent to such systems, however, will be

a hindrance to its adoption.
Whenever feasible, however, it must be used.

Employees must believe that efforts will lead to reward.

Otherwise, they will not strive to turn in more efforts in their

particular job assignments.
Rewards that are not equitable will not produce the desired motivation.

When employees know that reward is tied up to individual performance,

management may expect extra efforts from them.
A negative example is the practice in some government offices where
every employee, regardless of performance, is given a productivity
bonus.

As a result, the majority are not motivated to exert extra efforts.

4. 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.
 The 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
1. Quality Control Circles.
A method of direct employee participation is the quality control circle
(QCC).
The objective of the QCC is to increase productivity and quality of
output.
The circle consists of a group of three to ten employees usually doing
related work, who meet at regular intervals (once a week for an hour, for
example) to identify problems and discuss their solutions.
The circle includes a leader such as a foreman, but rely on democratic
processes.

The members are trained in various analysis techniques by a

coordinator.

The circle forwards its recommendations to management, which in turn,

makes decisions on its adaption.
2. Self-managed Teams.
When workers have reached a certain degree of
discipline, they may be ripe for forming self-managed
teams.

Also known as autonomous work groups or high

performance teams, self-managed teams take on traditional
managerial tasks as part of their normal work routine.
The self-managed teams work on their own, turning out a
complete product or service and receiving minimal supervision
from managers who act more as facilitator than supervisors.

When a product or service is produced by a group of

professionals or specialists, they might as well be formed as
a self-managed team to save on supervisory costs.
 Requisites
Requisites to Successful
to Successful Employee
Employee ParticipationParticipation
Program 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.
Other Motivation Techniques

The advent of theories on individual differences and the

biological clock of human beings 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
1. Flexible Work Schedules
There is an arrangement called flextime, which allows
employees to determine their own arrival and departure times
within specified limits.

For example, an engineering firm may allow one group of

employees to take the 8:00 AM to 5:00 PM schedule, another
group takes the 9:00 AM to 6:00 PM schedule, and another
takes the 10:00AM to 7:00 PM schedule.
An alternative to this arrangement is the adaption of the forty-hour work
in four days allowing the employee to choose a day-off.

An innovation of a popular bank in Makati is the hiring of part-time tellers

to work four hours a day from Monday to Friday.
There are certain benefits that are offered by flexible work schedules,
although it is not appropriate for all situations.

Nevertheless, the engineer manager must decide when it is applicable

2. Family Support Services
Employees are oftentimes burdened by family obligations like caring for
children.

Progressive companies provide day care facilities for children of

employees.

A multinational company in far flung Davao province has even opened

an elementary and a high school within the plantation site.
3. 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.

It is expected that when the employee returns for work, his motivation is
improved.