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Presented by:
Presented to:Engr. Aniceto Rialubin
Bernardo, Ronnel Bren A.
Ricod, Mikee Janine
Rea, Jessamae
Tejada, Neil Mark
GROUP VI
05/02/13
What is Motivation?
Factors Contribution to Motivation
Theories of Motivation
Maslows’s Needs Hierarchy Theory Herzberg’s Two – Factor Theory
Expectancy Theory
Goal Setting Theory
Techniques Of MotivationMotivation Through Job Design
Motivating Through Rewards
Motivation Through Employee Participation
Requisites to Successful Employee Participation
Other Motivation Techniques
MOTIVATING
WHAT IS MOTIVATION?refers to the “process of activating behavior, sustaining it, and directing it toward a particular goal”
Motivatingrefers to the act of “giving employees reason or incentives. . .to work to achieve organizational objectives”
Process of Motivation
LEADS TO
WHICH RESULTS TO
WHICH LEADS TO REDINESS FOR THE NEXT NEED
PLUSNEEDS MOTIVATION
ACTION OR GOAL – DIRECTED BEHAVIOR
NEED SATISFACTION
FACTORS CONTRIBUTING TO MOTIVATION
Willingness to do a job
Self-confidence in carrying out a task
Needs satisfaction
People who like what they are doing are highly motivated to produce the expected output.
When employees feel that they have the required skill and training to perform a task, the more motivated they become.
People will do their jobs well if they feel that by doing so, their needs will be satisfied.
MASLOW’S NEEDS HIERARCHY THEORY
Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are as follows: physiology, 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 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.
Maslow’s Needs Hierarchy Theory
PHYSIOLOGICAL NEEDSfood, drink/water, rest/sleep, sex, body elimination
SECURITY NEEDS freedom from harm and financial security
SOCIAL NEEDSfriendship, belonging, love
ESTEEM NEEDS status, respect, prestige
SELF – ACTUALIZATION NEEDSself - fulfillment
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 thins is the situation the subordinate is in, the engineering 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.
Herzberg’s Two – Factory Theory
developed by Frederick Herzberg indicate that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self - motivated
motivation factors
responsible for job dissatisfaction: company policy
and administration, supervision, relationship with
peers, personal life, relationship with subordinates,
status, and security.
Hygiene factors
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LEVEL OF
SATISFACTIONlevel of no satisfaction and no dissatisfaction ( no reason not to work but no motivation to work hard)
LEVEL OF
DISSATISFACTION
HERBERG’S TWO FACTOR THEORY
Herzberg indentified two classes of factors associated with employee:
Satisfiers or motivation factors
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Dissatisfiers or hygiene factors
Company policy and administration
Supervision
Relationship with supervisor
Work condition
Salary
Relationship with peers
Personal life
Relationship with subordinates
Status
Security
Expectancy Theoryis 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 assumption:
A combination of forces within the individual and in the environment determines behavior.
People make decisions about their own behavior and that of organizations.
People have different types of needs, goals, and desires.
People make choices among alternative behaviors based on he extent to which they think a certain behavior will lead to a desired outcome.
EFFORT
Second – level Outcome (esteem of others)
Second – level Outcome (self - esteem)
Second – level Outcome (ability to purchase house and lot)
Second – level Outcome (ability to be with family)
First - level Outcome(recognition)
OUTCOMES
First - level Outcome(compensation)
EXPECTANCY
EXPECTANCY MODEL
PERFORMANCE
perceived probability of successful performance, given effort
perceived probability of receiving an outcome given performance
Valence +
Valence +
Valence +
Valence +
Valence -
Valence +
EXPECTANCY
Goal Setting Theoryrefers to the process of “improving performance with objectives, deadlines or quality standard.”
The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:
goal content
goal commitment
work behavior
feedback aspects
WORKBEHAVIO
R
GOAL CONTENT
knowledge of results or feedback
job knowledge and ability
PERFORMANCE
Task Complexity
GOALS MOTIVATE AND FACILITATE PERFORMANCE
Situational Constraints:
which is1. challenging2. attainable3. specific and measurable4. time limited5. relevant
with 1. direction 2. effort 3. persistence 4. planning
1. tools 2. materials 3. equipment
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. When an individual individual is provided with direction, performance is facilitated.
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 MOTIVATIONmotivation through job design
motivation through rewards
motivation through employee participation
other motivation techniques for the diverse work force
TECHNIQUES OF MOTIVATION
Motivation thru Job Design
Motivation thru Job Rewards
Other Motivation Techniques
Motivation thru Employee’s
Participation
Fitting jobs to people
Techniques of Motivation
Fitting people to jobs
self – managed
teams
extrinsic rewards
Flexible work schedules
quality control circles
intrinsic rewards
sabbaticalsFamily
support services
with 1. realistic job previews 2. job rotation 3. limited exposure
with 1. job enlargement 2. job enrichment
Motivation Through Job Design
specifying the tasks that constitute a job for an individual or a group
Two approaches may be used: fitting people to jobs or fitting jobs to people
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.
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.
Motivating Through Rewards
Rewards consist of material and psychological benefits to employees for performing tasks in the workplace. Properly administered reward system can improve job performance and satisfaction.
Rewards may be classified into two categories:
1. Extrinsic – those which refer to payoffs granted to the individual by another party.
2. Intrinsic rewards – those which are internally experienced payoffs which are self – granted.
Management of Extrinsic Rewards. To motivate job performance effectively, extrinsic rewards must be properly managed in line with the following:
It must satisfy individual needs;
the employees must believe effort will lead to reward;
rewards must be equitable;
rewards must be linked to performance.
Type of Benefit Feature
1. Monthly Pay depends on qualifications of employee
2. 13th month pay given at mid – year
3. 14th month pay given at yearend
4. Housing allowance given to permanent employees
5. Sick leave benefits 15 days a year with pay
6. Vacation leave benefits 15 days a year with pay
7. Pension plan given to permanent employees
8. Paid vacation trip given to employees with outstanding performance
9. Health insurance given to permanent employees
10. Accident insurance given to permanent employees
An Array of Monetary and Other Incentives for Employees
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 circle 2. self – managed teams
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.
Self . Managed Teams. When workers have reached a certain degree of discipline, they may be ripe for forming self – managed teams.
Quality circle members brainstorm, gather data, and establish cause and effect.Quality circle members prepare solutions and recommendationsManagement considers quality circle recommendations and makes decisions.Results are measured and feedback, recognition and rewards given to quality control circle members.
THE QUALITY CONTROL CIRCLE PROCESS
Requisites to Successful Employee Participation Program
To succeed, an employee participation program will require the following:
1. a profit – sharing or gain sharing 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 TechniquesThe 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:
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. Progress companies provide day care facilities for children of employees.
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, recreation, and travel.
An Interview with : Engr. Margarito A. Tejada
Q. Sir, What do you mean by motivation?
A. Motivation is the inner power that pushes us toward taking action and toward achievements. Motivation is powered by desire and ambition.
Q. What motivates you in your job?
A. For me, I think my motivation comes from being competitive. I like saying I'm better at something than my peers, and being able to back it up with numbers....especially when I can say I'm better than the majority in a field that's mostly male dominated.
Q. Is money enough to motivate your employees , Sir?
A. No amount of money can motivate employees.However, when money is an indicator of achievement, recognition, gratitude, justice, any positive feeling and all of the above, then money becomes a strong motivator.
Q. For you Sir, what exactly does a person require to motivate an individual?
A. As to motivate individual we need leadership quality and have the high confidence level in ourselves to motivate other and reach up to social individual and company objective and goal.
Q. What do you enjoy most about your job?
A. I enjoy the ever moving and fast paced nature of this industry. I am constantly learning new skills and developing my knowledge on a daily basis. Having this level of responsibility really motivates me and pushes me forwards in my professional development.
Thank You
GROUP VI