MOTIVATIONMOTIVATIONBy: Mrs. Belen Apostol

What is motivationWhat is motivationthe force that causes an

individual to behave in a specific way

a highly motivated person works hard at a job; an unmotivated person does not.

an internal process

Factors Contributing to Factors Contributing to MotivationMotivation

Willingness to do the jobSelf confidence in carrying out the task

Needs Satisfaction

The Process of MotivationThe Process of Motivation

Needs Motivation

Needs Satisfaction

Action or Goal Oriented Activities

plus

leads to

which results to

which leads to readiness for the next needs

Theories of MotivationTheories of Motivation

◦Maslow’s needs hierarchy theory

◦Herzberg’s two-factor theory

◦Expectancy theory◦Goal-setting theory

Maslow’s Needs Hierarchy Maslow’s Needs Hierarchy TheoryTheory

Need - a physiological or psychological deficiency that a person feels the compulsion to satisfy.

- can create tensions that can influence a person's work attitudes and behaviors.

Physiological Needs – concerned with biological needs like food, shelter, clothing, etc. These needs take priority over the other needs.

Safety needs – include freedom from bodily harm and financial security.

Love needs – or social needs ; strive to secure love, affection and the need to be accepted by peers

Esteem needs – need for positive self-image and self respect and the need to be respected by others.

Self-Actualization needs – realization of one’s potential as a human being and becoming someone he could be.

Maslow’s Needs Hierarchy Theory

Self Actualizing ManagerSelf Actualizing Manager

Characteristics of the Self-Actualizing Manager

Has warmth, closeness, and sympathy Recognizes and shares negative information and feeling Exhibits trust, openness, and candor Does not achieve goals by power, deception, or

manipulation Does not project own feelings, motivations, or blame

onto others Does not limit horizons; uses and develops body, mind,

and senses Is not rationalistic; can think in unconventional ways Is not conforming; regulates behavior from within

Herzberg’s Two-factor TheoryHerzberg’s Two-factor Theory

Two-factor theory1. Hygiene factors or Dissatisfiers

include salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing.

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.

Herzberg’s Two-factor TheoryHerzberg’s Two-factor Theory

Herzberg’s Two-factor TheoryHerzberg’s Two-factor Theory

Implications of Herzberg’s Theory◦Satisfaction is not the opposite of

dissatisfaction.◦There is a need to think carefully about

what motivates employees.Problems with Theory

◦Assumption of job performance improving with satisfaction is weakly, at best, supported.

◦One person’s dissatisfier is another person’s satisfier

Expectancy TheoryExpectancy Theory

an employee will be motivated to exert a high level of effort when he or she believes that: 1. Effort will lead to a good

performance appraisal.2. A good appraisal will lead to

organizational rewards.3. The organizational rewards will

satisfy his or her personal goals.

Expectancy TheoryExpectancy Theory

Relevance of Expectancy Theory to Managers◦Employee expectations can be

influenced by managerial actions and organizational experience.

◦Training increases employee confidence in their efforts to perform.

◦Listening provides managers with insights into employees’ perceived performance-reward probabilities.

Goal-Setting TheoryGoal-Setting Theory

intentions to work toward a goal are a major source of work motivation.

Goals - tell employees what needs to be done and how much effort should be expanded.

The more difficult the goal, the higher the level of performance expected.

Goal-Setting TheoryGoal-Setting Theory

A Model of How Goals Can Improve Performance

Techniques of MotivationTechniques of Motivation

Motivation through job design;Motivation through rewards;Motivation through employee

participation; andMotivation Through Quality-of-

Work-Life Programs

Motivation Through Job DesignMotivation Through Job Design

Job Design - the delineation of task responsibilities as dictated by organizational strategy, technology, and structure

Two strategies of Job Design: 1.Fitting People to Jobs2.Fitting Jobs to People

Motivation Through Job DesignMotivation Through Job Design

Two strategies of Job Design: 1.Fitting People to Jobs

Improving the motivation of routine-task personnel

Realistic job previews: Honest explanations of what a job actually entails

Job rotation: Moving people from one specialized job to another

Limited exposure: Using an incentive such as contingent time off (CTO) to motivate performance

Motivation Through Job DesignMotivation Through Job Design

Two strategies of Job Design: 2. Fitting Jobs to People

Job enlargement: Combining two or more specialized tasks (horizontal loading) to increase motivation

Job enrichment: Redesigning a job to increase its motivating potential by introducing planning and decision-making responsibility (vertical loading)

Motivation Through Job DesignMotivation Through Job Design

Five Core Dimensions of Work◦ Skill variety: The variety of activities required

in carrying out the work◦ Task identity: The completion of a “whole” and

identifiable piece of work◦ Task significance: How much impact the job

has on the lives of other people◦ Autonomy: The freedom, independence, and

discretion that one has to do the job◦ Job feedback: How much performance

feedback the job provides to the worker

Motivation Through Job DesignMotivation Through Job Design

How Job Enrichment Works

Motivation Through Motivation Through RewardsRewardsClassification of Rewards:

1. Extrinsic Rewards2. Intrinsic Rewards

Motivation Through Motivation Through RewardsRewardsExtrinsic Rewards

◦Payoffs granted to the individual by other people Money, employee benefits, promotions, recognition,

status symbols, and praiseImproving Performance with Extrinsic

Rewards◦Rewards must satisfy individual operative needs.

Cafeteria compensation: A plan that allows employees to select their own mix of benefits

◦Employees must believe effort will lead to reward.◦Rewards must be equitable.◦Rewards must be linked to performance.

Motivation Through Motivation Through RewardsRewards

Intrinsic Rewards◦Self-granted and internally experienced

payoffs Sense of accomplishment, self-esteem, and self-

actualization

Motivation Through Motivation Through RewardsRewards

Motivation Through Motivation Through RewardsRewards

Motivation through Employee Motivation through Employee ParticipationParticipationParticipative Management -

The process of empowering employees to assume greater control of the workplace

Setting goals Making decisions Solving problems Designing and implementing

organizational changes

Motivation through Employee Motivation through Employee ParticipationParticipationThree approaches to participation◦Quality control circles◦Open-book management (OBM)◦Self-managed teams

Motivation through Employee Motivation through Employee ParticipationParticipationQuality Control (QC) Circles

◦Voluntary problem-solving groups of five to ten employees from the same work area who meet regularly to discuss quality improvement and ways to reduce costs

◦Assume responsibility for recommending, implementing, and evaluating solutions to quality problems

◦Voluntary participation that taps into the creative potential of every employee

Motivation through Employee Motivation through Employee ParticipationParticipation

Open-Book Management (OBM)◦Sharing a company’s key financial data and

statements with all employees and providing the education that will enable them to understand how the company makes money and how their actions affect its success and bottom line

Benefits of OBM Displays a high degree of trust in employees Creates strong commitment to employee training Teaches patience when waiting for results

Motivation through Employee Motivation through Employee ParticipationParticipationThe Four STEP

Approach to Open-Book Management

◦ Step 1: Share financial data with employees.

◦ Step 2: Teach employees the business model.

◦ Step 3: Empower employees to make decisions.

◦ Step 4: Pay employees a fair share of profits through bonuses and incentive compensation.

Motivation through Employee Motivation through Employee ParticipationParticipation

Self-Managed Teams (Autonomous Work Groups)

High performance teams (with assigned membership) assume traditional managerial duties such as staffing and planning as part of their normal work routine.

Self-management fosters creativity, motivation, and productivity.

Motivation through Employee Motivation through Employee ParticipationParticipationKeys to Successful Employee Participation Programs

Building Employee Support for Participation◦A profit-sharing or gain-sharing plan◦A long-term employment relationship

with good job security◦A concerted effort to build and

maintain group cohesiveness◦Protection of the individual

employee’s rights

Motivation through Quality-of-Motivation through Quality-of-Work-Life ProgramsWork-Life Programs

1. Flexible Work Schedules2. Alternatives3. Family Support Services4. Wellness Programs5. Sabbaticals

Motivation through Quality-of-Motivation through Quality-of-Work-Life ProgramsWork-Life Programs

Flexible Work Schedules◦Flextime: A work schedule that allow

employees to choose their own arrival and departure times within specified limits

◦Benefits Better employee-supervisor relations Reduced absenteeism Selective positive impact on job

performance (improves productivity for some jobs, but not for others)

Motivation through Quality-of-Motivation through Quality-of-Work-Life ProgramsWork-Life Programs

Flexible Work Schedules

Motivation through Quality-of-Motivation through Quality-of-Work-Life ProgramsWork-Life Programs

Alternatives Expanded concept of flextime

Reduced time, paid leaves, telecommuting

Compressed workweeks: 40 or more hours in fewer than five days

Semipermanent and permanent part-time: work weeks with fewer than 40 hours.

Job sharing: complementary scheduling that allows two or more part-timers to share a single full-time job

Motivation through Quality-of-Motivation through Quality-of-Work-Life ProgramsWork-Life Programs Family Support Services

◦Top family-friendly benefitsDependent care flexible spending accounts

FlextimeFamily leave above required no. of leaves

Telecommuting on a part-time basis

Compressed workweeks

Motivation through Quality-of-Motivation through Quality-of-Work-Life ProgramsWork-Life Programs Wellness Programs

◦Employer-provided programs to help employees cope with stress and burnout

Sabbaticals◦Giving long-term employees

extended periods of paid time off to refresh themselves and bolster their motivation and loyalty