MOTIVATION

The intrinsic inducement that propels an individual to think, feel and

perform in certain areas. It is internalized and the most important yet
elusive determinant of work behavior.
 FIGURE 8.3
Motivation – Behavior Model
“ to command the right kind of loyalty you have to make the needs
of the people paramount, not the needs of the organization. If you
can meet the needs of the people, you will indeed meet the needs
of the organization”

CHARLES PETER MCCOLOUGH

Former CEO and Chairman of the Board
XEROX CORPORATION
 THEORIES OF MOTIVATION
▪ Frederick Taylor – The Economic Man Theory
▪ Rothlisberger and Mayo – The Theory of the Social Man
▪ Maslow – The Complex Man Theory
▪ McClelland – Needs to Achieve Theory
▪ Vroom, Lawler and Porter – Expectancy Theory
▪ Herxberg – Two-Factor Teory of Hygiene and Motivator Factors
▪ McGregor – Theory X and Y
▪ Ouchi – Theory Z
▪ Skinner – Reinforcement Theory
STEPS IN DEVELOPING TECHNOLOGY OF
BEHAVIOR (Sanzotta):
1. Educate the manager toward understanding human behavior;
2. Develop goals and objectives for human performance;
3. Apply the principles in the form of technology and method to
achieve the desired results.
“What was extrinsic and instrumental before
becomes intrinsic and impelling.”

- ALLPORT -
SOME PHILIPPINE STUDIES ON WORKER
MOTIVATION

Hierarchy of needs
(Martires and Zamora, 1981-83) :

1. Physiological
2. Self-realization
3. Security and safety
4. Social
5. Status and prestige

Maslow’s Hierarchy of Needs

How Social and Moral Values Influence Work Attitude
3 Basic Aims Among Filipinos (ANDRES):
1. Social acceptance
2. Economic security and social mobility
3. How they predominantly motivate and control their behavior.
De Jesus in 1985
The study revealed the following:
1. A disagreement existed between ratings of the supervisors and workers regarding job
performance and satisfaction.
2. Management controlled factors were said to have “managed levels of performance satisfaction.
3. “. . . The effects of ability and motivation were inconsistent to support the interactive model, i.e.,
that performance = ability x motivation
4. There is no susbstantial evidence that links socio-psychological dimensions to work
performance; factors such as organization and technical variables and culture might be more
relevant.
5. There are some factors beyond the control of workers which were perceived to affect their level
of productivity.
6. “The motivational patterns outlined by factor analysis revealed that the core concept
pakikipagkapwa, etc., was his sense of respect for pagkatao or personal dignity.”
TRAINING
 TRAINING & DEVELOPMENT
Refers to organized learning activities in the organization to improve
performance and/or personal growth for the purpose of improving the job, the
employee and the organization.

“ a planned effort by a company to facilitate employees’ learning of job-related

competencies. These competencies include knowledge, skills or behaviors that
are critical for successful job performance.”
- Noe, Hollenbeck, Gerhart and Write
TRAINING - focuses on learning the necessary skills required to
perform a job. It is both focused upon, and evaluated against, the
job that an individual currently holds.

DEVELOPMENT – focuses on the preparation needed for future

jobs or jobs that an individual may potentially hold in the future,
and is evaluated against those jobs.
If a particular employee for instance, is identified as potential successor to
somebody of a higher rank in the succession plan, that individual will undergo
the development process to help him prepare to assume the job in the future.
TYPICAL REASONS FOR EMPLOYEE
TRAINING AND DEVELOPMENT:
1. When performance appraisal indicates performance improvement
needed.
2. To “benchmark” the status of improvement so far in a performance
improvement effort.
3. As part of an overall professional development program.
4. As part of succession planning to help an employee eligible for a planned
change in role in the organization.
5. To “pilot” or test the operation of a new performance management
system.
6. To train about a specific topic such as computer skills, quality assurance,
communications, supervisory, customer service, human relations, how to
handle a grievance and discipline, labor relations, safety, negotiations and
many others.
SPECIFIC BENEFITS FROM EMPLOYEE TRAINING &
DEVELOPMENT:
1. Increased job satisfaction and morale.
2. Increased employee motivation.
3. Increased effectiveness in processes, resulting in financial gain.
4. Increased capacity to adopt to new technologies and methods.
5. Increased innovation in strategies and products.
6. Reduced employee turnover (since training increases job satisfaction and employee
morale and motivation, and enhances career growth, employee turnover is minimized)
7. Enhanced company image (e.g., conducting customer service training)
8. Improved risk management and ethical behavior in business (e.g., conducting training on
Corporate Governance which covers the whole range of strategic planning, risk
management, good human resource practices, values and ethics)
THE FOUR-STAGE TRAINING CYCLE:

▪ Stage One: Training Needs Analysis (TNA)

▪ Stage Two: Planning the Training
▪ Stage Three: Implementing the Training
▪ Stage Four: Evaluating the Training
 Stage One: TRAINING NEEDS ANALYSIS
(TNA)

Organization Analysis Task Analysis Person Analysis

What are strategies/goals? In what do they need training? Who needs training?
Reasons for Training:
• Lack of basic skills Outcomes:
• Poor performance • Who receives training
• New technology • What trainees need to learn
• Customer Problems • Types of training
• New Products • Frequency of training
• Higher performance • Buy of develop training
standards decisions
• New/ restructured jobs • Training methodology

Figure 4. Training Needs Analysis Process

 Stage 2: PLANNING THE TRAINING
Training Goal Learning Learning Methods/ Facilities, Budget
Objectives Activities Resources Persons

Overall results or To be able to do as a Lectures, Facilities include The specific costs of

capabilities to be result of the learning workshops, case the choice of the training should be
achieved by activities the skills studies, and team venue of training, spelled out to
implementing the required for the job, building sessions audio-visual comply with the
training plan, e.g., to e.g., equipment, accounting
pass the Senior 1. Exhibit required handouts, papers procedures of the
Accountant skills in problem and pencils, meals, company
qualification test solving and decision snacks,
making transportation/
2. Exhibit required Accommodation, if
skills in delegation done offsite, and
choice of
instructors/ resource
persons

Table 6
 On-the-Job-Training (OJT)
The training done while the employee is on the job.

FORMS OF OJT
▪ Learnership
▪ Apprenticeship
▪ Internships
▪ Practicum
▪ Mentoring
▪ Coaching
▪ Simulation
▪ Distance Learning
Stage 3: IMPLEMENTING THE TRAINING

Segregated into two segments:

▪ Practical administrative arrangements – before the training
starts, a checklist is prepared which checks if the staff support,
course content, equipment and facilities are now ready
▪ Carrying out of the training – trainer reviews the objectives and
solicits from participants their expectations, giving the overview
of the program and ground rules. Establishing rapport with
participants is also important.
Stage Four: EVALUATING THE TRAINING
Results are evaluated on the following criteria:
1. Learning that occurred – maybe given a paper-and-pencil
test to determine if they have mastered the knowledge and
information presented.

2. Behavior changes – involves observing whether the trainees

applied what they have learned

3. Impact on corporate objectives – assessing results as they

impact on corporate objectives
PERFORMANCE
APPRAISAL
PA has 2 folded purposes:
▪ Evaluation – it provides the basis for personnel actions such as
promotion, demotion, transfer, termination and salary increases.
▪ Feedback mechanism – focuses on the development of the
employee including the identification of coaching and training
needs
Basic Requisites of a Good Performance
Appraisal
1. Clarify purpose of the job, job duties, and responsibilities.
2. Define performance goals with measurable outcomes.
3. Define the priority of each job responsibility and goal.
4. Define performance standards for each goal set.
 Approaches to Measuring Performance
▪ The Comparative Approach – consists of techniques that require the rater to
compare the performance of one individual employee against those of others.
▪ The Attribute Approach – identifies and defines such traits as leadership,
initiative, maturity, competitiveness, interpersonal skills, creativity, problem solving,
communication and evaluates employees on them.
▪ The Behavioral Approach – tries to identify and define behaviors of employees
that may exhibit to effective on the job.
▪ The Results Approach – premised on the assumption that subjective rating can be
eliminated from the measurement process and that results are closest indicator of
one’s contribution to organizational effectiveness.
▪ The Quality Approach – anchored on customer satisfaction through an effective
quality assurance system. Its aim is to ensure quality standards are maintained.
EMPLOYEE
BENEFITS AND
SERVICES
BENEFITS
- anything that are not covered by regular salaries and wages. It
is anything that contributes to the improvement of the conditions
of work, and that motivates the employees to do good work.
- additional compensations that the employees receive regularly
at an interval stipulated in the company policies and guidelines
- Its main purpose is to develop greater commitment and loyalty
and to keep good employees in the company roster
 Objectives of the company in granting fringe
benefits are:
1. To provide additional protection and comfort to their employees and their
families as they consider them as members of the team
2. To maintain and develop employees as an effective work force duly committed
to their corporate mission and vision.
3. To develop productive and happy employees and develop greater loyalty and
commitment to motivate them to remain in the employment of the company.
4. Develop greater partnership in the development of quality products and
services to their customers and clients.
5. To develop satisfied employees and more concerned workers to avoid activism
in the workplace that will interfere with company production.
6. To develop partnership with labor unions and employees association.
 Governing Philosophy in Granting Fringe Benefits
1. Company benefits should be based on the financial conditions and the capability of
management to pay additional cost of operations, as benefits granted cannot be withdrawn
when already granted.
2. Benefits granted should not interfere with company operation and management has the
prerogative to control the same.
3. The benefits should be fair to all employees of equal rank and positions and should be capable
of uniform implementation.
4. The benefits must have equal value to both employers and the employees concerned.
5. The employee must understand the costs of benefit implementation and they should work hard
so that the company will maintain its ability to pay the added fringes.
6. Benefits must be measured in terms of employees’ services to the company.
a. Length of service
b. Retirement Benefits
c. Other Benefit Programs.
7. Benefit programs should be a cooperative effort of top management and employees.
 Classification of Benefits:
1. Statutory Benefits – mandated by law such as:
a. 13th month pay given half in June and half in December
b. 5 day incentive leave
c. Birthday Leave
d. Maternity Leave with pay
e. Paternity Leave with pay
F. Pag-ibig Fund
g. Medicare Fund
h. Social Security Benefits
i. Cost of Living Allowance
 2. Company Benefits – granted by the company outside of those mandated by law
a. Vacation leave with pay
b. Sick leave with pay
c. Bereavement leave
d. Hospitalization plan
e. Sickness and accident insurance plan
f. Life insurance and pension plans
g. Christmas and mid-year bonus
h. Housing equity assistance
i. Educational plan
j. Recreational and physical fitness facilities
k. Legal aid
Four Major categories of benefits:

1. Economic and Financial Benefits

2. Recreational, social and athletic services
3. Health and medical services
4. Professional services
 Corporate Policy Guidelines on Benefits:
1. It must specify who are covered by the policy.
2. It must relate to family and individual assistance to levels of need
3. It must make the cost of work-related benefits as part of cost production
4. It must provide security in such forms as compensation during
work-related illness and retirement benefits
5. It must promote healthy and safe work environment
6. It must provide morale-building programs and develop employees’
esprit de corps
7. It must be of mutual benefit to both employees and employers
THANK YOU!