EMPLOYEE MOTIVATION
meta-analyses have found that several of these
SCRIPT
After selecting and training the employee of an
organization, it is important that they are
motivated and satisfied with their jobs.
 When we say motivation: MOTIVATION (read
the slide)
Ability and skill determine whether a worker
can do the job, but motivation determines
whether the worker will do it properly.
Motivated employee is an asset to an
organization because they bring success.
Employee needs to channelize it in order to
achieve desired goals and results.
 IS AN EMPLOYEE PREDISPOSED TO BEING
MOTIVATED?
(read slide)
You can probably think of people you know who
always appear to be motivated and “gung-ho,”
(extremely enthusiastic) and you can probably
think of others whom no amount of money
would motivate.
Researchers have found four individual
differences that are most related to work
motivation:
personality
self-esteem
intrinsic motivation tendency
need for achievement
PERSONALITY
If we recall chp. 5, Most psychologists believe
that there are five main personality dimensions:
Q: what are the 5 main personality dimensions?
Openness to experience, conscientiousness,
extraversion, agreeableness, and stability.
dimensions are related to behaviors suggesting
high levels of motivation.
Conscientiousness is the best personality
predictor of work performance,
organizational citizenship behavior (OCB)-
“Behaviors that are not part of an employee’s
job, but which make the organization a better
place to work (e.g., helping others, staying
late).”, and academic performance
*Their methodic planning and perseverance
usually makes them highly successful in their
chosen occupation.
stability is most associated with salary and
setting high goals; and extraversion is most
highly correlated with the number of
promotions received.
SELF-ESTEEM
(read the slide)
*employees who feel good about themselves
are motivated to perform better at work than
employees who do not feel that they are
valuable and worthy people.
*Consistency theory takes the relationship
between self-esteem and motivation one step
further by stating that employees with high self-
esteem actually desire to perform at high levels
and employees with low self-esteem desire to
perform at low levels.
*employees with low self-esteem tend to
underestimate their actual ability and
performance
There are Three types of Self-esteem:
(read slide)
*Chronic self-esteem- is a person’s overall
feeling about himself.
*Situational self-esteem- (also called self-
efficacy) is a person’s feeling about himself in a
particular situation such as operating a machine
or talking to other people
*Socially influenced self-esteem- how a person
feels about himself on the basis of the
expectations of others
All three types of self-esteem are important to
job performance.
For example, an employee might be low in
chronic self-esteem but very high in situational
selfesteem. That is, a computer programmer
might believe he is a terrible person whom
nobody likes (low chronic self-esteem) but feel
that he can program a computer better than
anyone else (high situational self-esteem).
INTRINSIC MOTIVATION TENDENCY
they will seek to perform well because they
either enjoy performing the actual tasks or
enjoy the challenge of successfully completing
the task.
*People who are intrinsically motivated don’t
need external rewards such as pay or praise. In
fact, being paid for something they enjoy may
reduce their satisfaction and intrinsic
motivation
extrinsically motivated, they may not
necessarily enjoy the tasks but are motivated to
perform well to receive some type of reward or
to avoid negative consequences
NEEDS FOR ACHIEVEMENT AND POWER
*Employees who have a strong need for
achievement are motivated by jobs that are
challenging and over which they have some
control, whereas employees who have minimal
achievement needs are more satisfied when
jobs involve little challenge and have a high
probability of success.
*employees who have a strong need for
affiliation are motivated by jobs in which they
can work with and help other people.
*employees who have a strong need for power
are motivated by a desire to influence others
rather than simply to be successful.
Are Employees Effectively Involved in Self-
Regulating Behavior?
(read slide)
a person’s ability to select, set, and modify goals
to adapt to changing conditions.
The extent to which an employee will be
successful depends on the employee’s ability to
wisely select and set goals as well as his or her
ability to monitor and adjust goals.
II. EXPECTANCY THEORY
(read slide)
Expectancy is the belief that if an individual
raises their efforts, their reward may rise as
well. Expectancy is what motivates a person to
gather the right tools to get the job done, which
could include raw materials and resources, skills
to perform the job and support and information
from supervisors.
Instrumentality is the belief that the reward
you receive depends on your performance in
the workplace. 
Valence is the importance you place on the
expected outcome of your performance. This
often depends on your individual needs, goals,
values and sources of motivation. For example,
if you expect to be one of the top performers on
your team,  you may place high  importance on
achieving  that goal,  even if others don't expect
you to achieve this level of performance.

REWARDS VS. PUNISHMENT

Instead of rewarding desired behaviors,

employee’s performance can be changed
through punishing undesired behaviors.

That is, instead of rewarding employees who do

not miss work, we punish those who do. Instead
of providing monetary incentives for high levels
of performance, we suspend employees for low
levels of performance.

Proponents of using punishment to change

employee behavior argue that if applied
properly, punishment not only reduces
undesired behaviors in a particular employee
but also sets an example for other employees.
Opponents of punishment argue that
punishment changes behavior only in the short
run, does not teach an employee proper
behaviors, and causes resentment.
Furthermore, punishment causes employees to
learn new methods to break rules, rather than
teaching them not to break rules.

“hindi magbabago, gagalingan lang magtago”

A meta-analysis comparing the reward and

punishment behaviors of leaders found that
although both reward and punishment
behaviors affect employee behavior and
attitudes, the magnitude of the effect is
stronger for rewards