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DEFINITION
• REFERS TO THE ACT OF GIVING EMPLOYEES REASONS
OR INCENTIVES TO WORK TO ACHIEVE

MOTIVATION ORGANIZATIONAL OBJECTIVES.

• REFERS TO THE PROCESS OF ACTIVATING BEHAVIOR,
SUSTAINING IT, AND DIRECTING IT TOWARD A
PARTICULAR GOAL.

THEORIES OF
FACTORS CONTRIBUTING
TO MOTIVATION MOTIVATION
1. MASLOW’S NEEDS HIERARCHY THEORY (ABRAHAM MASLOW)
PHYSIOLOGICAL NEEDS – CONCERNED WITH BIOLOGICAL NEEDS THAT
TAKES PRIORITY OVER OTHER NEEDS.
1. WILLINGNESS TO DO A JOB SECURITY NEEDS – SAFETY NEEDS.

2. SELF-CONFIDENCE IN CARRYING OUT A TASK SOCIAL NEEDS – STRIVING TO SECURE LOVE, AFFECTION, AND THE NEED
TO BE ACCEPTED BY PEERS.
3. NEEDS SATISFACTION ESTEEM NEEDS – NEEDS FOR A POSITIVE SELF-IMAGE AND SELF-
RESPECT AND THE NEED TO BE RESPECTED BY OTHERS.
SELF-ACTUALIZATION NEEDS – INVOLVES REALIZING OUR FULL
POTENTIAL AS HUMAN BEINGS AND BECOMING ALL THAT WE ARE ABLE TO BE.

THEORIES OF THEORIES OF
MOTIVATION . . . MOTIVATION . . .
2. HERZBERG’S TWO-FACTOR THEORY (FREDERICK HERZBERG) – A SATISFIED B. DISSATISFIERS OR HYGIENE FACTORS

EMPLOYEE IS MOTIVATED FROM WITHIN TO WORK HARDER AND THAT A 1. COMPANY POLICY AND ADMINISTRATION
DISSATISFIED EMPLOYEE IS NOT SELF-MOTIVATED. 2. SUPERVISION
A. SATISFIERS OR MOTIVATION FACTORS 3. RELATIONSHIP WITH SUPERVISOR

1. ACHIEVEMENT 4. WORK CONDITIONS

2. RECOGNITION 5. RELATIONSHIP WITH PEERS

3. WORK ITSELF
6. SALARY

7.
4.
PERSONAL LIFE
RESPONSIBILITY
8. RELATIONSHIP WITH SUBORDINATES
5. ADVANCEMENT
9. STATUS
6. GROWTH 10. SECURITY

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THEORIES OF
MOTIVATION . . .
3. EXPECTANCY THEORY – 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 – IS A BELIEF ABOUT THE LIKELIHOOD
OR PROBABILITY THAT A PARTICULAR BEHAVIORAL ACT
WILL LEAD TO A PARTICULAR OUTCOME.
VALENCE – IS THE VALUE AN INDIVIDUAL PLACES ON
THE EXPECTED OUTCOMES OR REWARD.
THEORIES OF
MOTIVATION . . .
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.

THEORIES OF TECHNIQUES OF
MOTIVATION . . . MOTIVATION
4. GOAL SETTING THEORY
1. MOTIVATION THROUGH JOB DESIGN
GOAL SETTING – THE PROCESS OF “IMPROVING
PERFORMANCE WITH OBJECTIVES, DEADLINES OR QUALITY JOB DESIGN – SPECIFYING THE TASKS THAT CONSTITUTE A
JOB FOR AN INDIVIDUAL OR A GROUP.
STANDARD.
a. GOAL CONTENT – GOALS MUST BE CHALLENGING, ATTAINABLE, a. FITTING PEOPLE TO JOBS

SPECIFIC, AND MEASURABLE, TIME-LIMITED, AND RELEVANT. 1. REALISTIC JOB PREVIEWS – WHERE MANAGEMENT PROVIDES
HONEST EXPLANATIONS OF WHAT A JOB ACTUALLY ENTAILS
b. GOAL COMMITMENT 2. JOB ROTATION – WHERE PEOPLE ARE MOVED PERIODICALLY FROM
c. WORK BEHAVIOR ONE SPECIALIZED JOB TO ANOTHER.

d. FEEDBACK ASPECTS 3. LIMITED EXPOSURE – WHERE A WORKER’S EXPOSURE TO A HIGHLY

FRAGMENTED AND TEDIOUS JOB IS LIMITED.

TECHNIQUES OF TECHNIQUES OF
MOTIVATION . . . MOTIVATION . . .
b. FITTING JOBS TO PEOPLE 2. MOTIVATING THROUGH REWARDS

1. JOB ENLARGEMENT – WHERE TWO OR MORE

REWARDS – CONSIST OF MATERIAL AND PSYCHOLOGICAL BENEFITS TO
EMPLOYEES FOR PERFORMING TASKS IN THE WORKPLACE.
SPECIALIZED TASKS IN A WORK FLOW SEQUENCE IS 1. EXTRINSIC

COMBINED INTO A SINGLE JOB. 2. INTRINSIC

2. JOB ENRICHMENT – WHERE EFFORTS ARE MADE TO

MANAGEMENT OF EXTRINSIC REWARDS
1. IT MUST SATISFY INDIVIDUAL NEEDS
MAKE JOBS MORE INTERESTING, CHALLENGING AND
2. THE EMPLOYEES MUST BELIEVE EFFORT WILL LEAD TO REWARD
REWARDING. 3. REWARDS MUST BE EQUITABLE
4. REWARDS MUST BE LINKED TO PERFORMANCE

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TECHNIQUES OF TECHNIQUES OF
MOTIVATION . . . MOTIVATION . . .
REQUISITES TO SUCCESSFUL EMPLOYEE PARTICIPATION
3. MOTIVATION THROUGH EMPLOYEE PARTICIPATION PROGRAM
a. SETTING GOALS 1. A PROFIT-SHARING OR GAIN SHARING PLAN
b. MAKING DECISIONS 2. A LONG-TERM EMPLOYMENT RELATIONSHIP WITH GOOD
c. SOLVING PROBLEMS JOB SECURITY
d. DESIGNING AND IMPLEMENTING ORGANIZATIONAL CHANGES 3. A CONCERTED EFFORT TO BUILD AND MAINTAIN GROUP
QUALITY CONTROL CIRCLES – A METHOD OF DIRECT EMPLOYEE COHESIVENESS
PARTICIPATION
4. PROTECTION OF THE INDIVIDUAL EMPLOYEE’S RIGHTS.
SELF-MANAGED TEAMS – TAKE ON TRADITIONAL MANAGERIAL
TASKS AS PART OF THEIR NORMAL WORK ROUTINE.

TECHNIQUES OF
MOTIVATION . . .

4. OTHER MOTIVATION TECHNIQUES

a. FLEXIBLE WORK SCHEDULES
b. FAMILY SUPPORT SERVICES
LEADING
c. SABBATICALS

DEFINITION POWER
• REFERS TO THE ABILITY OF A LEADER TO EXERT FORCE ON
ANOTHER.

• MANAGEMENT FUNCTION WHICH INVOLVES

• BASES OF POWER
INFLUENCING OTHERS TO ENGAGE IN THE WORK 1. LEGITIMATE POWER
BEHAVIORS NECESSARY TO REACH ORGANIZATIONAL 2. REWARD POWER
GOALS 3. COERCIVE POWER
4. REFERENT POWER
5. EXPERT POWER

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TRAITS OF EFFECTIVE
LEADERSHIP LEADER
1. A HIGH LEVEL OF PERSONAL DRIVE – PERSONS WITH DRIVE ARE THOSE
IDENTIFIED AS WILLING TO ACCEPT RESPONSIBILITY, POSSESS VIGOR,
INITIATIVE, PERSISTENCE, AND HEALTH.

• MAY BE REFERRED TO AS THE PROCESS OF
INFLUENCING AND SUPPORTING OTHERS TO WORK
ENTHUSIASTICALLY TOWARD ACHIEVING OBJECTIVES.
2. THE DESIRE TO LEAD – LEADERS WITH A DESIRE TO LEAD WILL ALWAYS HAVE A
RESERVOIR OF EXTRA EFFORTS WHICH CAN BE USED WHENEVER NEEDED.
3. PERSONAL INTEGRITY – HONESTY, HONOR, INCORRUPTIBILITY, RECTITUDE,
RIGHTEOUSNESS, UPRIGHTNESS, AND SIMILAR VIRTUES.
4. SELF-CONFIDENCE – FOR THE MOVES TO BE CONTINUOUS AND PRECISE, SELF-
CONFIDENCE IS NECESSARY.

5. ANALYTICAL ABILITY – THE ABILITY TO ANALYZE IS ONE DESIRABLE TRAIT THAT

A LEADER CAN USE TO TIDE HIM OVER MANY CHALLENGING ASPECTS OF
LEADERSHIP.

TRAITS OF EFFECTIVE
LEADERSHIP SKILLS
LEADER . . .
6. KNOWLEDGE OF THE COMPANY, INDUSTRY OR TECHNOLOGY – A LEADER WHO
IS WELL-INFORMED ABOUT HIS COMPANY, THE INDUSTRY WHERE THE
1. TECHNICAL SKILLS – THESE ARE SKILLS A LEADER MUST
COMPANY BELONGS, AND THE TECHNOLOGY UTILIZED BY THE INDUSTRY, POSSESS TO ENABLE HIM TO UNDERSTAND AND MAKE
WILL BE IN BETTER POSITION TO PROVIDE DIRECTIONS TO HIS UNIT. DECISIONS ABOUT WORK PROCESSES, ACTIVITIES AND
7. CHARISMA – WHEN A PERSON HAS SUFFICIENT PERSONAL MAGNETISM THAT TECHNOLOGY.

8.
LEADS PEOPLE TO FOLLOW HIS DIRECTIVES.
CREATIVITY - THE ABILITY TO COMBINE EXISTING DATA, EXPERIENCE AND
2. HUMAN SKILLS – THESE SKILLS REFER TO THE ABILITY
PRECONDITIONS FROM VARIOUS SOURCES IN SUCH A WAY THAT THE
OF A LEADER TO DEAL WITH PEOPLE, BOTH INSIDE AND
RESULTS WILL BE SUBJECTIVELY REGARDED AS NEW, VALUABLE, AND OUTSIDE THE ORGANIZATION.
INNOVATIVE, AND AS A DIRECT SOLUTION TO AN IDENTIFIED PROBLEM
SITUATION. 3. CONCEPTUAL SKILLS – THESE SKILLS REFER TO THE
9. FLEXIBILITY – ALLOWS THE OTHER MEANS OF ACHIEVING GOALS WHEN THE
ABILITY TO THINK IN ABSTRACT TERMS, TO SEE HOW
PRESCRIBED MANNER IS NOT APPROPRIATE. PARTS FIT TOGETHER TO FORM A WHOLE.

BEHAVIORAL BEHAVIORAL
APPROACHES TO APPROACHES TO
LEADERSHIP STYLES LEADERSHIP STYLES . . .
3.
1. ACCORDING TO THE WAYS LEADERS APPROACH PEOPLE
ACCORDING TO THE LEADER’S ORIENTATION TOWARDS TASK
AND PEOPLE.
TO MOTIVATE THEM
a. EMPLOYEE ORIENTATION – A LEADER IS SAID TO BE EMPLOYEE-
a. POSITIVE LEADERSHIP – WHEN THE LEADER’S ORIENTED WHEN HE CONSIDERS EMPLOYEES AS HUMAN
APPROACH EMPHASIZES REWARD. BEINGS OF INTRINSIC IMPORTANCE AND WITH INDIVIDUAL
AND PERSONAL NEED TO SATISFY.
b. NEGATIVE LEADERSHIP – WHEN PUNISHMENT IS b. TASK ORIENTATION – A LEADER IS SAID TO BE TASK-
EMPHASIZED BY THE LEADER. ORIENTED IF HE PLACES STRESS ON PRODUCTION AND THE
TECHNICAL ASPECTS OF THE JOB AND THE EMPLOYEES ARE
VIEWED AS THE MEANS OF GETTING THE WORK DONE.

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CONTINGENCY
CONTINGENCY
APPROACHES TO
APPROACH
LEADERSHIP STYLE
1. FIEDLER’S CONTINGENCY MODEL

3 PRINCIPAL FACTORS

a. THE RELATIONS BETWEEN LEADERS AND FOLLOWERS

b.
oAN EFFORT TO DETERMINE THROUGH RESEARCH WHICH c.
THE STRUCTURE OF THE TASK

THE POWER INHERENT IN THE LEADER’S POSITION

MANAGERIAL PRACTICES AND TECHNIQUES ARE TO BE EFFECTIVE, THE SITUATION MUST FIT THE LEADER
APPROPRIATE IN SPECIFIC SITUATIONS. a. CHANGE THE LEADER’S TRAIT OR BEHAVIOR

b. SELECT LEADERS WHO HAVE TRAITS OR BEHAVIORS FITTING THE SITUATION

c. MOVE LEADERS AROUND IN THE ORGANIZATION UNTIL THEY ARE IN POSITIONS THAT FIT THEM

d. CHANGE THE SITUATION

CONTINGENCY CONTINGENCY
APPROACHES TO APPROACHES TO
LEADERSHIP STYLE . . . LEADERSHIP STYLE . . .
3. PATH-GOAL MODEL OF LEADERSHIP
2. HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP MODEL

2 COMPONENTS OF MATURITY IT IS ASSUMED THAT EFFECTIVE LEADERS CAN

a. JOB SKILLS AND KNOWLEDGE ENHANCE SUBORDINATE MOTIVATION BY:
b. PSYCHOLOGICAL MATURITY

LEADERSHIP STYLES APPROPRIATE FOR THE VARIOUS MATURITY LEVEL OF SUBORDINATES

a. CLARIFYING THE SUBORDINATE’S PERCEPTION OF WORK
GOALS.
b.
STYLE 1: DIRECTING – IS FOR PEOPLE WHO LACK COMPETENCE BUT ARE ENTHUSIASTIC AND COMMITTED.

STYLE 2: COACHING – IS FOR PEOPLE WHO HAVE SOME COMPETENCE BUT LACK OF COMMITMENT. LINKING MEANINGFUL REWARDS WITH GOAL
STYLE 3: SUPPORTING – IS FOR PEOPLE WHO HAVE COMPETENCE BUT LACK OF CONFIDENCE OR ATTAINMENT.
MOTIVATION.

STYLE 4: DELEGATING – IS FOR PEOPLE WHO HAVE BOTH COMPETENCE AND COMMITMENT.
c. EXPLAINING HOW GOALS AND DESIRED REWARDS CAN
BE ACHIEVED

CONTINGENCY CONTINGENCY
APPROACHES TO APPROACHES TO
LEADERSHIP STYLE . . .
LEADERSHIP STYLES
LEADERSHIP STYLE . . .
1. DIRECTIVE LEADERSHIP – WHERE THE LEADERS FOCUSES ON CLEAR TASK
4. VROOM’S DECISION-MAKING MODEL – IS ONE THAT
ASSIGNMENTS, STANDARDS OF SUCCESSFUL PERFORMANCE AND WORK
SCHEDULES. PRESCRIBES THE PROPER LEADERSHIP STYLE FOR
2. SUPPORTIVE LEADERSHIP – WHERE SUBORDINATES ARE TREATED AS EQUAL
VARIOUS SITUATIONS, FOCUSING ON THE
IN A FRIENDLY MANNER WHILE STRIVING TO IMPROVE THEIR WELL-BEING.
3. PARTICIPATIVE LEADERSHIP – WHERE THE LEADER CONSULTS WITH APPROPRIATE DEGREES OF DELEGATION OF
SUBORDINATES TO SEEK THEIR SUGGESTIONS AND THEN SERIOUSLY DECISION-MAKING AUTHORITY.
CONSIDERS THOSE SUGGESTIONS WHEN MAKING DECISIONS.
4. ACHIEVEMENT-ORIENTED LEADERSHIP – WHERE THE LEADER SET
CHALLENGING GOALS, EMPHASIZE EXCELLENCE, AND SEEK CONTINUOUS
IMPROVEMENT.