Chapter 7 | MOTIVATING Seepage eer eee MOTIVATING Bs soanageeasts einin Tei iaciayea te aosteh ge Sacer crs agar ered verer: See rd ee eee SD stty ever cis pert oe eel eae + What le Motivation? ‘many years. ‘h-* Fectors Contributing to Motivation Higher productivity, however, is not a result of chance, It happens because of harder, more efficient, and more B+ Theories of Motivation intelligent work made by the employees. ‘To be willing partnors, however, the requirement is for them to be Maslow’s Need Hierarchy Theory properly motivated. An example is the management of ‘ f construction firm wanting its employees to finish pro- Kian hati arene jects on time, with the quality required at the least cost a ee pee oe Goal Setting Theory ‘When tho cost of the other fctors of production is seriously affeeting the viability ofthe firm, the remaining factor (ie., labor) may save the eompany from financial difficulties. However, this will depend on whether or not labor will be motivated to perform their assigned task. Motivation through Rewards WHAT IS MOTIVATION? Neon area eters Motivating refers to the act of “giving employees ther Motivation Techniques reasons arincentives to work to achieve orgenizational ‘bjectives."" Motivation, on the other hand, refers to the process of activating behavior, sustaining it, and direct- ing it toward a particular goal,”*‘This definition is use- {ul because it specifies three stages: activating, austain- G+ Techniques of Motivation Motivation through Job Design ore ond Hist, 186 130 131ing, and directing action# towards the achievement of objectives. FACTORS CONTRIBUTING TO MOTIVATION ‘Thore are certain factors influencing a person's desire to do his job woll. They aro tho folloving:* 1, Willingness todo job, People wholike what they are doing are highly motivated to produce the expected output. 2. Self-confidence in carrying out a task. When ‘employees feel that they have the required skill ‘and training to porform a task, tho more moti — vated they becomo, 8. Noods satisfaction. People will do their jobs well Satisfied, THEORIES OF MOTIVATION ‘There are various theories of motivation, but only. the four most influential ones will be diseussed. They’ consist of the following: 1, Maslow neods hierarchy theory 2. Herzberg’s tworfuetor theory 8. xpectaney theory 4, Goal setting theory Maslow’s Needs Hierarchy Theory Abraham Maslow, a psychologist, theorized that: human beings have five basic needs which are as fol- lows: physiological, security, social, esteem, and self ‘actualization. ‘These needs are hierarchical, which means, 132 if thoy feel that by doing so, their needs will be = ‘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 noeds.* These needs take priority over other needs. ‘Security Needs. After satisfying the physiological rnoods, people will seek to satisfy their safety needs, These heeds inelude freedom from harm coming from the ele- ments or from other people, financial security which may bo affected by loss of job or the breadwinner in the fam~ ily, ote Figure 7.1 The Process of Motivation whic toads to feaciness for the next need ‘ACTION OR GOAL DIRECTED. ‘BEHAVIOR, we roaults cs “are Wer J and Orel Wale, Merttng Management (cea Mls nw 990) p12 "derome Carty and Wiliam D. Perrault Je, Baie Moreting cena ein, 10 9Sho that the subordinate will be motivated to work in order {o satisfy the unfulfilled need, Figure 7.2 Mesiow’s Hierarchy of Neods ‘SELF-ACTUALIZATION NEEDS Heraberg’s Two-Factor Theory Salt-utliment ‘The two-factor theory is one developed by Frederick ESTEEM NEEDS Morzberg indicating that a satisfied employee is motiva- ‘Status, respect, prestige ‘od from within to work harder and that a dissatisfied fomployee is not selfsmotivated.* ‘SOCIAL NEEDS Herzberg identified two lasses of fuctors associated with employee satisfaction and dissutisfuction. In his Joiearch, Herzberg found out that satisfied employees Inentioned the following factors (called catisflers or moti- Vation factors) responsible for job satisfuetion: achieve- fhient, recognition, work itself, responsibility, advance. ent, and growth. Dissatisfied employees mentioned the following factors (called dissatisfiers or hygiene fictors) a8 responsible for job dissatisfaction: company policy and administration, supervision, relationship with Jhupervisor, work conditions, salary, relationship with jobr8, personal life, relationship with subordinates, Blatus, and security It Herzbere’s theory will be considered by the engi- manager in motivating employees, he must do pinething to eliminate the dissatisfiers and install [hitisfiers. As shown in Figure 7.3, even ifthe dissatiafiors jaro oliminated (at point zero), the employee is still not Inotivated to work hard. Friendship, belonging, love ‘SEQURITY NEEDS Freedom fromm harm, finan) soourty PHYSIOLOGICAL NEEDS Food, water, seep, eax, body olinaion Social Needs. After satisfying his physiological a sécurity needs, the employee will now strive to secure affection, and the need to be accepted by peers. Esteem Needs. The fourth level of needs in eal ‘ectoom noods and they efor tothe need for a positive: mago and self-respect and the neod to be respected other Self Actualization Needs. The 88h and the top level needs in the hierarchy are called self-actualizati needs and involve realizing our full potential as hu beings and becoming all that we are able to be ‘The Relevance of Maslow's Theory to Enginceri ‘Management. Even if Maslow’s theory has been la ‘questioned, ono basie premise cannot be disearded: fldfilied need no longer motivates an individual. If is the situation the subordinato isin, tho engineer manag ‘must identify an unfulitited neod und work out a Bxpectancy Theory fxpectaney theory is « motivation model based on ‘tho assumption that an individual will work depending ‘oh his perception of the probability of his expectations to happen. ‘The theory poses the idea that motivation is deter- Tins Morin and Ricky Orta, OgsnetonalBetowior ‘easy Coton: Houghton Mii Cx, 1089) 9. 0810 Ton,» 98, 14 135,Figure 7.3 Herzbera’s Two-Factor Theory 9 1 LeveL OF “ ‘SATISFACTION . 4 a 2 1 q (vel of no satisfaction and | 1 ne dssatstacion 2 (00 feason not to ut no motivation 10 3 work hara) 4 LEVEL OF 5 DISSATISFACTION 6 7 s amined by expectancies and valonces,* An expectancy is belief about the likelihood or probability that a parti Dbehavioral act (like attencling training sessions) will Ie ‘toa particular outcome (like a promotion). Valence is value an individual places on the expected outcomes ar rewards, : Expectancy theory ia based on the following ase ssumptions:* —_HSESHM Sh adi Oeil heir, rh iia 138, Figure 7.4 An Expectancy Model Valence + ‘Secondevell Outeome (abi to purchase: nowse & ot) ‘valence = mney | [Exrectancy porcewed percowea probability peobabity oh succoasul ot recaving porormaneo, fan outcome, (von fon (ven performance Valence + Fist Cutsome (ompencation) +» [Penronmance |"> [ourcoves Wvalence + Fratiavel jOuteome iecogriton) 137 Becondevel Outcome (abitty to be with family) Valence + ‘Secone evel Outcome (Getiesteem)1. A combination of forces within the individual fand in the environment determines behavior. 2 People make decisions about their own behavior: ‘and that of organizations 43. People have different types of needs, goals, and desires. Figure 7.5 How Goals Motivate and Facilitate Performance 4. People make choices among alternative bebas which i iors based on the extent to which they think @ 5 pence Certain behavior will lead to a desired outcome, pe Shown in Figure 7.4 is a model of the expectaney: Pe petal ans thoory. 5. evant Goal Setting Theory ‘Goal setting refers to the process of “improving: Work formance with objectives, deadlines or quality standard suits (or | ——> (oe Havion |<] #8 knowledge When individuals or groups are assigned specific ek and aby ‘clear dicection is provided and which Inter motiv them to achieve these goals a ‘The goal setting model drawn by Edwin A. Locke: sua ‘his associates consists of the following component a ceaieey 1, goal content: 4, planning 2, goal commitment eee See 8, work behavior —— | Constraints: 4, feedback aspects 1. woe 2 matriais Goal Content. To be sufficient in content, goals Paper PERFORMANCE bochallenging, attainable, specificand measurable, limited, and relevant, Fires» 0 Bane aa Mari,» 104 a 139individual members of their sales farce indicate reliane of these companies to the use of challenging goals. Goals must be attainable if they aro tobe set. If they are not, then workers will only be diseruraged ta perform, if. all Goals must be stated in quantitative terms wl fever possible. When exact figures to be met are set, understanding is facilitated and workers are motivat to perform ‘Thore must be a time-limit set for goals to be ae= complished. ‘The more relevant the goals are to the company’s mission, the more support it cam generate from various levels of employment in the organization. &< Goat Commitment. When individvals or groups are committed tothe goals they are supposed to achiove, there isa chance that they will be able to achieve them. Work Behavior. Goals influence behavior in terms of direction, effort, persistonce, and planning. When an individual is provided with direction, performance ig facilitated, In trying to attain goals that are already indicated, the individual is provided with a direction to ‘exert more effort. The identification of goals provide a reason for an individual to persist in his efforts until the goal is attained. ‘Once goals are set, the first important input to planning is already in place. Feedback Aspects. Feedback provide the individuals with a way of knowing how far they have gone in achiev- ing objectives. Feedback also facilitate the introduction of corrective measures whenever they are found to be: necessary. 40 TECHNIQUES OF MOTIVATION Individual or groups of individuals may be motivated to perform through the use of various techniques. These lechniques may be classified as follows: ‘motivation through job design ‘motivation through rewards 3, moiivation through employee participation 4. other motivation techniques for the diverse work Tove Motivation Through Job Design ‘A peraon will be highly motivated to purform if he is aasigned a job he likes. The first requisite, however, is to design jobs that will meet the requirements of the ‘organization and the persons who will occupy them. Jab design may be defined as “specifying the tasks that constitute a job for an individual or a group.” In motivating through the uso of job dosign, two approaches may be used: fitting people to jobs or fitting Jobs to people. Fiting 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 proviews — where management provides honest explanations of what a job actually entails 2, Job rotation — where people are moved period- ically from one specialized job to another. 3, Limited exposure — where a worker's exposure to. highly fragmented and tedious job is limited. iii, 39840. tfc nd Render,» 25 aFigure 7.6 Techniques of Motivation Teo awaUES oF orWATiON owiabon Wotaion] — [Notaten ha tr Eplye's Sa omin| | Roware ratopaion Ting a aly peonie ee ea Sine sees wh 1 ratte va io into managed prevews ‘tame 2 fh ftaton 8 tnd enone Fang Retio] [Fam te a cost |_| a Srowcne| — [sireauen| [Serees vn be cre 2 torched ue Fitting Jobs to People, Instead of changing the parson, management may consider changing the job. This may be achieved with the use of the following: 1. Job enlargement — where two or more specialized tagks 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 prychological benefits to employees for performing tasks in the work- place. Properly administered reward systems can im- prove job porformanco and satisfaction. j Rewards may be classified into two catogorion:~ | 41. Extrinsic — those which refer to payoffs granted. tothe individual by another party. Examples are money, employee benefits, promotions, recog- nition, status symbols, praise, etc 2. Intrinsic rewarda — those which are internally experienced payoffs which are self-granted. Examples are a sense of accomplishment, self estoem and eelfactualization, Extrinsic and intrinsic rewards coincide with needs spelled out at the beginning of the chapter. Management of Estrinsie Rewards. To motivate job performanee effectively, extrinsic rewards must be properly ‘managed in line with the following 1, it must satisfy individual needs, 2, the employees must believe effort will lead to reward;Figure 7.7 An Array of Monetary and Other Incentives tor Employees ‘Type of Benefit Feature 1. Monthly pay depends on qualifications of employee 2 13th month pay 3. 1th month pay siven at mid-year sivon at yearend 4. Housing allowaneo _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 ssiven to permanent employeos given to employess with, ‘outstanding performance given to permanent ‘employees 10. Accident insurance _given to permanent employees 8 Paid vacation trip 9. Health insurance 8. rewards must be equitable; 4. rewards must be linked to performance, No single type of reward is generally applicable to all employees. This is so because individual persons hhave needs different from other persons. As much as Possible the particular needs of aa individual must be ‘matched with the corresponding reward if motivation ig the objective, The administrative contrainte inherent to such systems, however, will be a hindrance to ite adop- tion. Whenever feasible, however, it must be used. Employees must belieye that efforts will lead to 1s reward. Otherwise, they will not strive to turn in more ffforts in their particular job assignments. ‘Reward that are not equitable will not produce the desired motivation, ‘When employees know that reward is tied up to indi- ‘vidual performance, management may expect extra efforts from them. A negative example is the practice in some {government offices where every emplayee, regardless of pperformanes, is given a produetivity bonus. As a result, the majority are not motivated to exert extra efforts. Motivation Through Employee Participation ‘When employees participate in deciding various as- pects oftheir jobs, the personal involvoment, oftentimes, is carried up to the point where the task is completed. ‘Tho specific activities identified where employees ‘may participate are as follows: setting goals ‘making decisions, solving problems, and designing and implementing organizational changes. ‘Tho more popular approaches to participation in- cludes the following: 1. quality control circles 2, solfimanaged teams Quality Control Circles. A method of direct emplo- ‘yee participation is the quality eontrol circle (QCC). The ‘objective of the QCC is to increase productivity and quality of output, ‘The circle consists of “a group of three to ten em- ployees. usually doing related work, who meet at regular{intervals (once a week for an hour, for example) to identify problems and discuss their solutions." The circle ineludea “a leader such a8 a foreman, but rely on democratic pro cesses." The members are trained in various analysis techniques by a coordinator. ‘The circle forwards its recommendations to man- agement, which in turn, makes decisions on its adaption, Self-managed Teams. When workers have reached a certain degree of discipline, they may be ripe for forming selfmanaged teams. Also known as autonomous work groups or high performance teams, self managed teams “take on traditional managerial tasks as part of their normal work routine.” Figure 7.8 The Qualty Control Circle Process ‘Gualiy crete membere ‘Qualiy eri brainstorm, gather data, >| members prepare ‘and establish cause solutions and and eflect. ‘ecommendations suits are measured Management and feedback, ‘considers recognition and ality cle towards given to [recommendations quality conto and makes Stele members. Geclsons, ar M Stryder, MonaingBfetioe O7ganintens, Am Introactim enen, Weer: Rent Pasig Oo, at) p28 “Richard Satertargy Opatins Management Pat, Trts Bonne Publis, the, 98D p 3 het p 8 "The self:managed teams work on their own, turning. ‘out a complete product or service and receiving minimal fiupervision from managers who act more as facilitators than supervisors, ‘When a product or service is producod by a group of professionals ar specialists, they might as well be formed fas a self-managed team to save on supervisory costs Requisites to Successful Employee Participation Program ‘to sceed an employe partisipation program will roquite the follow 1, a profit-sharing or gainbering pas 2. long-term employment relationship with good job security ‘concerted effort to build and maintain group cohesiveness. 4, protection of the individual employee's rights. ‘Other Motivation Techniques ‘The advent of theories on individual differences and ‘the iologieal elock of human beings" put pressure on the ‘enginoer manager to adapt other motivation techniques ‘whenever applicable. These refer to the following: 1. flexible work schedules 2. family support services 8. sabbaticals. Flexible Work Schedules, Thoro is an arrangement, called lextime, whieh allows omployces to determine their own arrival and departure times within specified limits. For example, an engineoring firm may allow one group hal, 1‘of employees to take the 8:00 AM to 5:00 PM schedule, ‘another group takes the 9:00 AM to 6:00 PM schedule, ‘and another takes the 10:00 AM to 7:00 PM schedule An alternative to this arrangement is the adaption ofthe forty-hour work in four days allowing the employes to choose a ‘day-off” ‘An innovation of a popular bank in Makati is the: hiring of part-time tallers to work four hours a day from ‘Monday to Friday. ‘Thore are certain benefits that are offered by floxi- ble work schedules, although itis not appropriate forall situations, Nevertheless, the engineer manager must decide when it is applicable Family Support Services. Employees are oftentimes ‘burdened by family obligations like caring for children, Progressive companies provide day care facilities for children of employees. A multinational company in far flung Davao province has even opened an elomentary and. 4 high school within the plantation site, ‘Sabbaticals. A sabbatical leavo is one given to an ‘employee after a certain number of years of service. The ‘employee is sllowed to go on leave for two months to one. ‘year with pay to give him time for family, recreations, and travel, It is expected that when the employee returns for ‘work, his motivation is improved. SUMMARY ‘Motivating is the management action of giving em. ployces reasons or incentives to work to achieve orge ‘izational objectives. Motivation is the process of activa ting behavior, sustaining it, and directing it towards a particular goal, 8 ‘The factors contributing to motivation consist of (1) willingness to do a job, (2) self-confidence in carrying and (3) needs satisfuetion, ‘There are four theories of motivation that are erueial to managomont: These are 1, Maslow's need hierarchy theory 2, Horaborg’s two-factor theory 3. Expectaney theory 4. Goal setting theory Various techniques of motivation consist of: a) moti- vation through ob design, 2) motivation through rewards, 8) motivation through employee participation, and 4) other ‘motivation teehniques like flexible work schedules, family support services, and sabbaticals,QUESTIONS FOR REVIEW AND DISCUSSION. 1. Why is motivating relevant to the job ofthe engit manager? 2. Are motivation techniques applicable to engit Cite examples. 3, When Maslow insinuated that needs are hier ‘what docs he mean? 4, What factors are associated with emplayee sat faction and dissatisfaction? 5, What are expectancies and valences? How do affect performance? 6. What is meant by goal setting? What are the cor ponents of the goal setting model? 7. How may an individual be motivated through je 10. What benefits are made possible under flexible work schedules? ‘SUGGESTED ITEM FOR RESEARCH 1, List down the financial and nonfinancial benofite ziven to employces by an engineering firm of your choice. 180 Case BATANGAS POLYTECHNIC COLLEGE: The Moming Alter ‘Engineer Folicidad Lazaro, a mechanical enginecring graduate of Adamson University, has boon operating in the past five years an auto parts supply in Kumintang Ilaya, Batangas City. It is a lucrative business ehe inhe- rived from her father, Four years ago, she started teaching on a part-time basis at the Batangas Polytechnic College. After a year, she became a full-time faculty mombor of the college of gineering. She attended to her auto parts business ater her official hours at the school Miss Lazaro's dedication toler duties earned her the chairmanship of the Mechanical Enginoering Depart ‘ment. When her boss, the dean, was offered a good paying job abroad, he resigned. Miss Lazaro was named the new dean of the College of Engineoring. Miss Lazaro fecls that even if she is offered a job anywhere, she cannot aceapt it because of her eoncorn for her business. This made her also think that she must take her new job as dean, seriously. ‘Miss Lazaro’s first concerns to reeruit well-qualified engineers to fil up the slots left by five faculty members who resigned. An advertisement for the vacancies was made. After a few weeks of waiting, only ten applications ‘were forwarded to her. Nine of the applicants were now graduates and have no job experiedce of any kind, The tenth applicant is a newly retired government employee with no teaching experience. ‘Miss Lazaro slowly realized that there are good engineers in the area but they are not attracted by the prospect of teaching engineering subjects. Miss Lazarots also aware that even those that are currently employed by the school are only waiting for « good job offer from other institutions