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TECHNOLOGICAL UNIVERSITY OF THE PHILIPPINES VISAYAS

Capt. Sabi St., City of Talisay, Negros Occidental

College of Automation and Control

Mechatronics Technology Department

ENGINEERING MANAGEMENT
(Week 8)

COMPILED BY:

ARON J. LEONORAS, PhD, PME

2021
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Week No. 8: MOTIVATING

TOPICS

⚫ MOTIVATING AND MOTIVATION DEFINED

⚫ THE CONCEPT OF MOTIVATION

⚫ FACTORS AND THEORIES OF MOTIVATION

⚫ DIFFERENT TECHNIQUES USED IN MOTIVATING

CONTENT/TECHNICAL INFORMATION

Organizations focus primarily on the productivity of their workers. The more the
employees are productive the more possible for the industry to succeed. Individuals’
performance is not just a coincidence but instead it is mainly dependent on workers attitude
towards work. The more engaged the employee to his function the more he is motivated to
do his best to contribute to the department.
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Motivating and Motivation Defined:

Motivating refers to the act of providing reasons or rewards for employees to work
towards organizational objectives.
Motivation refers to the process of activating, maintaining and leading actions towards
a specific objective.
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Factors contributing to Motivation:

There are several factors that contributes to the motivation of the employees.
Below is list of these factors:
➢ Willingness to do a job. When the person is happy and liked what they
are doing you can expect that they will accomplish the task directly.
➢ Self-confidence in carrying out a task. When the person believes that
he can perform the function, the more he will be willing to do the task.
➢ Needs satisfaction. When the person feels that by doing his task, his
needs will be fulfilled he will certainly perform his duties properly.

DIFFERENT THEORIES OF MOTIVATION:

1. Concept Theories:

Every person has their own needs, might it be work or self- accomplishment, monetary
or assets, social recognition, and relationship status. These produce a feeling of desire that
those needs should be fulfilled. These feelings are translated into a behavior, where the
person acts accordingly on his needs. Once the behavior is right and proper, a reward is
given. If the reward given satisfies the need, the process 5of motivation repeats.

A. Hierarchy of Needs Theory

The most common theory used. It was developed by the psychologist Abraham
Maslow. He explains that human beings have different basic needs which are classified
and ranked based on its hierarchy as shown in the Figure 1. Since the needs are
hierarchical, it means that the lower- l e v e l need should be satisfied first before
satisfying the next need.

Figure 1: Maslow’s Hierarchy of Needs

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1. PhysiologicalNeeds refers to the basic needs of the human to physically exist.
These needs include air, food, and water. In the industry set up these refers
to the adequate ventilation of the working space, break, and salary to sustain
the basic needs.
2. Securityor Safety Needs refers to person’s freedom from harm both physical,
emotional and environment. In the workplace, safety needs refer to the safety
in the workplace and security of the job.
3. SocialNeeds includes a desire for love, friendship, and intimacy. Being accepted
by others is also a social need. In the organization, these refers to group
participation, good relationship with co-workers and the management.
4. EsteemNeeds deals with the needs for positive image and respect. Respect is
categorized into two: the respect for oneself and the respect for others. In the
workplace, these refers to the appreciation of the management to the
employees and giving them recognition and credit for achieving targets
achievement.
5. Self-Actualization Needs is the final category of the hierarchy of needs. It deals
with the self-fulfillment of the individual. It pertains to maximizing the potential
of the person. In the organization, it refers to provision of the opportunities and
training for employee’s enhancement.
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B. Two Factor Theory

This theory is developed by Frederick Herzberg. This theory was a result of his
conducted research where it explains that an employee who is satisfied is motivated to
work and an employee who is dissatisfied will not be motivated.
He identified two classes of factors which affects the motivation of the employee:
These are motivators and hygiene.
1. Satisfiers or motivation factors are responsible for job satisfaction

2. Dissatisfiers or hygiene factors are responsible for job dissatisfaction

If the organization use this theory, the management must consider removing or
lessen those hygiene factors and promote and encourage those motivators.
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Figure 2: Herzberg Two Factor Theory
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2. Process Theories:

Explains how people choose behavioral actions to meet their needs, and whether their
choices have been successful. These includes goal setting, expectancy, and equity theory.

C. Goal Setting Theory

Identified by Edwin Locke and Gary Latham. This theory refers to the process of
performance improvement through objectives, targets, or standards. If an employee or
groups are given specific tasks with the right direction it will motivate them to achieve these
goals

Components of Goal Setting Theory:

1. Goalcontent must be adequate, challenging, and SMART (specific,

measurable, attainable, relevant, and time-bounded)
2. Goal commitment refers to employee’s acceptance and dedication in achieving
the targets and goals set to them. When the employee is committed there is a
greater chance that the assigned goal can be accomplished.
3. Work behavior. When goals are set the behavior of the person is changed. It
boosts the persistence and effort of the employee because he had the direction
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about his job
4. Feedback aspects is a means where people get details on how well they're doing
in advancing towards achieving the goal. It is necessary for managers to provide
feedback on employee’s performance frequently, continuously and on- time. This
also helps to create action plans whenever needed. However, feedback to oneself
is a much stronger motivator than feedback from the outside.

D. Expectancy theory

Expectancy theory is a model of motivation based on the premise that a person will
function in accordance with his understanding of the likelihood of his expectations. This
theory is not about defining the types of needs but about the method of assumption
that people use to receive rewards.
For the performance to be high, the person must have the ability to perform, previous
experience and the appropriate equipment, resources, and opportunity.
Theory discusses the notion that expectancies and valences decide motivation.

⚫ Expectancy is a belief in the probability or possibility that a particular conduct

would result in a particular outcome
⚫ Valence is the value or rate of the rewards or outcome the person sets into it
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Figure 3: Expectancy Theory Elements:

Expectancy theory is based on the following assumptions:

✓ The combination of human and environmental factors defines behavior.

✓ People make decisions on their individual and organizational behavior.

✓ People have different needs, different priorities, and different preferences

✓ People make choices from different alternative behaviors based on the degree to
which they believe that a certain action will lead to the desired result
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E. Equity Theory

Formulated by J. Stacy Adams, focuses on the view of individuals how equally they
are regarded relative to others This theory of equity indicates that people are driven to
pursue social equality in the success benefits they receive. People measure equity by
a ratio of inputs to outputs. Education, experience, commitment, and skill are inputs to
a work. Job benefits include compensation, appreciation, incentives, and promotions.
The input-to-outcome ratio should be equivalent to everyone else in the working members
of the group. A state of equity exists when the ratio of outputs to inputs of one employee
is equal to the ratio of outputs to the inputs of the other employees.
Inequity occurs when the ratio of the outputs into the inputs is unbalanced. A person
will be dissatisfied if he found out that his output is not the same with the others output
even if they have exerted the same inputs.

When this occurs, the following methods can use to perceive inequity:

a. Change work effort

b. Change outcomes

c. Change perception

d. Leave the job

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3. Reinforcement Theories:

Basically, look at the relationship between persons behavior and its outcomes. It
focuses on improving or altering on-the-job employee performance by applying immediate
rewards and punishments scheme. Behavior modification is the name given to the set of
strategies used to improve human behavior by reinforcement theory. The fundamental
principle underlying behavior modification is the rule of consequence, which states that
positive reinforced behavior tends to be repeated, and unreinforced behavior needs not to
be continued.

Figure 4: Changing Behavior with Reinforcement:

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Reinforcement Tools:

1. Positive reinforcement is the administration of a positive and satisfying outcome for

a desired action, such as appreciation for an employee being on time or performing
a little extra work.

2. Avoidance learning means avoiding an unwanted outcome after desirable behavior.

Sometimes called negative reinforcement. By avoiding uncomfortable
circumstances, workers learn to do the right thing. Avoidance learning can take
place when a superior ceases punishment or reprimanding an employee until the
misconduct has ended.

3. Punishment is imposition upon an employee with adverse outcome. Usually, it

occurs after inappropriate behavior is displayed.

4. Extinction is the rejection of a positive reward. Whereas with penalty, an adverse

outcome such as a reprimand is levied by the superior, extinction includes
eliminating pay increases, promotions, recognition, or other positive results

TECHNIQUES OF MOTIVATION

1. Motivation Through Job Design

Job design means applying motivational ideas to work systems to increase

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efficiency and satisfaction. People would be highly motivated to succeed if a job they
want is assigned to them.

A. Fitting people to jobs

Inappropriate job functions, repetitive tasks or activities may lead to a dissatisfied

employee. To avoid this the following may be consider:
Realistic job previews is where management provides an honest explanation
a.
about employees function or task. If the worker once find out that the task given to
him is not the same as what discussed to him, it will eventually lead to
dissatisfaction.

b.Job
rotation. Systematically transfers workers from one job to another, thereby
increasing the number of different tasks that an employee performs without
increasing the difficulty of any one job
Limited exposure is given to employees whose jobs are tedious or
c.
disoriented.
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B. Fitting Jobs to People

Management may also consider to change the job of the worker instead of
finding the right job for him. This may be achieved with the use of the following:
a. Job enlargement combines a variety of tasks into one modern, broader
task.This style is a response to employees frustration with over- simplified jobs.
An employee can be responsible for three or four, but have more time to do
them, rather than just one task. Job enlargement offers workers a greater range
of jobs and a greater opportunity
b. Jobenrichment includes high-level motivators in the workplace, including
accountability for jobs, appreciation and opportunities for growth, learning and
achievement. In an enriched workplace, workers have power over the tools
required to do it, determine how to do the workplace, experience personal
development and set their own pace of work

2. Motivating Through Rewards

This are usually administered to improve employees performance and produce job
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satisfaction. Rewards consist of financial and psychological rewards for workers in
carrying out job tasks

Categories of Rewards:

1. Extrinsic
rewards are those which relates to payments provided by another party
to the person for his service. Examples are money, employee intrinsic benefits,
promotions and recognition

Management of Extrinsic Rewards:

➢ It should satisfy the needs of the individual

➢ Employees should expect that endeavor will lead to reward

➢ Rewards must be equitable

➢ Rewards should be performance based

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2. Intrinsic
rewards are those that are self-granted, internally perceived payoffs.
Examples are sense of accomplishment, self-esteem and self- actualization

3. Motivation through Employee Participation

When workers participate on different aspects of their work, personal engagement

is always carried out towards the degree that the objective is fulfilled

Activities where employees may participate are:

1. Goal Setting

2. Decision making

3. Problem Solving

4. Developing and implementing organizational improvement and changes

Approaches to participation include the following:

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1. Quality Control Circles

The QCC aims to improve efficiency and production quality. The circle is made
up of a group that typically conducts similar work on the organizational objective,
meeting at regular intervals are conducted to find issues and discuss their
implementation solutions.

2. Self-managed teams

Often known as autonomous working groups or high performance teams, as

part of their daily work schedule, self-managed teams carry on conventional
administrative tasks. The self-managed teams operate independently, creating a
full product or service and having limited oversight from managers who serve as
facilitators rather than supervisors

Requisites to Succeed Employee Participation Program:

1. A profit-sharing arrangement or benefits

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2. A long-term work partnership with strong jobs protection

3. A concerted effort to create and sustain cohesiveness between groups

4. Safeguarding the interests of human employees

4. Other Motivation Techniques

Flexible Work Schedules is also called flexitime. This system allows workers to
A.
decide their own arrival and departure times within defined limits. The flexible work
arrangements provide some advantages, but this is not applicable to all circumstances

B.Family Support Services are extended benefits of the company to the employees
family members .Example of this services is the day-care facilities for the children of
their employees.

C. Sabbatical
Leave is one granted after a certain number of years of service to an
employee. Employee is entitled to go on leave with compensation for two months to
one year for family, leisure, and travel. When the employee returns for work, his
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motivation is expected to be boosted