MOTIVATION

GROUP 6

MEMBERS:
EARL BERNARDO
CZYLK SARABIA
DONNA TIBATIB
WINEFREDO TONIDO JR.
 OVERVIEW:

1 2 FACTOR
DEFINITION OF
CONTRIBUTING TO
MOTIVATION
MOTIVATION

3 4
THEORIES OF TECHNIQUES OF
MOTIVATION MOTIVATION
WHAT IS MOTIVATION?
Motivating refer to the act of “giving employees reasons or
incentives to work to achieve organizational objectives”

Motivation refers to the “process of activating behavior,

sustaining it and directing it toward a particular goal”
 FACTORS CONTRIBUTING
TO MOTIVATION
Willingness to People who like what they are doing are highly
do a job motivated to produce the expected output

When employees feel that they have the

Self-confidence in
required skill and training to perform a task,
carrying out a task the more motivate they become.

Needs When employees feel that they have the

required skill and training to perform a task,
satisfaction
the more motivate they become.
THEORIES OF MOTIVATION

FOUR MOST INFLUENTIAL THEORIES

Maslow's Needs Hierarchy Theory
Herzberg's Two-Factor Theory
Expectancy Theory
Goal Setting Theory
 Maslow's Needs Hierachy Theory
Human beings have 5 basic needs and these needs
are hierarchical. One need must be satisfied first
before the other need.

1. Physiological Needs
Biological needs like food, drink, rest, and sex.
These needs take priority over other needs

2. Security Needs (Safety)

These include freedom from harm, financial
Abraham Maslow security and other things that keep you secure
 Maslow's Needs Hierachy Theory
3. Social Needs (Love & Belonging)
People, specifically employees also need to secure love, affection,
and the need to be accepted by peers and coworkers
4. Esteem Needs (Ego)
These refer to the need for positive self-image and self-respect and
the need to be respected by others
5. Self-actualization Needs
The topmost level needs of hierarchy is to realize our full potential
as human beings and becoming all that we are able to be.
Maslow's Needs Hierachy Theory
 Herzberg's Two-Factor Theory
A satisfied employee is motivated from within to
work harder and that a dissatisfied employee is
not self-motivated

1. Satisfiers (Motivating Factor)

These include achievements, recognition, work
itself, responsibility, advancement, and growth

2. Dissatisfiers (Hygiene Factor)

Frederick Herzberg
These include salary, company policy, status,
relationship with coworkers, work conditions,etc.
Herzberg's Two-Factor Theory
 Expectancy Theory
An individual will work depending on the perceptions
of the probability of the expectations to happen.

1. Expectancy
Increased effort put into a task will result in the
desired performance.
2. Instrumentality
You'll be rewarded if you meet the goal expectations.

Victor Vroom 3. Valence

How much an individual values the reward.
Expectancy Theory
 Goal Setting Theory
Refers to the process of "improving performance with
objectives, deadlines, and quality standard"

1. Goal Content
specific, measurable, attainable,
Goals must be SMART ( relevant, and time-bound )
2. Goal Commitment
Goals are more likely to achieved with commitment
3. Work Behavior
Goals influence one's behavior when in work

Edwin Locke 4. Feedback Aspects

Feedback tells how far they have gone with objectives
Goal Setting Theory
 Techniques of Motivation
1
MOTIVATION
THROUGH JOB DESIGN
2
MOTIVATION
THROUGH REWARDS
3
MOTIVATION THROUGH
EMPLOYEE PARTICIPATION
4
MOTIVATION
THROUGH REWARDS
MOTIVATING THROUGH JOB DESIGN
A person will be highly motivated to perform if he is assigned a job he likes.
However, first thing to do is to design jobs that will meet the requirements of
the organization and the persons who will occupy them. Job design is defined
as "specifying the tasks that constitute a job for an individual or a group."

Two approaches in motivating through Job design:

• Fitting people to jobs
• Fitting jobs to people
 Fitting People to Jobs
routine and repetitive tasks make workers suffer from chronic
dissatisfaction.
REALISTIC JOB where management provides honest
PREVIEWS explanations of what a job actually
entails.

JOB ROTATION where people are moved periodically from

one specialized job to another.

LIMITED where a worker's exposure to a highly

EXPOSURE fragmented and tedious limited.
 Fitting Jobs to People
instead of changing the person, management may consider
changing the job.

JOB where two or more specialized tasks in a

ENLARGEMENT work flow sequence is combined into a
single job.

JOB where efforts are made to makes jobs

ENRICHMENT more interesting, challenging, and
rewarding.
MOTIVATING THROUGH REWARDS
Rewards consist of material and psychological benefits to
employees for performing tasks in the workplace. Properly
admiistrated reward systems can improve job performance and
satisfaction.
Two categories of Rewards:
• Extrinsic • Intrinsic
EXTRINSIC refer to payoffs granted to the
Rewards individual by another party.
Examples: money, employee benefits, promotions,
recognition, status symbols, praise, etc.

INTRINSIC those which are internally experienced

Rewards payoffs which are self-granted.
Examples: sense of accomplishment, self-esteem
and self-actualization.
Management of Extrinsic Rewards
• To motivate job performance effectively, extrinsic rewards
must be properly managed in the line:

• It must satisfy individual needs

• The employees must believe effort will lead to reward
• Rewards must be equitable
• Rewards must be linked to performance
 TYPES OF BENEFITS
MONTH HOUSING PENSION
PAY ALLOWANCE PLAN

13TH MONTH SICK LEAVE PAID VACATION

PAY BENEFITS TRIP

14TH MONTH VACATION HEALTH

PAY LEAVE BENEFITS INSURANCE

ACCIDENT
INSURANCE
 • No single type of reward is generally applicable to
all employees.
• Employees must believe that effort will lead to reward.
• Reward that are not equitable will not produce the
desired motivation.
MOTIVATION THROUGH
EMPLOYEE PARTICIPATION
When employees participate in deciding various aspects of
their jobs, the personal involvement, oftentimes, is carried up to
the point where the task is completed.
 Popular approaches to
participation includes the
following:
A method of direct employee participation.
Quality Control Circles The objective of the QCC is to increase
productivity and quality of output
Also known as autonomous work groups
Self-managed Teams or high performance teams. They work on
their own, turning out a complete product
or service and receiving minimal
supervision from the managers.
OTHER MOTIVATION TECHNIQUES
Flexible Work Schedules
Allowing the employee to determine their own arrival and
departure times within specified limits.
An alternative is the adaptation of 40-hour work in four days
making the 5th day a "day-off"
OTHER MOTIVATION TECHNIQUES
Family Support Services
Employees are oftentimes burdened by family obligations like
caring for children.
Progressive companies provide day care facilities for the
children of employees
OTHER MOTIVATION TECHNIQUES
Sabbaticals
A sabbatical leave is one given to an employee after certain
number of years of service. The employee is allowed to go on
leave for two months to one year with pay.
It is expected that when the employee returns for work, the
motivation to do the job is improved.
THANK YOU