Group 1 – AT1A

Mr. Maduramente
 Motivation – the set of forces that leads to
people to behave in particular ways.

 Importance of Motivation
P=M+A+E
◦ where P stands for job performance, M is for
motivation, A is ability and E is environment
FOUR MAJOR INDICATORS OF EMPLOYEE
MOTIVATION

 Engagement
 Commitment
 Satisfaction
 Turnover
 Engagement. The degree of enthusiasm,
initiative and effort put forth by employee.

 Commitment. The degree in which the

employees bond with organization and
exhibit acts of organizational citizenship.
 Satisfaction. A reflection of the fulfilment of
the psychological contract and met
expectations at work.

 Turnover. Loss of valued employees.

WHAT IS WORK MOTIVATION?

 The result of a set of internal and external

forces that cause an employee to choose an
appropriate course of action and engage in
certain behaviors.

 A complex combination psychological forces

within each person and employees.
THREE ELEMENTS OF WORK MOTIVATION

 Direction and Focus of the Behavior. Positive

factors: Dependability, Creativity, Helpfulness,
Timeliness. Negative factors: Tardiness,
Absenteeism, Withdrawal, Low Performance.
THREE ELEMENTS OF WORK MOTIVATION

 Level of Effort Provided. Making a fulfilment to

excellence versus doing just enough to get it.

 Persistence of the Behavior. Repeatedly

maintaining the effort versus giving up
prematurely or doing it just sporadically.
COMMON MANAGERIAL BEHAVIORS THAT
DETRACT FROM MOTIVATION

 Tolerating poor performance from others

 Levelling undue criticism at employees

 Failing to provide clear expectations

COMMON MANAGERIAL BEHAVIORS THAT
DETRACT FROM MOTIVATION

 Making false promises of incentives available

 Unfair distribution of rewards (favoritism)

 Drives. Strong desires for something.

 These drives affect the way people view their

jobs and approach their lives.

 David C. McClelland of Harvard University

developed a classification scheme
highlighting three of the more dominant
drives.
ACHIEVEMENT MOTIVATION
 a drive to accomplish objectives and get
ahead

AFFILIATION MOTIVATION
 a drive to relate to people effectively

POWER MOTIVATION
 a drive to influence people and situations
 Achievement-oriented people work harder
when their supervisors provide detailed
evaluations of their behavior

 People with affiliation motives work better

when they are complimented for their
favorable attitudes and cooperation
 Managers with strong needs for affiliation may
have difficulty being effective managers.

 Managerial overemphasis on the social

dimension may interfere with the vital process
of getting things done.
 Power-motivated people wish to create an
impact on their organizations and are willing
to take risks to do so.

 Power-motivated people make excellent

managers if their drives are for institutional
power instead of personal power.
 Institutional power is the need to influence
others’ behavior for the good of the whole
organization.

 If an employee’s drives are toward personal

power, that person tends to be an
unsuccessful organizational leader.
 Managers try to find the causes of
malfunction of an employee in an analytical
manner based on their observation.

 For the improvement to occur, managers

require empowerment and determining each
employee’s needs.
TYPES OF NEEDS

 Primary Needs. A simple classification of basic

physical needs.

 Secondary Needs. The social and

psychological needs of a person.
 Secondary needs are more vague because
they represent needs of mind and spirit rather
than of the physical body.

 Therefore, managerial planning should

consider the effects of any proposed action
on the second needs of an employees:
◦ strongly conditioned by experience
◦ vary in type and intensity among people
◦ subject to change across time within individual
◦ cannot usually isolated but rather as work in
combination and influence one another
◦ often hidden from conscious recognition
◦ vague feeling as proposed to specific physical
needs
◦ influence behavior in powerful ways
WHAT REWARDS DO EMPLOYEES WANT?

 Fair treatment, job security, adequate

compensation and respect

 Sense of achievement-purpose, enablement,

challenge feedback and recognition
WHAT REWARDS DO EMPLOYEES WANT?

 Camaradarie trust, solidarity and teamwork

THREE MAJOR THEORIES OF HUMAN NEEDS

 Maslow’s Hierarchy of Needs. Human needs

are not of equal strength, and they emerge in
a predictable but rather fluid sequence.
 Lower-Order Needs

◦ First level needs involve basic survival and

physiological needs. Ex. Food, air, water and sleep.

◦ Second need level is bodily safety and economic

security. Ex. Comfortable retirement plan
 Higher-Order Needs

◦ Third need level concerns love belonging and social

involvement at work. Ex. Friendships and compatible
associates

◦ Fourth need level encompass those for esteem and

status. Ex. Self-worth and competence

◦ Fifth need level is self-actualization and being capable to

use their skill to the fullest. Ex. Affiliation to a certain
organization
 Herzberg’s Two-Factor Model

◦ Maintenance and Motivational Factors. Two separate

sets of factors influenced motivation.

◦ Hygiene Factors or Maintenance. This is not strongly

motivating; this must be ignored.

◦ Job Content and Context. Motivators mostly are job-

centered. Maintenance factors are related to job
context because they are more related to the
environment surrounding job.
INTRINSIC AND EXTRINSIC MOTIVATORS

 Intrinsic Motivators. Internal rewards; self-

motivated.

 Extrinsic Motivators. External rewards; not

effective motivators.

 Ex. Retirement plan, health insurance,

vacation
INTERPRETING TWO-FACTOR MODEL

 provides a useful distinction between

maintenance and motivational factors.

 broadened managers perspectives by

showing the potentially powerful role of
intrinsic reward that evolve from the work itself
EFFECTS OF MAINTENANCE AND MOTIVATIONAL
FACTORS
Alderfer’s E-R-G Model

 Clayton Alderfer proposed a modified need

heirarchy

 E-R-G Model has three levels:

◦ Existence needs. Combination of physiological and

security factors.
Alderfer’s E-R-G Model

◦ Relatedness Needs. These involve being understood

and accepted by people below, above and
around the employee at work and away from it.

◦ Growth Needs. These involve the desire for both self-

esteem and self-actualization.
 Herzberg’s two-factor model Alderfer’s E-R-G model
Maslow’s Heirarchy of Needs
Work itself
Achievement Growth Needs

Motivational factors
5. Self-actualization Possibility of Growth
and fulfilment of needs Responsibility

4. Esteem and status Advancement Recognition

needs
3. Belonging and Status
social needs Relatedness
Relations with supervisors needs
2. Safety and security Peer relations
needs
Maintenance factors

Relations with subordinates

1. Physiological needs Quality of supervision

Company policy and

administration Existence Needs
Job security

Working conditions
Pay
 The models of motivation are known as
content theories of motivation.

 The major difficulty with content models of

motivation is that the needs of the people
have are not subject to observation by
managers.
 Organizational Behavior Modification or OB
Mod. The application in organizations of the
principles of behavior modification. (B. F.
Skinner)

 OB Mod is based on the idea that behavior

depends on its consequences.
 Law of Effect. This is where the OB Mod relies
which states that a person tends to repeat
behavior that is accompanied by favorable
consequences (reinforcement) and tends not
to repeat behavior accompanied by
unfavorable ( or a lack of) consequences.

 It suggests that we learn best under pleasant

surroundings.
 Content theories argue that internal needs
lead to behavior, OB Mod states that external
consequences tend to determine behavior.

 Social Learning. Also known as vicarious

learning; suggests that employees do not
always have to learn directly from their own
experiences.
 OB Mod places great emphasis on the use of
rewards and alternative consequences to
sustain behavior.

 Managers must decide whether they wish to

increase the probability of a person’s
continued behavior or to decrease it.
FOUR ALTERNATIVE CONSEQUENCES OF OB MOD

Application Punishment Positive

Reinforcement

Manager’s use

Negative
Withdrawal Reinforcement Extinction

Negative Positive
 Positive Reinforcement. This provides a
favorable consequence that encourages
repetition of a behavior.

 Shaping. A systematic and progressive

application of positive reinforcement.
 Negative Reinforcement. This occurs when
behavior is accompanied by removal of
unfavorable consequences.

 Punishment. The administration of an

unfavorable consequence that discourages a
certain behavior.
 Extinction. The withholding of the significant
positive consequences that were previously
provided for a desirable behavior.

 Schedules of Reinforcement
◦ The frequency of the behavior creates a baseline,
or standard, against which improvements can be
compared.
Reinforcements may be:

 Continuous Reinforcement. This occurs when

reinforcement accompanies each correct
behavior by an employee.

 Partial Reinforcement. This occurs when only

some of the correct behaviors are reinforced-
either after a certain time or after a number
of correct responses.
Interpreting Behavior Modification

 It makes the managers become more

conscious motivators.

 Because of the strong power of desired

consequences the use of behavior
modification may effectively force people to
change their behavior.
General Guidelines in Applying Behavior
Modification

 Identify exact behavior to be modified.

 Use positive reinforcement whenever possible.
 Use punishment only in unusual circumstances
and for specific behaviors.
 Ignore minor undesirable behavior to allow its
extinction.
General Guidelines in Applying Behavior
Modification

 Use shaping procedures to develop correct

complex behavior.
 Minimize the time between the correct
response and reinforcement.
 Provide reinforcement frequently.
GOAL

 Target and objectives for future performance.

 Helps focus employee’s attention on items of

greater importance to the organization

 Illustrate the value of persistent effort

GOAL

 Stimulate the preparation of action plans for

goal attainment

GOAL SETTING

 Works as a motivational process because it

creates a discrepancy between current and
expected performance
GOAL SETTING

 Results in a feeling of tension, which the

employee can diminish through future goal
attainment

 Individuals who successfully achieve goals

tend to set even higher goals in the future
GOAL SETTING

 Self-efficacy

• It is an internal belief regarding one’s job-related

capabilities and competencies.

• The first key to successful goal setting is to build and

reinforce employee self-efficacy.
ELEMENTS OF GOAL SETTING

 Goal Acceptance.

◦ Effective goals need to be not only understood but

also actively accepted

◦ A more powerful method of obtaining acceptance

is to allow the employees to participate in the goal-
setting process.
ELEMENTS OF GOAL SETTING

 Specificity

• Goals need to be as specific, clear,

measurable as possible so employees will
know when a goal is reached

• Specific goals let them know what to reach

for and allow them to measure their own
progress
ELEMENTS OF GOAL SETTING

 Challenge.

◦ Most employees work harder and achieve more

when they have difficulty goals to accomplish
rather than easy ones.

◦ Hard goals present a challenge that appeals to

achievement drive within many employees
ELEMENTS OF GOAL SETTING

 Performance Monitoring.

◦ Observing behavior, inspecting output or studying

performance indicator

◦ Provides at least subtle cues to employees that their

task are important, their effort is needed, and their
contribution are valued
ELEMENTS OF GOAL SETTING

 Performance Feedback

◦ Timely provision of data or judgment regarding task-

related results

◦ Tends to encourage better job performance, and

self generated feedback is an especially powerful
motivational tool
 A widely accepted approach to motivation;
also known as Expectancy Theory developed
by Victor H.

 Motivation is a product of three factors:

1. How much one wants a reward
2. One’s estimate of the probability effort will result in
successful performance
3. One’s estimate that performance will result in the
receiving reward
Motivation =
Valence x Expectancy x Instrumentality

 Valence.
◦ Refers to the strength of a person’s preference for
receiving a reward

◦ An expression of the amount of one’s desire to

reach a goal
 Valence.

◦ An individual’s reward for valence is conditioned by

experience and it may vary substantially over a
period of time as old needs become satisfied and
new ones merge.

◦ CAN VALENCE BE NEGATIVE?

 Expectancy.

◦ The strength of belief that one’s work related effort

will result in completion of a task.

◦ It is stated to be as probability – the employees

estimate the degree to which performance will be
determined by the amount of effort expended.
 Expectancy.

◦ One of the forces contributing to effort

performance expectancies is the individual's self-
efficacy.

◦ Employees with high levels of efficacy are more

likely to believe that exerting effort will result in
satisfactory performance.
 Instrumentality.

◦ Represents the employee’s belief that a reward will

be received once the task is accomplished.

◦ The value of instrumentality ranges from 0 - 1

 J. Stacy Adam’s Equity Theory states that
employees tend to judge fairness by
comparing the outcomes (rewards) they
receive with their relevant inputs
(contributions) and also by comparing this
ratio with the ratios of other people.
 Outcomes are the rewards they perceive
they get from their jobs and employers.

- direct pay and bonuses - fringe benefits

- job security - social rewards
- psychological rewards
 One’s Inputs One’s Outcomes
(also compared with others’ (also compared with others’
inputs) outcomes)

Job effort Pay

Education Benefits

Seniority Fun at work

Performance Flexibility

Job difficulty Social rewards

Other inputs Psychological rewards

 Employees analyze the fairness of their
“contract” then compare it to others’
contracts.

 If employees perceive equity ,they will be

motivated to continue to contribute at about
the same level.
 If employees feel overrewarded, equity theory
predicts that they will feel an imbalance in
their relationship with their employer and seek
to restore that balance.

 Workers who feel they underrated seek to

reduce their feelings of inequity.
Interpreting the Equity Model

 The major challenges for a manager using the

equity model lie in measuring employee
assessments of their inputs and outcomes,
identifying their choice of references, and
evaluating employee perceptions of inputs
and outcomes.
Implications for Managers

 Different employees ascribe personal values

to inputs and outcomes.

 An employee who believes he is

overcompensated may increase his effort.
Implications for Managers

 Staff perceptions of inputs and outcomes of

themselves and others may be incorrect, and
perceptions need to be managed effectively.

 There are limits to the balance of the scales of

equity and employees can find excessive
executive pay demotivating.
 All models have strengths and weaknesses,
advocates and critics.

 No model is perfect, but all of them add

something to our understanding of the
motivational process.
 The cognitive models are most consistent with
our supportive and comprehensive view of
people as thinking individuals who make
conscious decisions about their behavior.

 The motivational model used must be

carefully chosen, adapted as needed, and
blended with other models.
 Adajar, Rio Anne
 Balona, Marife
 Casil, Christian M.
 Dimaandal, Glydel
 Gonzales, Patrisha Jeane A.
 Inandan, Arlene
 Lee, Eunjin
 Matugas, Justine H.
 Pusikit, Carmela
 Torres, Steven Joseph