MOTIVATION: ITS ROLE IN RURAL DEVELOPMENT

Presented by:
SAMANTHA L. POLICARPIO
MOTIVATIO
N
 It incites, energizes, drives and sustain
human behavior to action.

 It refers to a person’s desire or strong wish

to do the best possible job or to exert the
maximum effort to perform assigned tasks.

 It is said to be a goal oriented activity.

 NEED
It refers to some internal state that makes
certain outcomes appear attractive.
An unsatisfied need creates tension that
stimulates drives within an individual.
These drives generate a search behavior to
find particular goals that, if attained, will
satisfy
 Human Needs
Primary needs. It is also called basic
physical needs. These needs are important
for the survival of the human race.
Secondary needs. These needs represent
the needs of the mind and spirit
 Three Motivational Theories

Hierarchy of Needs Theory

Theory X and Y
Motivation-Hygiene Theory
Abraham Maslow’s Hierarchy of Needs
Theory
Self Actualization

Esteem

Social

Safety

Physiological
 Douglas McGregor’s Theory X and Y
 Two distinct views about the nature of
humans:
Theory x (negative view) Theory y (positive view)

Employees inherently dislike work and will attempt to avoid it, Employees view work as natural as rest or play.
whenever possible.

Employees must be coerced, controlled, or threatened with Employees will exercise self-direction and self-control if they are
punishment to achieve desired goals. committed to the objectives.

Employees will avoid responsibilities and seek formal direction The average person can learn to accept, and even seek responsibility.
whenever possible

Most workers place security above all other factors associated with The ability to make good decisions is widely dispersed throughout the
work and will display little ambition. population and isn’t necessarily the sole ability of managers.
 Frederick Herzberg’s Motivation-
Hygiene Theory
Motivators Hygiene Factors

Achievement Supervision
Recognition Company policy
Work itself Relationship with supervisor
Responsibility Working Conditions
Advancement Salary
Growth Relationship with peers
Personal life
Relationship with subordinates
Status
Security
 MOTIVATIONAL DRIVES
People have a tendency to develop certain
motivational drives as a product of cultural
environment in which they live, and these
drives affect the way people approach their
lives and view their jobs. David McClelland
studies revealed that people’s motivational
drives reflect elements of the culture in
which they grow up – their family, school,
church, and community.
 The Three-Needs Theory

McClelland research focused on the drives

for Achievement, affiliation and power.
This is sometimes called the Three-Needs
Theory
 The Three-Needs Theory
Achievement Motivation – is a drive some
people have to pursue and attain goals.

People with a high drive for achievement

take responsibility for their actions and
results, control their destiny, seek regular
feedback, and enjoy being part of a
winning achievement through individual or
collective efforts.
 The Three-Needs Theory
Affiliation Motivation – is a drive to relate to
people on a social basis.
 Peoplewith affiliation motives work better when they
are complimented for their favorable attitudes and
cooperation.
 Those who are affiliation motivated tend to select
friends to surround them.
 They receive inner satisfactions from being with
friends, and they want the job freedom to develop
those relationships.
 The Three-Needs Theory
Power Motivation – is a drive to influence people
and change situations.

Power motivated people wish to create an

impact on their organizations and are willing
to take risks to do so.
 Theories and Models of Motivation
Work Adjustment Theory suggests that
employees’ motivation level and job
satisfaction depend on the fit between
their needs and abilities and the
characteristics of the job and organization.
Theories and Models of Motivation

Goal-Setting Theory – goals are targets and

objectives for future performance. They
help focus employees’ attention on items of
greater importance to the organization.
 Theories and Models of Motivation
Job Characteristics Theory – there are five
core jobs characteristics:
Skill variety
Task variety
Task significance
Autonomy
Feedback
 Theories and Models of Motivation
Three critical psychological states affected
by the core job characteristics are:
Experienced meaningfulness
Experienced responsibility
Knowledge of results
 Theories and Models of Motivation
Equity Model – J. Stacy Adam’s equity theory
states that employees tend to judge fairness
by comparing the outcomes they received
with their relevant inputs and also by
comparing this ratio with the ratio of other
people.

One’s own outcomes ? Others’ outcomes

 One’s own inputs = others’ inputs
 Theories and Models of Motivation
The Expectancy Model – also known as the expectancy
theory by Victor H. Vroom.
 Vroom explains that motivation is a product of three
factors:
1. Valence – how much one wants a reward.
2. Expectancy - one’s estimate of the probability that
effort will result in successful performance.
3. Instrumentality – one’s estimate that performance
will result in receiving the reward.
 Theories and Models of Motivation
How Expectancy Model Works

Valence x Expectancy x Instrumentality = Motivation

Types of Motivation
 Negative motivation
 Self-motivation
 Positive motivation
 Money
 Job security
 Praise and recognition
 Sense of belonging
 Competition
 Delegation of responsibility and authority
 Employee participation
 Sincere interest in subordinate
 Effects of Motivation
1. Employees who are sufficiently motivated move and act
to follow the direction desired by management.

2. The motivated employees achieve high output and

produce good quality products and services.

3. Properly motivated employees are more careful in the

use and care of machine and equipment, avoid accidents,
and minimize losses.
 Effects of Motivation
4. Employees accept willingly the changes made by the
management provided that such changes have been
previously explained to and understood by them and
proper training is provided so they can easily adapt
themselves to change.

5. Motivated employees willingly respond in times of

emergencies or during rush periods or occasions requiring
special effort, overtime and the like.

6. That with motivated employees, the problems of

discipline is minimized.
Suggested Application of Motivation
Theories and Models
 Recognize individual differences
 Match people to jobs
 Use goals
 Ensure that goals are perceived as attainable
 Individualized rewards
 Link rewards to performance
 Check the system for equity
 Don’t ignore money
 Motivating the Stakeholders in Rural
Development

The need of rural population to

continuously get into the development
program not as mere passive receiver but
as dynamic partners should be taken into
account.
 Different RD stakeholders
Local Government Units (LGUs)
National Government Agencies (DAR, DA,
NIA, etc)
People’s Organizations (PO)
Rural Population/RD Programs Beneficiaries
 CONCLUSION
When applied to rural development
program implementation, all these theories
and models indicate that for the varied RD
stakeholders to achieve a higher level of
performance they should be motivated not
only by monetary remuneration but also by
other means which they find satisfying.
THANK YOU