MOTIVATION

 Why is it necessary that in the field of Human

Behavior in Organization, we must have an
understanding of the nature and concepts
about motivation ?

 Motivation is one of the requisites to job

performance and is the most difficult to
manage among the other factors.
 IF YOU RUN INTO A WALL, DON’T TURN
AROUND AND GIVE UP. FIGURE OUT HOW TO
CLIMB IT, GO THROUGH IT, OR WORK
AROUND IT. (Michael Jordan)
Requisite for Job Performance
 1. the capacity to perform- skills, abilities,
knowledge, experience(A)

 2. the opportunity to perform- work

environment provided (E)

 3. the willingness to perform (M)

 Therefore: P= M + A + E
Consider this......

 Supervisor: George just isn’t motivated

anymore!
 Foreman : How can you tell?
 Supervisor: His productivity has fallen off by

more than 50 percent.

 Motivation – relates to the degree in which an
employee desires and is willing to exert effort
to achieve the goals assigned to him
 Motivation is the process of activating

behavior, sustaining it and directing it toward

a particular goal. Motivation moves people to
act and accomplish
Key Elements of Motivation
 1. Intensity – level of effort given by the
employee to achieve the goal assigned to him

 2. Direction- relates to what an individual

chooses to do when confronted with a
number of choices
 3. Persistence - relates to how long a

person can maintain effort to achieve

organization goals
Historical Perspective on Motivation
 1. Traditional Approach- Frederick Taylor
developed a method of structuring job that he
called scientific management.
 Basic premise of Taylor is that employees are
economically motivated and work to earn as
much money, he therefore advocated
incentive pay systems.
 He also assumed that work is generally
unpleasant for most people and that the money
they earn is more important than the nature of
the job they are performing.
 2. Human Relations Approach-in the 1930’s
this approach assumed that employees want
to feel useful and important, that employees
have strong social needs and that these
needs are more important than the money
they earn. Advocates of human relation
approach advised managers to make workers
feel important and involved to satisfy their
social needs and thus enhance motivation.
 3. Human Resource Approach- this approach
began to emerge in the 1950’s assumes that
people want to contribute and are able to
make genuine contributions in organizations,
the manager’s task then is to encourage
participation and create a work environment
that makes full use of the human resources
available.
Theories of Motivation
 A. Need based theories -focus on analyzing
the needs and wants of an individual. Need
based theories assumed that humans are
motivated primarily by deficiencies in one or
more important needs or need categories.
Need theorist identified and categorize the
needs that are most important to people.
 1. Abraham Maslow’s Hierarchy of needs
 2. ERG Theory of Clayton Alderfer
 3. Two-Factor Theory by Frederick Herzberg
 Maslow argued that the individual have innate
desires to satisfy a given set of needs , that
these needs are arranged in a hierarchy of
importance; physiological needs, security,
belongingness, esteem and self actualization.
 Maslow believed that lower need must be

satisfied before the next level above can

become important and become the primary
source of motivation.
 ERG (Existence Needs/ Relatedness/ and
Growth Needs )
 In contrast to Maslow’s, ERG theory suggest

that more than one kind of need may

motivate the person, it also included the
satisfaction-progression component and
frustration- regression component in the
motivational process of the individual
 Two-Factor or Dual Structure Theory- in the
late 1950’s and early 1960’s Frederick
Herzberg theory proposed that two factors;
job context as source of dissatisfaction and
job content as source of job satisfaction.
Motivator factors(Job Content)
 According to Herzberg, motivators are factors
that relates more to the work of the person
and these brings job satisfaction.
 1. achievement
 2. recognition
 3. work itself
 4. responsibility
 5. advancement
 6.growth
Theories continued..................
Expectancy Theory--this was developed by Victor
Vroom, the theory sees people as choosing a course of
action according to what they anticipate will give them
greatest rewards. Vroom explained that motivation is a
product of the ff:
Valence- how much one wants a reward
Expectancy-one’s estimate that effort will result to
successful performance
Instrumentality-one’s estimate that performance will
result in receiving the reward.
Expectancy theory predicts that motivation is high
when these three factors are rated high
 Equity Theory -This theory assumes that
employees are motivated by a desire to be
equitably treated at work. Equity exists when
employees perceive that their efforts are
equivalents to the rewards that they get.
Inequity exist when the worker felt over
rewarded or under rewarded
Goal Setting Theory
 The theory is based on the premise that
behavior is regulated by values and goals.
Edwin Locke found out that :
 1. specific goals lead to higher performance
 2. Performance generally increases in direct

proportion to goal difficulty

 3. for goals to improve performance they

must be accepted by the workers

 4.Goals are more effective when they are
used to evaluate performance
 5.Goals should be linked to feedback
Motivating Employee Performance
through work
 A. Job Designs- how organizations define and
structure jobs
 B. Job specialization- jobs broken down into small

component tasks and standardized across all

workers doing those jobs
 Job rotation-systematically shifting workers from

one job to another to sustain motivation and interest

 Job enlargement- or horizontal job loading,

expanding a job to include tasks by other workers,

the logic is that increased number of tasks in each
job reduces monotony and boredom
 Job enrichment- entails giving workers more
tasks to perform and more control over how
to perform them
Motivating Employee through
involvement
 Participation- entails giving employees a
voice in making decisions about their own
work

 Empowerment- process of enabling workers

to set their own work goals, make decisions
and solve problems within their sphere of
responsibility and authority.(example: use of
Quality circles or work teams or
decentralizing)
Motivating Employee through work
arrangements
 1. Variable work schedules- i.e. Compressed
work week/ flexible work schedule/ extended
work schedule

 2. Job sharing- two part time employees

share off one full time job
 3. Telecommuting- where employee spend

part of their time working off site

Motivating Employees through
rewards
 1.Goal setting- a person who achieves a goal
will be proud of having done so

 2. Performance measurement/appraisal

 3. Individual rewards- Base pay, incentive

system, benefits or indirect compensation,
awards, other perquisites or special privileges
to top managers
Performance Appraisal/Measurement

 -processes by which someone evaluates an

employee work behavior by measurement and
comparison to previously established
standards, it is documented and result is
communicated to employees
Purpose of Performance Mgt
1. -Judgement of Past Performance
 provide basis for reward allocation
 Provide basis or promotion
 Identify high potential employees
 Validate selection process
 2. Development of Future performance
 -foster work improvement
 Identify training needs
 Develop ways to detect performance barriers
 Establish supervisor-employee agreement on

expectations
Performance Measurement Basics
 The Appraiser- normally the superior
evaluates the subordinates. New approach is
the 360 degree feedback where individual
receive performance feedback from those on
all sides of the organization; the boss,
colleagues, peers, subordinates
 Frequency- normally annual or semi annual

 Measurement method- graphic rating scale,

forced choice system, checklist, ranking
Reward System

 - consist of all processes including people,

rules and procedure and decision making
activities involved in allocating compensation
and benefits to employees in exchange of
their contribution to organization
Types of Rewards
 1. Base Pay
 2. Incentive System- profit

sharing/bonus/merit pay/employee stock

option

 3. benefits plan-pension, retirement, life and

health insurance, SL/VL, SSS and others
 4. Awards