CHAPTER 7: MOTIVATING

MOTIVATING
Refers 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. TO MOTIVATION
FACTORS
CONTRIBUTING

1. Willingness to do a job.
2. Self-confidence in a carrying out a
task.
3. Needs satisfaction.

THE PROCESS OF MOTIVATION

NEEDS

plus

Which leads to
readiness for the
next need
NEED
SATISFACTION

Which
results to

MOTIVATION

leads to

ACTION OR
GOAL-DIRECTED
BEHAVIOR

THEORIES OF MOTIVATION
A. MASLOWS NEEDS HIERARCHY THEORY
Abraham Maslow a psychologist, theorized that human being have (5)
five basic needs.

SELFACTUALIZATION
NEEDS
Self-fulfillment
ESTEEM
NEEDS
Status, respect, prestige

SOCIAL NEEDS
Friendship, belonging, love

SECURITY NEEDS
Freedom from harm, financial security

PHYSIOLOGICAL NEEDS
Foods, water, sleep, sex, body elimination

THE RELEVANCE OF MASLOWS THEORY

OF ENGINEERING MANAGEMENT

Even if Maslows theory has been

largely questioned, one basic premise cannot
be discarded: a Fulfilled need no longer
motivates an individual. If this is the situation
the subordinates is in, the engineer manager
must identify an unfulfilled need and work
out a scheme so that the subordinate will be
motivated to work in order to satisfy the
unfulfilled need.

B. HERZBERGS TWO-FACTOR THEORY

10
9

LEVEL OF
SATISFACTION

8
7
6
5
4
3
2
1
0
1
2

LEVEL OF
DISSATISFACTION

3
4
5
6
7

Level of no satisfaction and no

dissatisfaction (no reason not to work
but no motivation to work hard)

C. EXPECTANCY THEORY

Expectancy theory is a motivation model based on

the assumption that an individual will work
depending on his perception of the probability of his
expectations to happen.
Expectancy theory is based on the following assumptions.

1. A combination of forces within the individual and in

the environment determines behavior.
2. People make decisions about their own behavior and
that of organizations.
3. People have different types of needs, goals, and
desires.
4. People make choices among alternatives behaviors
based on the extent to which they think a certain
behavior will lead to a desired outcomes.

D. GOAL SETTING THEORY

refers to the process of improving performance with

objectives, deadlines or quality standard.
when individuals or groups are assigned specific
goals, a clear direction is provided and which later
motivates them to achieve these goals.
The goal setting model drawn by Edwin A. Locke and his
associates consists of the (4) four components.
1. GOAL CONTENT
To be sufficient in content, goals must be challenging,
attainable, specific and measurable, time limited and relevant.
2. GOAL COMMITMENT
When individuals or groups are committed to the goals they
are supposed to achieve, there is a chance that they will be
able to achieve them.

Continuation: The goal setting model drawn by Edwin A.

Locke and his associates consists of the (4) four
components.

3. WORK BEHAVIOR
goals influence behavior I terms of directions, effort,
persistence, and planning.
4. FEEDBACK ASPECTS
Feedback provide the individuals with a way of
knowing how far they have gone in achieving
objectives.

GOAL
CONTENT
Which is

1.
2.
3.
4.
5.
Knowledge
of results or
feedback

Task
Complexi
ty

WORK
BEHAVIO
With
R

Challenging
Attainable
Specific and
measurable
Time limited
relevant
Job

knowledge
and ability

1.
2.

Direction
Effort

3.

Persistence

4.

Planning

PERFORMANCE

Situational
Constraint
1. s:Tools
2.
3.

Materials
Equipment

TECHNIQUES OF MOTIVATION

Individual or group of individual may be motivated to

perform through the use of the following techniques.
A. MOTIVATION THROUGH JOB DESIGN
A person will be highly motivated to perform if he is assigned
a job he likes.
Motivation used for job design:
1. Fitting People to Jobs. Routine and repetitive tasks make
workers suffer from chronic dissatisfaction. To avoid this, the
following may be adapted.
1. Realistic job previews where management provides
honest explanations of what a job actually entails.
2. Job rotation where people are moved periodically from
one specialized job to another
3. Limited exposure where a workers exposure to a highly
fragmented and tedious job is limited.

2. Fitting Jobs to people. Instead of changing the person

management may consider the job.
This may be achieved with the use of the following:
1.Job enlargement where two or more specialized
tasks in a work flow sequence is combined and in a single
job.
2.Job enrichment - where efforts are made to make
jobs more interesting, challenging and rewarding.
B. MOTIVATION THROUGH REWARDS

Rewards consist of material and psychological

benefits to employees for performing tasks in the
work place.
Properly administered rewards
systems can improve job performance and
satisfaction.

Rewards may be classified into 2 two categories:

1. Extrinsic those which refer to payoffs

granted to the individual by another
party.
Ex. Are money, employee benefits,
promotions, recognitions, status symbols,
.
praise, etc.
2. Intrinsic rewards those which are
internally experienced payoffs which are
self-granted. Ex. Are a sense of
accomplishment, self-esteem and selfactualization.

Management of Extrinsic Rewards. To motivate

job performance effectively, extrinsic rewards
must be properly
managed in line with the
following:
1. It must satisfy individual needs;

2. The employees must believe effort will

lead to reward;
3. Rewards must be equitable;
4. Rewards must be linked to
performance.

C. MOTIVATION THROUGH EMPLOYEE PARTICIPATIONS

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.
Some specific activities identified where employees may
participate are as follows:
1. Setting goals
2. Making decisions
3. Solving problems, and
4. Designing and implementing organizational changes.

The more popular approaches to participation

includes the following:
1. Quality Controls Circles.
A method of direct employee participation is the
quality circle (QCC). The objectives of the QCC is to
increase productivity and quality of output.
the circle consists of a group of three to ten
employee. Usually doing related work, who meet at
regular intervals (ex. once a week for an hour) to
identify problems and discuss their solution.
the circles includes a leader such as a foreman, but
rely on democratic processes The members are
trained in various analysis techniques by a coordinator.

Continuation: The more popular approaches to participation

includes the following:

2. Self-managed Teams.
when workers have reached a certain degree of
discipline, they may be ripe for forming self-managed
teams.
Autonomous work groups or high performance
teams, self-managed teams take on traditional
managerial tasks as part of their normal work routine.
The self-managed teams work on their own, turning
out a complete product or service and receiving
minimal supervision from managers who act more as
facilitators than supervisors.

REQUISITES TO SUCCESSFUL EMPLOYEE PARTICIPATION PROGRAM

To succeed, an employee participation program will require

the following:

1. A profit-sharing or garnishing plan.

2. A long-term employment relationship with good job
security.
3. A concerted effort to build and maintain group
cohesiveness.
4. Protection of the individual employees rights.
D. OTHER MOTIVATION TECHNIQUES

the advent of theories on individual differences and

biological clock of human beings put pressure on the
engineer manager to adapt other motivation techniques
whenever applicable.

These refer to the following:

1. Flexible work schedules.
there is an arrangement, called flexible, which allows employees to
determine their own arrivals and departure times within specified
limits, for ex. An engineering may allow one group of employee to
take the 8:00 AM to 5:00pm schedule, another group takes the 9:00
am to 6:00pm schedule, and another takes the 10:00am to 7:00 pm
schedule.
2. Family support services.
Employees are oftentimes burdened by family obligations like
caring for children. Progressive companies provide day care
facilities for children of employees.
3. Sabbaticals.
a sabbaticals leave is one given to an employee after a certain
number of years of service. The employee is allowed to go on leave
for two months to one year with pay to give him time for family,
recreations, and travel. It is expected that when the employee returns
for work, his motivation is improved.

SUMMARY
The word motivation means different things to different people.
Different people can have quite different motivators. Each
individual brings his or her own interest, attitudes, and needs to
the work situation.
Motivation has two pre-requisites:
the desire and the determination to achieve something
notwithstanding any obstacles you might meet along the way.
Motivating employees starts with motivating yourself because
enthusiasm is contagious.
Therefore, when attempting to motivate people, it's important to
identify what motivates them because Motivation is essential to
the operation of organizations. No matter how much machinery
and equipment an organization has, these things cannot be put to
use until they are released and guided by people who have been
motivated.