MOTIVATION

Group 5
EE 5-1
Motivation
Jimmy B. Orajay Jr.

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“ Motivating refers to the
act of giving employees
reasons or incentives …
to work to achieve
organizational objectives

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“ Motivation refers to the
process of activating
behavior, sustaining it,
and directing it toward
a particular goal.

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FACTORS CONTRIBUTING TO MOTIVATION

▰ Willingness to do a job
▰ Self-confidence in carrying out
a task
▰ Needs satisfaction

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Techniques of
Motivation

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MOTIVATION THROUGH JOB DESIGN

▰ A person will be highly motivated

to perform if he is assigned a job
he likes.
▰ Fitting People to Jobs:
▻ 1. Realistic Job Previews
▻ 2. Job Rotation
▻ 3. Limited Exposure
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MOTIVATION THROUGH JOB DESIGN

▰ Fitting Jobs to People:

▻ 1. Job Enlargement
▻ 2. Job Enrichment

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MOTIVATION THROUGH REWARDS

▰ Rewards consists of material and

psychological benefits to employees for
performing tasks in the workplace.
▰ Management of Extrinsic Rewards
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
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OTHER MOTIVATION TECHNIQUES

▰ Flexible work schedules

▰ Family support services
▰ Sabbaticals

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Conceptual Framework for Understanding
Motivation And Motivation Process Theories
Mortel, Julio Ceasar B.

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The Process of Motivation –
Motivational Process Theories

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Maslow’s Need Hierarchy

This theory of motivation is presented

by the Abraham Maslow, who
organized the major human needs into
five categories in a hierarchal manner.

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Existence Relatedness Growth Theory (ERG)

This theory is presented by Alderfer

who point out three main needs of
humans which are as follow.
Existence
Relatedness
Growth

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Murray’s Manifest Needs

American psychologist Henry Murray

(1893-1988) developed a theory of
personality that was organized in
terms of motives, presses, and needs.
Murray described a needs as a
"potentiality or readiness to respond
in a certain way under certain given
circumstances"

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Frederick Herzberg’s two factor theory

This theory, also called the

Motivation-Hygiene Theory or the
dual-factor theory, was penned by
Frederick Herzberg in 1959. This
American psychologist, who was very
interested in people’s motivation and
job satisfaction, came up with the
theory.

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McClelland’s Acquired needs theory

In his acquired-needs theory, David

McClelland proposed that an
individual's specific needs are
acquired over time and are shaped
by one's life experiences. Most of
these needs can be classed as either
achievement, affiliation, or power.

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Expectancy Theory

Vroom's expectancy theory

assumes that behavior results from
conscious choices among alternatives
whose purpose it is to maximize
pleasure and to minimize pain. Vroom
realized that an employee's
performance is based on individual
factors such as personality, skills,
knowledge, experience and abilities.
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Equity Theory

Equity theory is based in the idea

that individuals are motivated by
fairness, and if they identify inequities
in the input or output ratios of
themselves and their referent group,
they will seek to adjust their input to
reach their perceived equity

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Current issues in
motivation
Prince Brigham T. Espinoza
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Cross-cultural challenges.

▰ Although most current motivation

theories were developed in U.S. and
validated with American workers, the
ways how to motivate employees are
different in many countries and depends
on their cultural characteristics.
▰ Managers should understand
deeply cultural characteristics
before they design and launch any
motivational program.
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Motivating unique groups of workers

▰ The employees have different

needs, personalities, skills,
abilities, interest, aptitude, and
vary widely in what they want from
their jobs. Hence, motivating
unique groups of workers has never
been an easy task.

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1. Motivating a diverse workforce

▰ To motivate employees with such

diverse needs, managers should
use flexible work arrangement

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Characteristics of professionals

▰ Strong and long-term commitment

to their field of expertise.
▰ Loyalty is to their profession, not to
the employer.
▰ Have a need to regularly update
their knowledge.

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Motivating programs for professionals 

▰ Job challenge

▰ Organizational support of their

works.

▰ Work itself 

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Motivating contingent workers

▰ For that small set of individuals

who prefer the freedom of their
temporary status, the lack of
stability may not be an issue.
But for the temporary
employees are not temporary by
choice, these are the answers how
to motivate them

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Contemporary Theories of
leadership
Denzel Joshua Tabor

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What Is Leadership?

Leadership
▰ The ability to
influence a group
toward the
achievement of
goals

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▰ Three general types of theories:
▻ Trait Theories

▻ Behavioural Theories

▻ Contingency Theories

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 Trait Theories

Traits Theories of Leadership

▰ Theories that consider personality, Leadership Traits
social, physical, or intellectual traits to • Extraversion
differentiate leaders from non-leaders • Conscientiousness
• Openness
• Emotional Intelligence
(Qualified)

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 Behavioral Theories

Behavioral Theories of
Leadership
▰ Theories proposing that specific
behaviors differentiate leaders
from non-leaders
Behavioral Theory
Leadership behaviors can be taught.
vs.

Trait Theory
Leaders are born, not made.
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Behavioral Approach

▰ Ohio State Studies/University of

Michigan
▻ Initiating Structure/Production
Orientation
▻ Consideration/Employee Orientation
▰ Assumption: Leaders can be trained
▰ Goal: Develop leaders

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 Ohio State Studies

Initiating Structure
▰ The extent to which a leader is likely to
define and structure his or her role and
those of subordinates in the search for
goal attainment.
Consideration
▰ The extent to which a leader is likely to
have job relationships characterized by
mutual trust, respect for subordinate’s
ideas, and regard for his/her feelings.
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 University of Michigan Studies

Employee-oriented Leader
▰ Emphasizing interpersonal relations;
taking a personal interest in the needs of
employees and accepting individual
differences among members.
Production-oriented Leader
▰ One who emphasizes technical or task
aspects of the job.

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Contingency Theories

▰ All Consider the Situation

▻ Fiedler Contingency Model
▻ Cognitive Resource Theory
▻ Hersey and Blanchard’s
Situational Leadership Model
▻ Path Goal Theory

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FIEDLER’S
CONTINGENCY MODEL
Joselito A. Alvarez

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 FIEDLER CONTINGENCY MODEL

▰ The Fiedler Contingency Model was created in the

mid-1960s by Fred Fiedler Managers.

▰ Theory contends that “leadership is effective when

the leader’s style is appropriate to the situation.”

The situational characteristics is determined by three

principal factors:
1. Leadership Style
2. Defining Situation
3. Relationship between style and situation
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Leadership Style

▰ Fiedler believed that leadership style is

fixed, and it can be measured using a
scale he developed called Least-Preferred
Co-Worker (LPC) Scale

▰ Least Preferred Co-worker (LPC)

questionnaire for the purpose to measure
whether a person is task oriented or
relationship oriented.

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LPC Scale

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41
 Defining Situation

▰ Fiedler identifies 3 contingency factors which are

the key situational factors that determine leader’s
effectiveness

1. Task Structure: It is the degree which the job

assignments are procedures i.e. structured or
unstructured.
2. Position Power: It is the degree of influence a
leader has over power variable such as hiring,
discipline, promotion and salary increase.
3. Leader Member Relationship: It is the degree of
confidence, trust and respect shown by the
member to their leaders 42
 Defining Situation

▰ Applying the Fiedler’s Contingency

Model

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Defining Situation

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 Defining Situation

▰ However an unfavorable condition might be the leader has a very little control.
Altogether by mixing the 3 dimension there are potentially 8 different situation
in which leaders could find themselves.

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Relationship between style and situation

▰ With knowledge of an individual’s LPC score and

assessment of the 3 contingency dimension, the Fiedler’s
model matching them up, to achieve maximum leadership
effectiveness. He concluded that task oriented leader tend
to perform better in situation that are very favorable to
them instead of unfavorable condition so, Fiedler predict
that when task oriented leader faced with category
1,2,3,7,8 situation perform better. Relationship oriented
leader however perform better in moderately favorable
situation with category 4,5,6. Thus we can say task-
oriented leader perform best in situation of high and low
control while relationship oriented leaders perform best in
moderate control situation.

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Relationship between style and situation

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Path-Goal Theory
Richmond Robles

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 Path Goal Theory

Leaders should clarify path

for subordinates to achieve
goals, remove obstacles
that stand in their way and
make sure desirable
rewards exist.

Developed in 1971 by
Robert House and based
on Expectancy Theory. 49
Expextancy Theory

Improved
Effort Performanc Rewards
e

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Basic Idea Behind the Path Goal Theory

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Major Components of Path Goal Theory

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Leader Behaviors
4 Path Goal Theory Behaviors

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 Directive Leadership

Leader who gives subordinates task instruction

including:

▻ What is expected of them

▻ How task is to be done

▻ Timeline for task completion

▻ Clear standards of performance

▻ Clear rules and regulations

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 Supportive Leadership

Leader who is friendly and approachable:

▻ Attending to well-being & human needs of

subordinates
▻ Using supportive behaviour to make work
environment pleasant
▻ Treating subordinates as equals & giving
them respect for their status

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 Participative Leadership

Leader who invites subordinates to share in

the decision-making:

▻ Consults with subordinates

▻ Seeks their ideas & opinions

▻ Integrates their input into

group/organizational decisions

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 Participative Leadership

Leader who invites subordinates to share in

the decision-making:

▻ Consults with subordinates

▻ Seeks their ideas & opinions

▻ Integrates their input into

group/organizational decisions

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 Achievement-Oriented Leadership

Leader who challenges subordinates to

perform work at the highest level possible:

▻ Establishes a high standard of excellence

for subordinates
▻ Seeks continuous improvement

▻ Demonstrates a high degree of

confidence in subordinates’ ability to
establish & achieve challenging goals
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 Which
leadership
style is more
appropriate?

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 Leaders should
adapt their
leadership styles
to their
subordinates.

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Subordinate
Characteristics
1st thing to consider

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Perception of Their Own Ability

▰ As perception of ability and

competence goes up, need for
highly directive leadership goes
down

▰ Directive leadership may become

redundant, possibly excessively
controlling.

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Locus of Control

Internal Locus of External Locus of

Control Control

▰ Leadership that ▰ Leadership that

allows subordinates parallels
to feel in charge of subordinates feelings
their work & makes that outside forces
them an integral part control their
of the decision- circumstances
making process
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Strong Need for Affiliation

Friendly and concerned

leadership is a source of
satisfaction

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Dogmatic & Authoritarian

▫ Leadership provides
psychological structure, task
clarity, & greater sense of
certainty in work setting

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Environment
2nd thing to consider

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Task Structure
Unclear & Ambiguous Weak Formal Authority
If formal authority system is weak,
Leader needs to provide
the leader needs to assist
structure
subordinates by making rules and
work requirements clear

Non-Supportive/Weak Highly Repetitive

Group Norms Leader needs to provide
Leader needs to help build support to maintain
cohesiveness and role subordinate motivation
responsibility

Next Report
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Contemporary Issues in
Leadership
Pascua, Efraime Dave A.

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 Framing Issues

• Is a way of structuring or presenting a

problem or an issue. 
• Framing involves explaining and
describing the context of the problem to
gain the most support from your audience.

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 Charismatic Leadership

▰ The charismatic leadership style relies on

the charm and persuasiveness of the
leader. Charismatic leaders are driven by
their convictions and commitment to their
cause.

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 Transactional vs. Transformational Leadership

▰ Transactional - leaders who guide or

motivate their followers in the direction of
established goals by clarifying role and
task requirements
▰ Transformational - leaders who inspire
followers who transcend their own self-
interests and who are capable of having a
profound and extraordinary effect on
followers.

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 Visionary Leadership

▰ The ability to create and articulate a

realistic, credible, attractive vision of the
future for an organization or organizational
unit that grows out of and improves upon
the present.

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 Authentic Leadership

▰ Leaders who know who they are, know

what they believe in and value, and act on
those values and beliefs openly and
candidly.

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 Trust

▰ You cannot lead others who do not trust

you!  Reengineering, downsizing, and the
use of 'temps' have undermined employee
trust in management

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Three Types of Trust

• Deterrence Based Trust (based on fear)

• Knowledge Based Trust (based on

predictability over time)

• Identification Based Trust (based on mutual

understanding of wants and needs)

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 Contemporary Leadership Roles

• Providing Team Leadership

• Mentoring

• Self-Leadership

• Online Leadership

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THANK YOU!