Planco, Bernabeth O.

CE32FB1
Engineering Management
Assignment
Topic: Motivation
1. Compare and contrast the motivation of a professional
workforce with a contingent workforce and with a low-
skill work force.

- Motivating Contingent Workers.

1. Contingent workers dont have the security or stability
that permanent employees do.
2. Some things that managers might use include the
opportunity for permanent status, opportunity for training,
and equitable treatment.

- Motivating Low-Skilled, Minimum-Wage Workers.

1. One of the toughest motivation challenges a manager
might face.
a. Although money is important as a motivator, its not
the only reward that people seek and that managers can use.
b. Also, job design and expectancy theories can provide
some answers to motivating this group.
2. Explain equity and expectancy theories. What are their
implications for managers?

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.

Expectancy theory proposes an individual will behave

or act in a certain way because they are motivated to
select a specific behavior over other behaviors due to
what they expect the result of that selected behavior
will be.[1] In essence, the motivation of the behavior
selection is determined by the desirability of the
outcome

3. How can job design be a motivational tool? What job

characteristics increase or diminish the motivational
value of a job

Job design is the way tasks are combined to form

complete jobs. Managers should design jobs to reflect
the demands of the changing environment as well as
the organizations technology, skills, and abilities and
preferences of its employees.

- Job characteristics:
Skill variety
Task identity
 Task significance
Autonomy
Feedback

4. List and explain the tools available to a manager for

motivating a diverse workforce.

A. Recognize individual differences in terms of

needs, attitudes, personality, and other important individual
factors.

B. Match people to jobs by identifying what needs are

important to individuals and trying to provide jobs that
allow them to fulfill those needs.

C. Individualize rewards. Because employees have

different needs, what is a reward and reinforcer to one may
not work for another.

D. Link rewards to performance by making rewards

contingent on desired levels of performance.

E. Check the system for equity. Employees should perceive

that the rewards or outcomes are equal to the inputs given.

F. Use recognition. Using recognition is a powerful, yet

low-cost means to reward employees.
G. Dont ignore money. The allocation of performance-
based increases, piecework bonuses, and other pay
incentives is important in determining employee
motivation.