MOTIVATING

MOTIVATING
Lecture 88
Lecture

What is
is MOTIVATION?
MOTIVATION?
What
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.

1.

Whybe
beconcerned
concernedwith
with
Why
motivation?
motivation?
A firms overall performance depends on

the performance of its individual groups.

2. To understand how an organization
functions, we must understand why
individuals behave as they do.
3. Because of competitive pressures, higher
operating costs, and external demands,
firms must do everything they can do to
remain efficient.
4. Organization have become aware of the
importance of developing a talent pool
that will be perpetual reservoir of skills

Factors
contributing
to
Factors contributing to
motivation
motivation

Willingness to do

a job.
Self-confidence in

carrying out a task.

Needs satisfaction.

THE
PROCESS
OF
MOTIVATION
THE PROCESS OF MOTIVATION
plus

NEEDS
NEEDS
which leads
to readiness
for the next
need

NEED
NEED
SATISFACTI
SATISFACTI
ON
ON

which
results
to

MOTIVATIO
MOTIVATIO
NN
lead
s to

ACTION OR
ACTION OR
GOALGOALDIRECTED
DIRECTED
BEHAVIOR
BEHAVIOR

Evolving managerial approaches to motivation:

Evolving managerial approaches to motivation:

1.Traditional Model
Traditional Management
It held that finding the one best way to
perform any job would improve efficiency
and that incentive pay and threats would
motivate workers to perform up to their
capabilities.
In other words, workers could be enticed
into properly performing repetitive,
boring tasks if they were motivated
and adequately paid.

Theory XX (Douglas
(Douglas
Theory
McGregor)
1. The average person has an inherent
McGregor)
2.

3.

dislike of work and will avoid it if possible.

Because of this dislike, most people must
be coerced, controlled, directed, and
threatened with punishment to get them
to work hard enough to achieve an
organizations objectives.
The average person prefers to be
directed, wishes to avoid responsibility,
has relatively little ambition, and wants
security above all.
In summary Theory X view human
nature holds that the dislike of work

2. The Human Relations Model

importance of viewing workers as whole

people
2 areas of emphasis:
1.Making workers feel important
2.Allowing workers to satisfy their social needs
through social interaction on the job.
Employee morale, adequate communication, and
job satisfaction became management concerns,
and the importance of individual recognition
became management concerns, and the
importance of individual recognition became
apparent.

3. The Human Resources Model

-recognizes that people are motivated by a
complex set of variables, including
recognition, social needs, money,
achievement, and a host of other factors.

Theory Y (Douglas McGregor)

1. Expending physical and mental effort in
work is as natural as it is in play or rest.
2. External control and the threat of
punishment are not the only ways to
make people work to achieve an
organizations objectives.

3. Commitment to objectives depends on

the rewards associated with achieving
them.
4. Under the right conditions, the average
person learns not only to accept but also
to seek responsibility.
5. Many people have relatively high degree
of imagination, ingenuity, and creativity
in the solution of organized problems.
6. The average persons intellectual
potential is only partially utilized under
the conditions of modern industrial life.

Theories of
of
Theories
Motivation
Motivation
Classification:
1. Need theories focus on internal stimuli or

forces that causes people to take action. Such

stimuli are called inner drives, needs, or
instincts.
2. Expectancy theory tries to explain the mental
process that people go through in deciding
whether or not to undertake some action.
3. Incentive theories analyze the external
influences that shape behavior; they try to
show relationships between behavior and its
consequences.

Needs
Needs
theories
theories
1. Maslows Hierarchy of Needs

Proposed by Abraham H. Maslow

The theory says:

human needs, arranged in a hierarchy
of relative importance, determine
human behavior.
That is Maslow contended that people are
motivated to satisfy the need that is most
important to them at the time, before they
are motivated to satisfy higher-level need.

MaslowsHierarchy
Hierarchy
Maslows
ofNeeds
Needs
of
Growth Needs
SELF-ACTUALIZATION NEEDS

ESTEEM NEEDS

SOCIAL NEEDS

SAFETY/SECURITY NEEDS

PHYSIOLOGICAL NEEDS

Relationoriented
Needs
Deficiency
Needs

Criticisms of
of Maslows
Maslows
Criticisms
Theory
Theory
The most basic question concerned the
validity of the hierarchys order.
There is some empirical evidence
that the two lower level needs are
arranged properly, but no evidence
supports Maslows arrangement of
the upper-level needs.

Cofer and Appley make this point:

Maslows formulation that needs or drives
arranged in a sort of dominance hierarchy
does, we think, receive partial support from
various kinds of evidence. That the support
is partial is because the evidence concerns
only the needs of the two lower levels in
his hierarchy, the physiological and anxiety
(security) needs. While there is some
evidence that intense physiological and
safety needs can dominate behavior,
evidence for the hierarchical relationship of
other needs is wanting.

Relevance
to
Engineering
Relevance to Engineering
Management
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 subordinate 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.

HerzbergsMotivation-Hygiene
Motivation-HygieneTheory
Theory
2.2.Herzbergs
Frederick Herzbergs theory is also called
two-factor theory.

Basis:
-responses received from two hundred accountants
and engineers who were asked to recall times when
they felt exceptionally good or bad about their jobs
and to cite the factors that led to those feeling.

Factors mentioned:
1. Job satisfaction (satisfiers)
motivators
2. Job dissatisfaction (dissatisfiers)
hygiene
factors

MOTIVATORS

HYGIENE
FACTORS

Responsibility

Company policy

Achievement

Technical supervision

Work itself
Recognition

Interpersonal
relations
Salary

Advancement

Working conditions

LEVEL OF
LEVEL OF
SATISFACTION
SATISFACTION

LEVEL OF
LEVEL OF
DISSATISFACTIO
DISSATISFACTIO
N
N

1
1
0
0
9
9
8
8
7
7
6
6
5
5
4
4
3
3
2
2
1
1
0
0
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
1
1

Level of no satisfaction
Level of no satisfaction
and no dissatisfaction (no
and no dissatisfaction (no
reason not
reason not
to work but no
to work but no
motivation
motivation
to work hard)
to work hard)

The over-all contribution of

Herzbergs study do, however,
outweigh its limitations. Besides
stimulating further research on
employee motivation, his efforts
called attention to the need for
understanding the role of
motivation in organizations.
Herzberg study also prompted
business managers to look at
more than just the money as a

Relevance
to
Engineering
Relevance to Engineering
Management
Management

If Herzbergs theory will be

considered by the engineer
manager in motivating employees,
he/she must do something to
eliminate the dissatisfiers and
install satisfiers. For even if the
dissatisfiers are eliminated (at
point zero) the employee is still not
motivated to work hard.

3. The Achievement Motive

David McClellands studied on
personality traits with the effort to
distinguish among achievementoriented, power-oriented, and
affiliation-oriented people.
His theory of motivation, based on
research that used projective
personality tests, is now generally
referred to as the achievement
motive.

McClelland used the Thematic Apperception

Test (TAT) to pinpoint people who spend their
idle time thinking about their family and
friends (affiliation oriented) and those who
spend it thinking about doing something
constructive (achievement oriented).

Achievement-oriented people tend to

compare themselves with a standard of
excellence. They want economic rewards,
but their real satisfaction comes in the
form of a more intrinsic reward
achievement.

Achievement motive is actually a trait theory.

It is based on the premise that everyone has
a different need for achievement.
Perhaps the most important part of
McClellands theory is his contention that the
need for achievement is not necessarily
innate, but rather is developed by a persons
experiences.

MAXIM: All people have achievement,

power, and affiliation needs, but
different people have different
levels of these needs.

ExpectancyTheory
Theory
Expectancy
1. Expectancy Theory
This theory was developed by Victor Vroom in
1964. It focused on the thought processes of
people who must decide whether to exert
some effort to achieve a possible payoff.

Key Elements:
1. Expectancy is the likelihood that some
undertaking will produce a particular outcome.
This likelihood, or probability, is determined
subjectively by the person deciding whether to
act and can range from 0 to 1.

2. Valence or preference, is the degree to

which a decision maker wants a particular
outcome. Valence can either be positive or
negative. Theoretically, an outcome has a
valence because it is related to personal need
that the decision maker wants to satisfy.

3. Instrumentality refers to how much

the decision maker believes that
attaining some first-level
(organizational) objective will translate
into a second-level (personal) payoff.

MOTIVATION
MOTIVATION

VALENCE x
VALENCE x
EXPECTANCY
EXPECTANCY

SATISFACTION of
SATISFACTION of
personal need
personal need

EFFORT
EFFORT
ACHIEVEMENT of
ACHIEVEMENT of
organizational
organizational
objective
objective

INSTRUMENTA
INSTRUMENTA
LITY
LITY

VROOMSEXPECTANCY
EXPECTANCY
VROOMS
MODEL

IncentiveTheories
Theories
Incentive
1. Skinners Reinforcement Theory this is
based on the belief that all human behavior is
shaped by its consequences. That is, a
person behaves in a certain way because of a
reinforcement or stimulus he or she received
in the past for the same behavior. If the
outcome of a particular action is pleasant,
positive reinforcement occurs and a person is
likely to behave the same way again. He or
she is likely to change behavior if the
reinforcement is negative.

3 distinct types of
reinforcement:
1. Positive reinforcement a favorable

consequence encourages repetitive

behavior.
2. Negative reinforcement occurs when
unpleasant consequences are
removed.
3. Punishment behavior is changed
because it results in unpleasant
consequences.

2. Equity Theory tries to explain the

fairness of financial incentive plans.
According to the equity theory of pay, a
person looks at the relationship between
what he or she puts into work and what
he or she gets out of it in comparison
with that of other workers.
Individual As Outcome
Workers Outcome
Individual As Input
Workers Output

Other
Other

Goal Setting
Setting
Goal
Theory
Theory

This refers to the process of improving

performances with objectives,
deadlines or quality standards.
Components:
1. Goal content
2. Goal commitment
3. Work behavior
4. Feedback aspects

GOAL
GOAL
CONTENT
CONTENT

KNOWLEDGE
KNOWLEDGE
OF RESULTS
OF RESULTS
or
or
FEEDBACK
FEEDBACK
TASK
TASK
COMPLEXITY
COMPLEXITY

which is:
1. Challenging
2. Attainable
3. Specific and
measurable
4. Time-limited
5. Relevant

WORK
WORK
BEHAVIO
BEHAVIO
R
R

JOB
JOB
KNOWLEDGE
KNOWLEDGE
with:
1. Direction
2. Effort
3. Persistence
SITUATIONA
4. Planning
SITUATIONA

PERFORMANCE
PERFORMANCE

L
L
CONSTRAINT
CONSTRAINT
S
S
1. Tools
2. Materials
3. Equipment

Techniques of
of
Techniques
MOTIVATION
MOTIVATION
1. Motivation through job design
a. Fitting People to Jobs
- realistic job previews
- job rotation
- limited exposure
b. Fitting Jobs to People
- job enlargement
- job enrichment

2. Motivating through Rewards

a. Extrinsic rewards those that
refer to payoffs granted to
individual by another party.
b. Intrinsic rewards those which
are internally experienced
payoffs which are self-granted.

3. Motivation through employee

participation
Activities:
a. setting goals
b. making decisions
c. solving problems
d. designing and implementing
organizational changes
More popular approaches:
a. quality control circles
b. self-managed teams

Other Motivation Techniques:

1. Flexible work schedules
2. Family support services
3. Sabbaticals