Chapter

10

MOTIVATING
WHAT IS MOTIVATING?
Motivating refers to the act of giving
employees reasons or incentives to work to achieve
organizational objectives. Motivation , on the other
hand, refers to the process of activating behavior,
sustaining it, and directing it toward a particular goal.
 FACTORS CONTRIBUTING
TO MOTIVATION
THE FOLLOWING FACTORS INFLUENCE A
PERSON TO DO HIS JOB WELL;

1.) Willingness to do the job. People

who like what they are doing are highly
motivated to produce the expected output.
2.)self- confidence in carrying out the task .
When employees feel that they have the required skill
and training to perform the task, they get more
motivated.

3.) Need satisfaction. People will do their job

well if they feel that by doing so, their needs will be
satisfied.
THEORIES OF MOTIVATION
1.) Maslow’s Need Hierarchy theory.
Abraham Maslow, an eminent psychologist,
theorized that human being have five basic
needs, which relate to the following :
physiological, security, social, esteem, and self-
actualization.
 SELF-ACTUALIZATION NEEDS

ESTEEM NEEDS

SOCIAL NEEDS

SECURITY NEEDS

PHYSIOLOGICAL NEEDS

Maslow’s Hierarchy of Needs

A.Physiological needs. those that are concerned with
biological needs like food, drink, rest, and sex fall under the
category of physiological needs. These needs take priority over
other needs.

B.Security needs. After satisfying the physiological needs,

people will used to satisfy their safety needs. They include
freedom from bodily harm and financial security, which may be
affected by the loss of job, or death of the family’s breadwinner,
etc.

C . Social needs. After satisfying his physiological and

security needs, the employer will now strive to secure love,
affection, and the need to be accepted by peers.
D. Esteem needs. They include the need for a positive self-
image and self- respect And the need to be respected by others.

E. Self-actualization needs. This top most level of needs

in the hierarchy involves the realization of the individual’s potential
as a human being and becoming someone that he could be.
2. Herzberg’s two- factor theory. The two-factor theory,
developed by Frederick Herzberg, indicates that a satisfied employee
is motivated from within to work harder and that a dissatisfied
employee is not self-motivated.
10
9
8
7
Level of satisfaction 6
5
4
3
2 Level of no satisfaction and
1 dissatisfaction
0 (no reason not to work but no
1 motivation to work hard)
2
3
4
Level of 5
dissatisfaction 6
7
8
9
10
3.) Expectancy Theory. This this is a motivation model
based on the assumption that an individual will work
depending on his perception of the personality of the
expectations to happen.
An expectancy
model EFFORT

EXPECTANCY

PERFORMANCE

EXPECTANCY

OUTCOMES

First-level outcome First-level outcome

(compensation) (recognition)

Second-level
Second-level Second-level Second-level
outcome (ability to
outcome (ability to outcome outcome
purchase house and
be with family) (self-esteem) (esteem of others)
lot)
 4.Goal Setting Theory. It refers to the process of
improving performance with objectives, deadlines, or
quality standard.
GOAL CONTENT

Knowledge of
WORK Job Knowledge
Results
BEHAVIOR With and Ability
(or feedback)
1.Directions
2.Effort
3.Persistance
4.Planning SITUATIONAL
TASK COMPLEXITY
CONSTRAINTS

1.Tools
PERFORMANCE
2.Materials
3.Equipment

How Goals Motivate and Facilitate Performance

TECHNIQUES OF MOTIVATION
individuals or group of individuals may be motivated
to perform through the use of various techniques.

1. Motivation through job design. A person will be highly

motivated to perform if he is assigned a job he likes.
a. Fitting people to jobs. Routine and repetitive tasks
make workers suffer from chronic dissatisfaction.

I . Realistic job preview-is undertaken by management by “

conveying to applicants what organizational life will actually be like
on the job , warts and all.”
II . Job rotation-is where people are moved periodically
from one specialized job to another.

III . Limited exposure-is where a worker’s exposure to a highly

fragmented and tedious job is limited.

b. Fitting jobs to people. Instead of changing the person,

management could consider changing the job.

I . Job enlargement-is where two of more specialized tasks in

a work flow sequence is combined into a single job.

II . Job enrichment-is where efforts are made to make jobs

more interesting, challenging, and rewarding.
2. Motivating through rewards. Rewards consist of
material and psychological benefits to
employees for performing tasks in the workplace.

a. Extrinsic rewards- refer to rewards external to

the job, such as pay, promotion, or fringe
benefits.

b. Intrinsic rewards-are internally experienced

payoffs and which are self-granted.
3. Motivation through employees participation.
When employees participate in deciding on various
aspects of their jobs, their personal involvement is
often carried up to the point where the tasks are
completed.

a.Quality control circle. A method of direct

employee participation is the quality control circle
(QCC). The objective of QCC is to produce ideas
for improving productivity and working condition.

b.Self-managed teams. When workers have

reached a certain degree of discipline, they may
be ripe for forming self-managed teams.
3. Other motivation techniques. The advent of theories of
individual differences and the biological clock of human being
has challenged managers to adapt other motivation techniques
such as :

A. Flexible work schedules. There is arrangement, called flextime,

which allows employees to determine their own arrival and
departure times within specified limits.

B. Family support services. Employees are oftentimes burdened

by family obligations like caring for children.

C.Sabbaticals. A sabbatical leave is one given to an

employee after a certain numbers of years of service.
 A. MATCH COLUMN A WITH B

1. Physiological A. where people are moved periodically from one

needs specialized job to another.
2. Goal content B. Needs to secure love, affection, and acceptance of
peers.
3. Social needs
C. A component of the goal setting model.
4. Motivation through D. consist of material and psychological benefits to
rewards employees for performing tasks in the workplace.
5. Job rotation E. These needs take priority over other needs.

B.

GIVE THE 4 THEORIES OF MOTIVATION (1-4)

GIVE ATLEAST 2 TECHNIQUES OF MOTIVATION (5)
C. identification
1. Refers to the act of giving employees reason or incentives
to work to achieve organizational objectives.

2. According to Maslow, the five basic human needs consist of physiological,

security, social, esteem, and

3. Is a type of need that involve the realization of the

individual’s potential as a human being and becoming
someone that he could be.

4. Refers to the process of improving performance with

objectives, deadlines, or quality standard.

5. The components of the goal setting model consist of goal content, goal
commitment, work behavior, and
A. B.
1. E 1. Maslow’s Need Hierarchy theory
2. C 2. Herzberg’s two- factor theory
3. B 3. Expectancy Theory
4. Goal Setting Theory
4. D 5. Motivation through job design
5. A Motivating through rewards
Motivation through employees
participation
C.
1. Motivation
2. Self-Actualization
3. Self-Actualization
needs
4. Goal setting theory
5. Feedback Aspects.