1. MOTIVATING

2. MOTIVATING
Motivating
- refers to the "act of giving employees reasons or
incentives... to work to achive organizational objectives
on the other hand...
Motivation
-refers to the process of activating behavior sustaining it,
and directing toward a particular goal

3. Factors Contributing to Motivation
Willingness to do a job.
- People who like what they are doing are higly motivated to
produce the expected output.
Self-confidence in Carrying Out a Task.
- When employees feel that they have the required skill and
training to perform a task, the motivated they become.
Needs Satisfaction
- People will do their jobs well if they feel that by doing so,
their needs will be satisfied.

4. Theories of Motivation
• Maslow's Needs Hierarchy Theory
• Herzberg's Two-Factor Theory
• Expectancy Theory
• Goal Setting Theory

5. Theories of Motivation
Maslow's Needs Hierarchy Theory
Abraham Maslow, a psychologist, theorized that human
beings have five basic needs which are as follows:
– physiological
– security
– social
– esteem
– self-actualization

6. Maslow’s Heirarchy of Needs

7. Theories of Motivation
Herzberg's Two-Factor Theory
• Also called as Herzberg's Motivation-Hygeine Theory
• Developed by Frederick Herzberg
• He indicated that a satisfied employee is motivated from
within to work harder and that a dissatisfied employee is not
self motivated

8. Herzberg's Two-Factor Theory
• Job satisfaction and job dissatisfaction are created by
different factors:
 Hygiene factors
extrinsic ( job environment) factors that create job dissatisfaction.
 Motivators
intrinsic (psychological factors/job content) factors that create job
satisfaction.

9. Herzberg's Two-Factor Theory

10. Theories of Motivation
Expectancy Theory
• Victor H. Vroom is the author of this theory
• States that an individual tends to act in a certain way based
on the expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the
individual.
• Key to the theory is understanding and managing employee
goals and the linkages among and between effort,
performance and rewards.
 Effort: employee abilities and training/development
 Performance: valid appraisal systems
 Rewards (goals): understanding employee needs

11. Expectancy Theory
Expectancy Relationships
• Expectancy (effort-performance linkage)
- The perceived probability that an individual’s effort will result in a
certain level of performance.
• Instrumentality
- The perception that a particular level of performance will result
in the attaining a desired outcome (reward).
• Valence
- The attractiveness/importance of the performance reward
(outcome) to the individual.

12. Expectancy Theory
Expectancy Theory is based on the following
assumptions:
• A combination of forces within the individual and in the
environment determines behavior.
• People make decisions about their own behavior and that of
organizations.
• People have different types of needs, goals, and desires.
• People make choices among alternative behavior based on
the extent to which they think a certain will lead a desired
outcome.

13. Simplified Expectancy Model

14. Theories of Motivation
Goal Setting Theory
• Goal setting refers to the process of
"improving performance with objectives,
deadlines or quality standard.“

15. Goal Setting Theory
• The goal setting model drawn by Edward Locke and
his associates consists of the following components:
 Goal Content
– To be sufficient in content, goal must be challenging, attainable,
specific and measurable, time limited, and relevant.
 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.work behavior
 Work Behavior
– Goals influence behavior in terms of direction, effort, persistence,
and planning.
 Feedback Aspects
– Feedback provides the individuals with a way of knowing how far
they have gone in achieving objectives. Feedback also facilitates the
introduction of corrective measures whenever they are found to be
necessary.

16. Techniques of Motivation
• Motivation Through Job Design
• Motivation Through Rewards
• Motivation Through Employee Participation
• Other Motivation Techniques

17. Techniques of Motivation
Motivation Through Job Design
• Job Design
specifying the tasks that constitute a job for an individual or
a group
• Approaches of Motivation Through Job Design
 Fitting People to Jobs
 Fitting Jobs to People

18. Fitting People to Jobs
• Realistic job previews
- where management provides honest explanations of what a
job actually entails
• Job Rotation
- where people are moved periodically from one specialized
job to another
• Limited exposure
- where a worker's exposure to a highly fragmented and
tedious job is limited

19. Fitting Jobs to People
• Job enlargement
- where two or more especialized tasks in a work flow
sequence is combined into a single job
• Job enrichment
- where efforts are made to make jobs more interesting,
challenging, and rewarding

20. Techniques of Motivation
Motivation Through Rewards
 Rewards consist of material and psychological benefits to
employees for performing tasks in the workplace.
 Two Categories of Rewards
 Extrinsic
- those which refer to payoffs granted to the individual by another
party. Examples are money, employee benefits, promotions,
recognition, status symbols, praise, etc.
 Intrinsic
- those which are internally experienced payoffs which are self
granted. Examples are a sense of accomplishment, self esteem
and self actualization.

21. Motivation Through Rewards
Management of Extrinsic Rewards
To motivate job performance effectively, extrinsic rewards
must be properly managed in line with the following:
 it must satisfy individual needs;
 the employees must believe effort will lead to reward;
 rewards must be equitable;
 rewards must be linked to performance

22. Techniques of Motivation
Motivation Through Employee Participation
The specific activities identified where employees may
participate are as follows:
 setting goals
 making decisions
 solving problems, and
 designing and implementing organizational changes

23. Motivation Through Employee Participation
The more popular approaches to participation includes the
following:
• Quality Control Circles (QCC)
 method of direct employee participation
 the objective of the QCC is to increase productivity and
quality of output
 the circle consists of "a group of three to ten employees
usually doing realted work, who met at regular intervals
(once a week for an hour, for example) to identify problems
and discuss their solutions."
 the circle icludes "a leader such as a foreman, but rely on
democratic processes."

24. Motivation Through Employee Participation
• Self-managed Teams
 when workers have reached a certain degree of discipline,
they may be ripe for forming self-managed teams.
 also knowns as autonomous work groups or high
performance teams, self-managed teams take on traditional
managerial tasks as part of their normal work routine

25. The Quality Control Circle Process
Quality circle
Quality circle
members
members prepare
brainstorm, gather
solutions and
data, and establish
recommendations
cause and effect.
Results are measured
Management
and feedback,
considers quality
recognition and
circle
rewards given to
recommendations
quality control circle
and makes decisions.
members.

26. Motivation Through Employee Participation
Requisites to Succesful Employee Participation Program
To succeed, an employee participation program will require
the following:
 a profit-sharing or gain sharing plan
 a long-term employment employment relationship with good
job security
 a concerted effort to build and maintain group cohesiveness
 protection of the individual employee's rights

27. Techniques of Motivation
• Other Motivation Techniques
1. Flexible Work Schedules
 there is an arrangement, called flextime, which allows
employees to determine their own arrival and departure
times within specified limits.
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

28. Other Motivation Techniques
3. Sabbaticals
 a sabbatical leave is one 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