Lecture Presentation

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COOP
Prepared by: Jo B. Bitonio
Presenter-Discussant

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Self actualization needs ( being everything one
is capable of becoming)
Self Esteem Needs (Self respect, Self
confidence)
Love needs (Social acceptance & affection)
Safety needs ( protection & stable future)
Physiological needs (life sustaining needs)
Lowest
Level
Highest
Level

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SA
Esteem
Love (Social)
Safety & Security
Physiological
Maslow’s Hierarchy of Needs

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SA
Esteem
Love (Social)
Safety & Security
Physiological
Higher
Order
Needs
Lower
Order
Needs
Growth
Relatedness
Existence

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SA
Esteem
Love (Social)
Safety & Security
Physiological
Need for Achievement
Need for Power
Need for Affiliation

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- a manifest (easily
perceived) need that
concerns individuals’ :
issues of excellence,
competition, challenging
goals, persistence, and
overcoming difficulties

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- a manifest (easily
perceived) need that
concerns an individual’s
need to make an impact
on others, influence
others, change people or
events, and make a
difference in life

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- a manifest (easily
perceived) need that
concerns an individual’s
need to establish and
maintain warm, close,
intimate relationships
with other people

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Physiological
Safety & Security
Love (Social)
Esteem
SA
Theory Y - a set of
assumptions of how to
manage individuals
motivated by higher
order needs
Theory X - a set of
assumptions of how to
manage individuals
motivated by lower order
needs

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McGregor’s Assumptions
About People Based on Theory X and Theory Y

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People have an inherent dislike for work and will
avoid it whenever possible.
People must be coerced, controlled, directed, or
threatened with punishment in order to get them
to achieve the organizational objectives.
People prefer to be directed, do not want
responsibility, and have little or no ambition.
People seek security above all else.
With Theory X assumptions,
management's role is to coerce and
control employees.

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Work is as natural as play and rest.
People will exercise self-direction if they are committed
to the objectives Commitment to objectives is a
function of the rewards associated with their
achievement.
People learn to accept and seek responsibility.
Creativity, ingenuity, and imagination are widely
distributed among the population. People are capable
of using these abilities to solve an organizational
problem.
People have potential.
With Theory Y assumptions, management's
role is to develop the potential in employees
and help them to release that potential
towards common goals.

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Hygiene Factor - The factors that
help prevent dissatisfaction. They do
not lead to higher levels of motivation
but dissatisfaction exists without them.
The factors are primarily extrinsic:
company's policies & administration
quality of supervision
working conditions
interpersonal relations
salary
status
job security

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Motivation factors:
The five factors that lead to job
satisfaction and higher levels of
motivation. These factors are
neutral if they are not activated.
They are primarily intrinsic
factors:
achievement;
recognition;
the work itself;
responsibility;
advancement

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Forbes magazine list of the "100
Best Companies to Work for in
America," highlights
organizations that have achieved
high rates of employee
satisfaction and motivation.
Revenues, net income and job
growth for these companies were
substantially higher than they
were for companies with average
levels of employee
satisfaction.

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How can you, as an employer,
achieve similar results

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It is essential that you understand the
relationship of employee motivation to
your company's performance, that you
identify strategies to motivate your
employees to increase their discretionary
effort, and that you have a plan to
effectively implement those strategies,
which ultimately will contribute to your
company's success.

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1. Understand employee needs
Devise employee management programs and
practices that aim to satisfy emerging or
unmet needs such as offering flexible work
schedules or benefit plans to employees.
Actively seek employee input regarding
issues that are important to them.

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Establish hiring and promotion decisions
that are based on merit- and job-related
information. Find out employee
perceptions of salary, working conditions,
supervisor relationships, company policies
and other dissatisfying extrinsic factors
through informal conversations, interviews
or attitude surveys.
Respond quickly and accordingly to correct
potential problems
2. Offer fair compensation

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Consider using a combination of rewards in
your company's reward system.
Start by examining and addressing sources of
dissatisfaction, such as salary, workplace
relationships and job security.
Next, improve motivating factors, such as
employee recognition, career growth and
increased responsibility levels.
3. Build an effective employee
rewards program

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Set difficult goals that are quantifiable and
measurable. Make sure employees
understand and support the goals
3. Set challenging goals
Act or be acted upon?

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Develop and communicate
performance standards and
reward systems to all
employees. Give employees
regular feedback on their
progress towards their goals.
4. Link employee results and rewards
Measure & Reward
Productivity

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29. End of
presentation