1.
Republic of the Philippines
Virgen Milagrosa University Foundation
Posadas Avenue, San Carlos City Pangasinan, 2420
1st Sem. S.Y. 2013-2014
Presented to: Dr. Jose Emmanuel
Mandapat, Professor
3. Human resources are
the heart and soul of
the organization. In
order for the business
to succeed, it is
important that you
should manage them
effectively.
5. In today’s globally
competitive
business, success
depends on the
people to optimize
the full utilization of
their talents. It is not
enough to attract and
retain talented people;
you should motivate
them to use their
talents.
10. Employers
Employers expect
employees to:
1.work hard, committed to
values of the
organization, 2.loyal and
dependable,
3.keep the work standards set
by the
management, 4.observe the
rules and regulations, and
5.provide output in terms of
products or services that are
Employees
Employees expect that they
should be :
1.rewarded well and equitably,
2. treated fairly and
humanely, 3. provided with
opportunities for career
development and promotion,
4.given work that suits their
abilities, and
5.have a happy and safe
working environment.
11. The employment contract provides a
symbiotic relationship between employers
and employees. Business in the means by
which people make money to acquire their
needs, and mangers today are the leaders
who rise to make decisions and ensure the
survival of the business. The success of
the business is largely dependent upon the
ability of managers to motivate workers to
achieve the highest results. Managing
people therefore is a must.
16. The heart of motivation
is to give people what
they really want most
from work. The more
you are able to provide
what they want, the
more you should expect
what you really
want, namely:
productivity, quality, a
nd service.
17. Motivation helps explain why people do the
things they do. Understanding motivation is
a major concern of all people managers. It
can help shape the behavior of people in the
organization. Motivating people is now more
complex in light of Generation Y that
dominates the workplace. They are more
demanding, ambitious, assertive and career-
oriented. It is more complex as each worker
has different set of values and personal
goals. Generally, motivated employees will
work harder to accomplish organizational
objectives.
19. - Is the oldest technique used to motivate
others.
- The name evolved from the stubbornness
of donkeys that could only be moved by
taunting them with a carrot. Early
managers regularly offered economic
“carrots” to entice people to work harder.
This technique was passed on from
generation to generation and was deeply
rooted part of society for hundred years.
20. o This theory created the misconception that
money always motivated persons to work
harder.
o Hence, the awakening field of psychology
was looking for new ways to motivate
people, and in a short time, managers would
begin looking for psychologists for new
methods of management.
21. In 1923, Elton Mayo made clear the inadequacy
of the pure carrot-and-stick motivation that
psychological theory began to trickle down.
Performing an experiment in Philadelphia textile
mill, Mayo concluded that the reason for the low
productivity was the spinners had few
opportunities to communicate with one another.
Financial incentives failed to increase
productivity. Mayo felt that the solution to this
productivity problem was to change the
atmosphere of the workplace.
22. Two (2) ten-minute breaks for the spinners
produced immediate results. Morale improved
and output increased tremendously. The spinner
experiment confirmed Mayo’s belief that :
“It was important for
managers to take into
account the psychology and
well-being of the worker.”
24. Douglas McGregor –was on e of the few
Americans in the 1950’s who believed that
workers actually cared about doing good work.
He felt workers would be much more productive
if management is smart enough to align jobs
with worker needs.
25. This new era of industrial psychology led to a
sensitive understanding of people and their
symbiotic relationship with organizations. The
human resource framework is built on core
assumptions that highlight this linkage:
1. Organizations exist to serve human needs
rather than the reverse.
2. People and organizations need each other.
3. When the fit between individual and system
is poor, one or both suffer.
26. 4. A good fit benefits both. Individuals find
meaningful and satisfying work and
organizations get the talent and energy they
need to succeed.
27. People want to know:
“How will this place fulfill my
needs?”
Organization usually asks:
“How do we find and retain
people with skills and attitudes
needed to the work?”
29. Abraham Maslow’s hierarchy of needs theory is
one of the most widely discussed theories of
motivation. It is often depicted as a pyramid
consisting of the following five levels listed from
the basic (lowest earliest) to most complex
(highest, latest):
Physiological
Safety
Belongingness
Esteem
Self-actualization
30. Are the literal
requirements for
human survival.
Physiological needs
include:
Breathing
Homeostasis
Water
sleep
31. These needs have to do
with people’s yearning for a
predictable, orderly world in
which injustice and
inconsistency are under
control, the familiar
frequent, the unfamiliar
rare.
Safety and security needs
include:
Personal security
Financial security
Health and well-being
Safety net against
accidents/illness and their
adverse impacts
33. All humans need to
be respected, to have
self-esteem and self-
respect. Also known
as belonging
need, esteem
presents the normal
human desire to be
accepted and valued
by others.
34. The motivation to
realize one’s own
maximum potential
and possibilities
considered is
considered to be the
master motive or the
only real motive, all
other motives being in
its various forms.
