Presented by:

Presented to:Engr. Aniceto Rialubin

Bernardo, Ronnel Bren A.

Ricod, Mikee Janine

Rea, Jessamae

Tejada, Neil Mark

GROUP VI

05/02/13

What is Motivation?

Factors Contribution to Motivation

Theories of Motivation

Maslows’s Needs Hierarchy Theory Herzberg’s Two – Factor Theory

Expectancy Theory

Goal Setting Theory

Techniques Of MotivationMotivation Through Job Design

Motivating Through Rewards

Motivation Through Employee Participation

Requisites to Successful Employee Participation

Other Motivation Techniques

MOTIVATING

WHAT IS MOTIVATION?refers to the “process of activating behavior, sustaining it, and directing it toward a particular goal”

Motivatingrefers to the act of “giving employees reason or incentives. . .to work to achieve organizational objectives”

Process of Motivation

LEADS TO

WHICH RESULTS TO

WHICH LEADS TO REDINESS FOR THE NEXT NEED

PLUSNEEDS MOTIVATION

ACTION OR GOAL – DIRECTED BEHAVIOR

NEED SATISFACTION

FACTORS CONTRIBUTING TO MOTIVATION

Willingness to do a job

Self-confidence in carrying out a task

Needs satisfaction

People who like what they are doing are highly motivated to produce the expected output.

When employees feel that they have the required skill and training to perform a task, the more motivated they become.

People will do their jobs well if they feel that by doing so, their needs will be satisfied.

MASLOW’S NEEDS HIERARCHY THEORY

Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are as follows: physiology, security, social, esteem, and self-actualization. These needs are hierarchical, which means, one need will have to be satisfied first before the other need.

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.

Security Needs. After satisfying the physiological needs, people will seek to satisfy their safety needs. These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc.

Social Needs. After satisfying his physiological and security needs, the employee will now strive to secure love, affection, and the need to be accepted by peers.

Esteem Needs. The fourth level of needs is called esteem needs and they refer to the need for a positive self-image and self-respect and the need to be respected by others.

Self-Actualization Needs. The fifth and the topmost level needs in the hierarchy are called self-actualization needs and involve realizing our full potential as human beings and becoming all that we are able to be.

Maslow’s Needs Hierarchy Theory

PHYSIOLOGICAL NEEDSfood, drink/water, rest/sleep, sex, body elimination

SECURITY NEEDS freedom from harm and financial security

SOCIAL NEEDSfriendship, belonging, love

ESTEEM NEEDS status, respect, prestige

SELF – ACTUALIZATION NEEDSself - fulfillment

THE RELEVANCE OF MASLOW’S THEORY TO ENGINEERING MANAGEMENT

Even if Maslow’s theory has been Largely questioned, one basic premise cannot be discarded: a fulfilled need no longer motivates an individual. If thins is the situation the subordinate is in, the engineering 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.

Herzberg’s Two – Factory Theory

developed by Frederick Herzberg indicate that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self - motivated

motivation factors

responsible for job dissatisfaction: company policy

and administration, supervision, relationship with

peers, personal life, relationship with subordinates,

status, and security.

Hygiene factors

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10

LEVEL OF

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

LEVEL OF

DISSATISFACTION

HERBERG’S TWO FACTOR THEORY

Herzberg indentified two classes of factors associated with employee:

Satisfiers or motivation factors

Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

Dissatisfiers or hygiene factors

Company policy and administration

Supervision

Relationship with supervisor

Work condition

Salary

Relationship with peers

Personal life

Relationship with subordinates

Status

Security

Expectancy Theoryis a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

Expectancy theory is based on the following assumption:

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 behaviors based on he extent to which they think a certain behavior will lead to a desired outcome.

EFFORT

Second – level Outcome (esteem of others)

Second – level Outcome (self - esteem)

Second – level Outcome (ability to purchase house and lot)

Second – level Outcome (ability to be with family)

First - level Outcome(recognition)

OUTCOMES

First - level Outcome(compensation)

EXPECTANCY

EXPECTANCY MODEL

PERFORMANCE

perceived probability of successful performance, given effort

perceived probability of receiving an outcome given performance

Valence +

Valence +

Valence +

Valence +

Valence -

Valence +

EXPECTANCY

Goal Setting Theoryrefers to the process of “improving performance with objectives, deadlines or quality standard.”

The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:

goal content

goal commitment

work behavior

feedback aspects

WORKBEHAVIO

R

GOAL CONTENT

knowledge of results or feedback

job knowledge and ability

PERFORMANCE

Task Complexity

GOALS MOTIVATE AND FACILITATE PERFORMANCE

Situational Constraints:

which is1. challenging2. attainable3. specific and measurable4. time limited5. relevant

with 1. direction 2. effort 3. persistence 4. planning

1. tools 2. materials 3. equipment

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

Goals influence behavior in terms of direction, effort, persistence, and planning. When an individual individual is provided with direction, performance is facilitated.

Feedback Aspects

Feedback provide the individuals with a way of knowing how far they have gone in achieving objectives.

Feedback also facilitate the introduction of corrective measures whenever they are found to be necessary.

TECHNIQUES OF MOTIVATIONmotivation through job design

motivation through rewards

motivation through employee participation

other motivation techniques for the diverse work force

TECHNIQUES OF MOTIVATION

Motivation thru Job Design

Motivation thru Job Rewards

Other Motivation Techniques

Motivation thru Employee’s

Participation

Fitting jobs to people

Techniques of Motivation

Fitting people to jobs

self – managed

teams

extrinsic rewards

Flexible work schedules

quality control circles

intrinsic rewards

sabbaticalsFamily

support services

with 1. realistic job previews 2. job rotation 3. limited exposure

with 1. job enlargement 2. job enrichment

Motivation Through Job Design

specifying the tasks that constitute a job for an individual or a group

Two approaches may be used: fitting people to jobs or fitting jobs to people

Fitting People to Jobs. Routine and repetitive tasks make workers suffer from chronic dissatisfaction. To avoid this, the following remedies may be adapted:

1. Realistic job previews – where management provides honest explanations of what a job actually entails.

2. Job rotation – where people are moved periodically from one specialized job to another.

3. Limited exposure – where a worker’s exposure to a highly fragmented and tedious job is limited.

Fitting Jobs to People. Instead of changing the person, management may consider changing the job. This may be achieved with the use of the following:

1. Job enlargement – where two or more specialized tasks in a work flow sequence is combined into a single job.

2. Job enrichment – where efforts are made to make jobs more interesting, challenging, and rewarding.

Motivating Through Rewards

Rewards consist of material and psychological benefits to employees for performing tasks in the workplace. Properly administered reward system can improve job performance and satisfaction.

Rewards may be classified into two categories:

1. Extrinsic – those which refer to payoffs granted to the individual by another party.

2. Intrinsic rewards – those which are internally experienced payoffs which are self – granted.

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.

Type of Benefit Feature

1. Monthly Pay depends on qualifications of employee

2. 13th month pay given at mid – year

3. 14th month pay given at yearend

4. Housing allowance given to permanent employees

5. Sick leave benefits 15 days a year with pay

6. Vacation leave benefits 15 days a year with pay

7. Pension plan given to permanent employees

8. Paid vacation trip given to employees with outstanding performance

9. Health insurance given to permanent employees

10. Accident insurance given to permanent employees

An Array of Monetary and Other Incentives for Employees

Motivation Through Employee Participation

when employees participate in deciding various aspects of their jobs, the personal involvement, oftentimes, is carried up to the point where the task is completed.

The specific activities identified where employees may participate are as follows:

1. setting goals 2. making decisions 3. solving problems, and 4. designing and implementing organizational changes.

The more popular approaches to participation includes the following:

1. quality control circle 2. self – managed teams

Quality Control Circles. A method of direct employee participation is the quality control circle (QCC). The objective of the QCC is to increase productivity and quality of output.

Self . Managed Teams. When workers have reached a certain degree of discipline, they may be ripe for forming self – managed teams.

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

THE QUALITY CONTROL CIRCLE PROCESS

Requisites to Successful Employee Participation Program

To succeed, an employee participation program will require the following:

1. a profit – sharing or gain sharing plan. 2. a long – term employment relationship with good job security. 3. a concerted effort to build and maintain group cohesiveness. 4. protection of the individual employee’s rights.

Other Motivation TechniquesThe advent of theories on individual differences and the biological clock of human beings put pressure on the engineer manager to adapt other motivation techniques whenever applicable. These refer to the following:

flexible work schedules

There is an arrangement, called flextime, which allows employees to determine their own arrival and departure times within specified limits.

family support services

Employees are oftentimes burdened by family obligations like caring for children. Progress companies provide day care facilities for children of employees.

sabbaticals

a sabbatical leave is one given 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, recreation, and travel.

An Interview with : Engr. Margarito A. Tejada

Q. Sir, What do you mean by motivation?

A. Motivation is the inner power that pushes us toward taking action and toward achievements. Motivation is powered by desire and ambition.

Q. What motivates you in your job?

A. For me, I think my motivation comes from being competitive. I like saying I'm better at something than my peers, and being able to back it up with numbers....especially when I can say I'm better than the majority in a field that's mostly male dominated.

Q. Is money enough to motivate your employees , Sir?

A. No amount of money can motivate employees.However, when money is an indicator of achievement, recognition, gratitude, justice, any positive feeling and all of the above, then money becomes a strong motivator.

Q. For you Sir, what exactly does a person require to motivate an individual?

A. As to motivate individual we need leadership quality and have the high confidence level in ourselves to motivate other and reach up to social individual and company objective and goal.

Q. What do you enjoy most about your job?

A. I enjoy the ever moving and fast paced nature of this industry. I am constantly learning new skills and developing my knowledge on a daily basis. Having this level of responsibility really motivates me and pushes me forwards in my professional development.

Thank You

GROUP VI