CHAPTER 5
MOTIVATION
HBIO311
WHAT MOTIVATES
YOU? AND HOW?
MOTIVATION
• It is the process if activating
behavior, sustaining it, and
redirecting it toward a particular
goal.
• The set of internal and external
forces that cause a worker or
employee to choose a course of
action and engage in a certain
behavior.
Key Elements of Motivation
Key Elements of Motivation
INTENSITY
Key Elements of Motivation
INTENSITY
• Refers to the level of effort provided by the
employee in the attempt to achieve the goal
assigned to them.
• Refers to how hard a person tries to do work.
Key Elements of Motivation
Key Elements of Motivation
Direction
Key Elements of Motivation
Direction
Relates to what an individual chooses
to do when he is confronted with a
number of possible choices.
Key Elements of Motivation
Key Elements of Motivation
Persistence
Key Elements of Motivation
Persistence
Measures how long a
person can maintain efforts
to achieve the
organization’s goals
Key Elements of Motivation
INTENSITY
Direction
Persistence
Key Elements of Motivation (mini game)
Which-is-Which?
INTENSITY
Persistence
Direction
• Refers to the level of effort provided by the employee in
the attempt to achieve the goal assigned to them.
• Refers to how hard a person tries to do work.
Measures how long a person can
maintain efforts to achieve the
organization’s goals
Relates to what an individual chooses to do when he
is confronted with a number of possible choices.
Theories of Motivation 2 types
• Content Theories
•
Focuses of analyzing the wants and need if an individual.
• Process Theories
•
Explain how people act in response to the wants and needs
that they have
Theories of Motivation 2 types
• Content Theories
•
Hierarchy of Needs Theory by Abraham Maslow
•
ERG Theory by Clayton Alderfer
•
Acquired Needs Theory of David L. McClelland
•
Two-factor Theory of Frederick Herzberg
Theories of Motivation 2 types
• Process Theories
•
Expectancy Theory by Victor Vroom
•
Equity Theory by J. Stacey Adams
•
Goal Setting Theory by Edwin A. Locke
Content Theories
The Hierarchy of Needs Theory
The Hierarchy of Needs Theory
The Hierarchy of Needs Theory
Self-Actualization
Refers to the drive to
become what one is
capable of becoming, which
includes growth, achieving
one’s potential, and selffulfillment
The Hierarchy of Needs Theory
Esteem needs
Self-Actualization
Includes
internal
esteem factors such as
self-respect, autonomy,
and achievement and
external esteem factors
such
as
status,
recognition,
and
attention
The Hierarchy of Needs Theory
Social Needs
Includes affection, belongingness,
acceptance and friendship.
Esteem needs
Self-Actualization
The Hierarchy of Needs Theory
Safety Needs
Social Needs
Esteem needs
Self-Actualization
Include security and protection
from physical and emotional
harm.
The Hierarchy of Needs Theory
Psychological Needs
Safety Needs
Social Needs
Esteem needs
Self-Actualization
Includes hunger, thirst, shelter,
sex, and other bodily needs
The Hierarchy of Needs Theory
Psychological
Needs
Safety Needs
Social Needs
Esteem needs
Self-Actualization
The ERG Theory
The ERG Theory
Clayton Alderfer believed that in motivating people,
these three sets of needs are needed:
The ERG Theory
Clayton Alderfer believed that in motivating people,
these three sets of needs are needed:
(E) Existence- Needs satisfied by such factors as food, air, water,
pay, and working conditions.
(R) Relatedness- Needs satisfied by meaningful social and
interpersonal relationships.
(G) Growth- Needs satisfied by an individual making creative or
productive contributions.
The ERG Theory
Clayton Alderfer agrees with Maslow that
individuals progress up the hierarchy of needs then
the lower order needs are satisfied.
But unlike Maslow, if a higher order need cannot be
satisfied, a lower order need becomes dominant as
a motivating factor and more than one need may be
activated at the same time.
Acquired Needs Theory
Acquired Needs Theory
Need for
Achievement
Need for
Affiliation
Need for
Power
Acquired Needs Theory
Need for
Achievement
Refers to the desire to do something better
or more efficiently, to solve problems, or to
master complex tasks.
Need for
Affiliation
Refers to the desire to establish and
maintain friendly and warm relations with
others.
Need for
Power
Refers to the desire to control others, to
influence their behavior, or to be responsible
for others
The Two-Factor Theory
The Two-Factor Theory
Improving any of the hygiene factors will not
make people satisfied with their work, it will
only prevent dissatisfaction
When the motivator factors are not present,
there is a low job satisfaction among
workers and there is lack of motivation to
perform
The Two-Factor Theory
Hygiene Factors
•
•
•
•
•
•
Organizational policies
Quality of supervision
Working conditions
Base wage or salary
Relationships with peers
Relationships with
subordinates
• Status
• security
Job Context or work
setting relates more to the
environment in which people work
Motivator Factors
•
•
•
•
•
•
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Job Content relates
more to what people actually do
in their work
The Two-Factor Theory
Identifies Job Context as a source of job
dissatisfaction and Job Content as the
source of job satisfaction.
The Two-Factor Theory
•
•
Improving any of the hygiene factors will not
make people satisfied with their work; it will only
prevent them from being dissatisfied.
When the motivator factors are not present,
there is low job satisfaction among workers and
there is lack of motivation to perform.
Process Theories
Expectancy Theory by Victor Vroom
Expectancy Theory by Victor Vroom
• States that people choose a course of action
where they anticipate what will give them the
greatest rewards.
• Motivation is a product of the following factors:
1. Valence- How much one wants a reward
2. Expectancy- one’s estimate of the probability that
effort will result in successful performance.
3. Instrumentality- one’s estimate that performance will
result in receiving the reward.
Expectancy Theory by Victor Vroom
Valence x Expectancy x Instrumentality = Motivation
•
Expectancy theory predicts that motivation will be high if all the three
factors are rated high or vise versa.
EFFORT
PERFORMANC
E
REWARD
Expectancy
(perceived
effortperformance
probability)
Instrumentality
(performance
probabilityreward
probability)
Valence
(perceived
values of
rewards)
Equity Theory
Equity Theory
• It states that individuals compare job inputs and
outcomes with those of others and then respond to
eliminate inequities.
• It assumes that employees are motivated by a desire to
be equitably treated at work.
• Equity exists when employees perceive that the ratios of
their inputs (or efforts) to their outputs (or rewards) are
equivalent to the ratios of other employees
• Inequity exists when these ratios are not equivalent.
Goal Setting Theory by Edwin A. Locke
Goal Setting Theory by Edwin A. Locke
• States that specific and difficult goals, with feedback
lead to higher performance.
Findings:
1. Specific goals lead to a higher performance than generalized
goals.
2. Performance generally increases in direct proportion to goal
difficulty.
3. Must be accepted by the workers
4. Goals are more effective when they are used to evaluate
performance.
5. Goals should be linked to feedback.
Goal Setting Theory by Edwin A. Locke
VALUES
GOALS that are
1. Specific
2. Difficult but achievable
3. Accepted by the person
4. Used in evaluating
performance
5. Linked to feedback
Improved
Performanc
e
• A goal is the specific
target that an individual
is trying to achieve
Motivational Methods and Programs
Motivational Methods and Programs
Motivation
through Job
design
Motivation
through
recognition and
pride
Organizational
behavior
modification
Motivation
through
financials
incentives
Motivation through Job design
Motivation through Job design
• Motivating employees to make their job challenging so
that the worker who is responsible for it enjoys doing it
Motivation through Job design
Job
Enrichment
Job
Characteristics
model
Job Crafting
Motivation through Job design
Job
Enrichment
Job
Characteristics
model
Job Crafting
Motivation through Job design
Job
Enrichment
Job
Characteristics
model
Job Crafting
• Refers to the practice of building motivating factors
like responsibility, achievement, and recognition in
to job content
• Provides the worker with a more exciting job and
increases his job satisfaction and motivation.
• Refers to the method of the job design that
focuses in the task and interpersonal demands of
a job.
• Emphasizes the interaction between the individual
and the specific attributes of the job.
• Refers to the physical and mental changes
workers make in the task or relationship aspect of
their jobs
Characteristics or Job Enrichment
Characteristics or Job Enrichment
Direct
communication
authority
Personal
Accountability
Control
over
resources
Direct
Feedback
Control
Client
over
relationships
scheduling
Control
over
method
Unique
experience
New
learning
Characteristics or Job Enrichment
Direct
communication
authority
Personal
Accountability
Control
over
resources
Direct
Feedback
Control
Client
over
relationships
scheduling
Control
over
method
Unique
experience
New
learning
Characteristics or Job Enrichment
Direct
communication
authority
Personal
Accountability
Control
over
resources
Direct
Feedback
Control
Client
over
relationships
scheduling
Control
over
method
Unique
experience
New
learning
Characteristics or Job Enrichment
Direct Feedback
Client relationships
New learning
Control over method
Control over scheduling
Unique experience
Direct communication authority
Control over resources
Personal Accountability
Five Core Job Characteristics
Five Core Job Characteristics
Skill Variety
Task Identity
Task
significance
Autonomy
Feedback
Five Core Job Characteristics
Skill Variety
Task Identity
Task
significance
Degrees to which there are many skills to perform
Degree to which one worker is able to complete a job, from start to
finish, with the tangible and possible outcome
Degree to which the job has substantial impact on the lives or work of
other people
Autonomy
Degrees which the job gives the employee substantial freedom, independence, and
discretion in scheduling the work and determining the procedures used in carrying it out
Feedback
Degree to which a job provides direct information about performance
Common Types of job crafting
Common Types of job crafting
Common Types of job crafting
Changing the number and type of job tasks
Changing the interaction with others on the job
Changing one’s view of the job
Organization Behavior Modification
Organization Behavior Modification
• Application of reinforcement theory in motivation people
at work.
• Reinforcement that behavior is determined by its
consequences.
Organization Behavior Modification
Identify critical behaviors that make a significant impact on the
employee’s job performance
Developing baseline data
Identifying behavioral consequences of performance
Developing and implementing an intervention strategy
Evaluating performance improvement
Organization Behavior Modification
• Benefits of OB Modification
•
•
•
Improvement of employee productivity
Reduction of errors, absenteeism, tardiness, and accident rates
Improvement of friendliness toward customers
Motivation through Recognition and pride
Motivation through Recognition and pride
• Recognition is a natural human need and it is a strong
motivator
• To make it an effective motivator, these are the steps:
1. Identify a meritorious; and
2. Recognize the behavior with an oral, written, or material reward
• Pride is also a motivator, but one that is intrinsic
Motivation through Financial and incentives
Motivation through Financial and incentives
Time Rates
• Use the number of hours worked as a means of determining
rewards
• Classified as hourly rate, or weekly wage, or a monthly salary
• Links pay to the quantity of the individual’s output
Payment by
results
Performance
related pay
• Considers results or output plus actual behavior in the job
• The bonus is a reward given to employees for recent
performance rather than historical performance
Motivation through Financial and incentives
• Where pay is linked to company profits
Profit related • Either direct cash outlay, or allocation of stick options
pay
Skill based
pay
Cafeteria or
flexible
benefits
system
• Also known as competency based or knowledge-based pay
• Sets pay levels on the basis of how many skills employees
have or how many jobs they can do
• Benefit plan that allows each employee to put together a
benefit package individually tailored to his or her own needs
and situation.
THANK YOU FOR
LISTENING!
HBIO311
Ted Velayo
Shayna Pamiloza
Tricia Ortiz
THANK YOU FOR
LISTENING!
HBIO311
Ted Velayo
Shayna Pamiloza
Tricia Ortiz
THANK YOU FOR
LISTENING!
HBIO311
Ted Velayo
Shayna Pamiloza
Tricia Ortiz