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Engineering Management 2

As an engineer manager, motivating colleagues is important to increase productivity and job satisfaction. Motivation techniques can be applied to engineers through intrinsic and extrinsic motivators like listening, new technology, training, recognition, opportunities for growth, flexible work hours, and respecting their work. Maslow's hierarchy of needs suggests that people must satisfy lower level needs like physiological and safety needs before pursuing higher level needs like esteem and self-actualization. Both employee satisfaction and dissatisfaction can be affected by factors such as achievement, pay, supervision, work conditions, and personal life.

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Kay Leizlie Paredes
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3K views3 pages

Engineering Management 2

As an engineer manager, motivating colleagues is important to increase productivity and job satisfaction. Motivation techniques can be applied to engineers through intrinsic and extrinsic motivators like listening, new technology, training, recognition, opportunities for growth, flexible work hours, and respecting their work. Maslow's hierarchy of needs suggests that people must satisfy lower level needs like physiological and safety needs before pursuing higher level needs like esteem and self-actualization. Both employee satisfaction and dissatisfaction can be affected by factors such as achievement, pay, supervision, work conditions, and personal life.

Uploaded by

Kay Leizlie Paredes
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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1. Why is motivating relevant to the job of the engineer manager?

- As an engineer manager, motivating your colleagues is important since you must


develop strategies to increase productivity and assure job satisfaction. A manager
cannot make an employee succeed at his job, but he may motivate him by treating him
fairly, providing appropriate incentives, and providing suitable salary. It also allows
management to achieve the company's objectives. Companies could be put in a
dangerous position if they don't have a motivated workforce. Employees who are
motivated are more productive and help an organization achieve higher levels of output.

2. Are motivation techniques applicable to engineers? Cite examples.


- Engineers and development teams today are looking for more than just a good salary
and benefits package. You'll need a work culture that includes both intrinsic and extrinsic
motivators to keep staff for the long run. Engineers can be motivated by just listening,
using new technology, having trainings, acknowledgment, opportunities for progress,
opportunities to innovate, flexible work hours, empowerment, surrounding themselves
with talent, and respecting their work.

3. When Maslow insinuated that needs are hierarchical, what does he mean?
- A hierarchy of needs motivates human beings. People's needs are organized in a
hierarchy of distinction, with more basic wants being supplied to a greater or lesser
extent before higher demands. The order of needs isn't set in stone; it might change
depending on external factors or individual characteristics. The majority of behavior is
multi-motivated, meaning it is driven by multiple basic needs at the same time. When an
individual believes they have sufficiently satisfied the preceding need, higher demands in
the hierarchy become more important. Maslow's study has influenced other
psychologists and contributed to the discipline of positive psychology, even though
additional research does not entirely support all of his theories. Prior to individuals,
lower-level requirements must be met before higher-level demands may be addressed.
Physiological, safety, love and belonging, esteem, and self-actualization are the needs.

4. What factors associated with employee satisfaction and dissatisfaction?


- Satisfaction:
o Achievement
o Recognition
o Work itself
o Responsibility
o Advancement and growth
- Dissatisfaction:
o Pay and benefits (compensation)
o Company policy and supervision
o Supervision
o Relationship with superior
o Work conditions
o Relationship with peers/co-workers
o Personal life
o Status
o Job
o Security

5. What are expectancies and valences? How do they affect performance?


- Expectancy is a belief in the possibility or probability that a certain behavior will result in
a specific result. It's also the belief that putting in more effort will lead to better results.
Expectancy is determined by elements such as having the necessary skills for the task,
having the correct resources, having access to critical information, and having the
necessary assistance to do the job. While Valence is the significance associated by an
individual about the expected outcome. It is the expected, not the actual, satisfaction that
an employee expects to feel after meeting the objectives or receiving the incentive.
- An employee's motivation is determined by how much he or she desires a reward
(Valence), the probability that the effort will result in expected performance
(Expectancy), and the belief that the performance will result in a reward (Instrumentality).
If an employee desires a specific goal (valence), they will be highly motivated to work
toward it if the outcome is linked to other desired outcomes (instrumentality) and they
believe their efforts will likely result in the desired outcome (expectancy).

6. What is meant by goal setting? What are the components of the goal setting model?
- Goal setting is the process of enhancing performance by establishing targets,
timeframes, and quality standards. It all starts with careful thought about what you want
to accomplish and finishes with a lot of hard work to get there. It's also a great way to
think about your perfect future and motivate yourself to make that vision a reality. It can
assist you in deciding where you want to go in life. Knowing exactly what you want to
achieve allows you to focus your efforts in the right places.
- Components:
o Goal content - To be sufficient in content, goals must be challenging, attainable,
specific and measurable, time limited, and relevant.
o Goal commitment – When individuals or groups are committed of the goals they
are supposed to achieve, there is a chance that they will be able to achieve
them.
o Work behavior – Goals influence behavior in terms of direction, effort,
persistence in planning.
o Feedback aspect – The individuals with a way of knowing how far they have
gone in achieving their objectives. Feedback also facilitates the introduction of
corrective measures whenever they are found to be necessary.

7. How may an individual be motivated through job design?


- If a person is allocated a work that he enjoys, he will be extremely driven to perform.
However, the first prerequisite is to create positions that satisfy the needs of both the
organization and the people who will work in them. Fitting people to jobs or fitting jobs to
people are two ways to motivate people through work design.

8. How may rewards be classified?


- Extrinsic rewards
o Extrinsic rewards are those which prefer to payoff granted to the individual by
another party. They are tangible and visible awards presented to a person or an
employee for accomplishing a goal. They are frequently monetary in nature, such
as a raise in pay, a bonus, an award, or public recognition.
- Intrinsic rewards
o Intrinsic rewards are those which are internally experienced payoffs which are
self-granted. They are internal rewards that employees receive for effectively
completing tasks or projects. These incentives are primarily psychological in
nature and are dependent on a person's effort and ability.

9. In what specific activities may employees participate?


- Setting goals
- Making decisions
- Solving problems
- Designing and implementing organizational changes
- Trainings
- Recognition programs
- Team-building activities
- Workplace parties
- Learning lunches
- Employee games, tournaments, and competitions
- Quality control circles
- Self-managed teams

10. What benefits are made possible under flexible work schedules?
- Benefits for employees:
o Meeting family responsibilities
o Avoiding traffic congestion
o Sense of control
o Better work-life balance
o More development options
o Greater sense of being valued
o Better health
o Boost workplace productivity
- Benefits for employers:
o Avoiding potential burnout
o Increase in productivity
o Advantage in recruitment
o Increases employee morale and engagement
o Better retention
o Reduced tardiness and absenteeism

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