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INTRODUCTION
MOTIVATING Productivity has always been a serious concern of the management of
firms. If it improves, it means greater chances for the company to grow and be
• What is Motivation? more stable. One reason why the Philippine economy cannot move steadily
• Factors Contributing to Motivation forward is our record of low productivity for so many years.
• Theories of Motivation
Higher productivity, however, is not a result of chance. It happens because
Maslow’s Need Hierarchy Theory
of harder, more efficient, and more intelligent work made by the employees. To
Herzberg’s Two-Factor Theory
be willing partners, however, the requirement is for them to be properly
Expectancy Theory
motivated. An example is the management of a construction firm wanting its
Goal Setting Theory
employees to finish projects on time, with the quality required at the least cost.
• Techniques of Motivation To achieve this, various methods of motivation may be applied.
Motivation through Job Design
Motivation through Rewards
When the cost of the other factors of production is seriously affecting the
Motivation through Employee Participation
viability of the firm, the remaining factor (i.e., labor) may save the company from
Other Motivation Techniques
financial difficulties. However, this will depend on whether or not labor will be
motivated to perform their assigned task.

WHAT IS MOTIVATION? FACTORS CONTRIBUTING TO MOTIVATION?

There are certain factors influencing a person's desire to do his
• Motivating refers to the act of "giving employees job well. They are the following:
reasons or incentives .. to work to achieve 1. Willingness to do a job. People who like what they are
organizational objectives." doing are highly motivated to produce the expected
• Motivation, on the other hand, refers to the “process of output.
activating behavior, sustaining it, and directing it toward 2. Self-confidence in carrying out a task. When employees
a particular goal.” This definition is useful because it feel that they have the required skill and training to
specifies three stages: activating, sustaining, and perform a task, the more motivated they become.
directing actions towards the achievement of objectives. 3. Needs satisfaction. People will do their jobs well if they
feel that by doing so, their needs will be satisfied.
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THEORIES OF MOTIVATION MASLOW'S HIERARCHY OF NEEDS THEORY

• Abraham Maslow, a psychologist, theorized that human beings
have five basic needs which are as follows: physiological, security,
There are various theories of motivation, but only social, esteem, and self-actualization. These needs are hierarchical,
the four most influential ones will be discussed. They which means, one need will have to be satisfied first before the
consist of the following: other need.
Physiological Needs. Those that are concerned with biological
1. Maslow’s hierarchy of needs theory needs like food, drink, rest, and sex fall under the category of
physiological needs. These needs take priority over other needs.
2. Herzberg's two-factor theory
Security Needs. After satisfying the physiological needs, people
3. Expectancy theory will seek to satisfy their safety needs. These needs include freedom
4. Goal setting theory 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.

MASLOW'S HIERARCHY OF NEEDS THEORY MASLOW'S HIERARCHY OF NEEDS THEORY

Social Needs. After satisfying his physiological and security SELF-ACTUALIZATION NEEDS
needs, the employee will now strive to secure love, affection, Self-fulfillment
and the need to be accepted by peers. ETEEM NEEDS
Esteem Needs. The fourth level of needs is called esteem Status, respect, prestige
needs and they refer to the need for a positive self-image and SOCIAL NEEDS
self-respect and the need to be respected by others. Friendship, belonging, love
Self-Actualization Needs. The fifth and the topmost level SECURITY NEEDS
needs in the hierarchy are called self-actualization needs and Freedom from harm, financial security
involve realizing our full potential as human beings and
becoming all that we are able to be. PHYSIOLOGICAL NEEDS
Food, water, sleep
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HERZBERG’S TWO-FACTOR THEORY EXPECTANCY THEORY

• The two-factor theory is one developed by Frederick Herzberg indicating Expectancy theory is a motivation model based on the
that a satisfied employee is motivated from within to work harder and that
a dissatisfied employee is not self-motivated.
assumption that an individual will work depending on his
• Herzberg identified two classes of factors associated with employee perception of the probability of his expectations to happen.
satisfaction and dissatisfaction. The theory poses the idea that motivation is
In his research, Herzberg found out that satisfied employees determined by expectancies and valences.
mentioned the following factors (called satisfiers or motivation factors)
responsible for job satisfaction: achievement, recognition, work itself, An expectancy is a belief about the likelihood or
responsibility, advancement, and growth. probability that a particular behavioral act (like attending
Dissatisfied employees mentioned the following factors (called training sessions) will lead to a particular outcome (like a
dissatisfiers or hygiene factors) as responsible for job dissatisfaction:
company policy and administration, supervision, relationship with supervisor,
promotion). Valence is the value an individual places on the
work conditions, salary, relationship with peers, personal life, relationship expected outcomes or rewards.
with subordinates, status, and security.

EXPECTANCY THEORY GOAL SETTING THEORY

Expectancy theory is based on the following assumptions. Goal setting refers to the process of "improving
1. A combination of forces within the individual and performance with objectives, deadlines or quality standard."
When individuals or groups are assigned specific goals, a clear
in the environment determines behavior. direction is provided and which later motivates them to achieve
2. People make decisions about their own behavior these goals.
and that of organizations The goal setting model drawn by Edwin A. Locke and his
3. People have different types of needs, goals, and associates consists of the following components:
desires. 1. goal content
4. People make choices among alternative behaviors 2. goal commitment
based on the extent to which they think a certain 3. work behavior
behavior will lead to a desired outcome. 4. feedback aspects
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GOAL SETTING THEORY GOAL SETTING THEORY

The goal setting model drawn by Edwin A. Locke and his associates consists
of the following components: 2. GOAL COMMITMENT
1. GOAL CONTENT When individuals or groups are committed to the goals they are
To be sufficient in content, goals must be challenging, attainable, specific supposed to achieve, there is a chance that they will be able to achieve
and measurable, time-limited, and relevant.
When goals are challenging, higher performance may be expected. The them.
sales quotas imposed by companies to individual members of their sales 3. WORK BEHAVIOR
force indicate reliance of these companies to the use of challenging goals.
Goals must be attainable if they are to be set. If they are not, then workers Goals influence behavior in terms of direction, effort, persistence, and
will only be discouraged to perform, if at all. Goals must be stated in planning. When an individual is provided with direction, performance is
quantitative terms whenever possible. When exact figures to be met are set, facilitated. In trying to attain goals that are already indicated, the
understanding is facilitated and workers are motivated to perform.
There must be a time-limit set for goals to be accomplished. individual is provided with a direction to exert more effort. The
The more relevant the goals are to the company's mission, the more support identification of goals provide a reason for an individual to persist in his
it can generate from various levels of employment in the organization. efforts until the goal is attained.

GOAL SETTING THEORY

TECHNIQUES OF MOTIVATION
4. FEEDBACK ASPECTS
Feedback provide the individuals with a way of knowing how Individual or groups of individuals may be motivated to
far they have gone in achieving objectives. Feedback also perform through the use of various techniques. These
facilitate the introduction of corrective measures whenever techniques may be classified as follows.
they are found to be necessary. 1. motivation through job design
2. motivation through rewards
3. motivation through employee participation
4. other motivation techniques for the diverse
work force
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MOTIVATION THROUGH JOB DESIGN MOTIVATION THROUGH JOB DESIGN

A person will be highly motivated to perform if he is • Fitting People to Jobs
assigned a job he likes. The first requisite, however, is to Routine and repetitive tasks make workers suffer from
design jobs that will meet the requirements of the prolonged dissatisfaction. To avoid this, the following
organization and the persons who will occupy them. Job remedies may be adapted:
design may be defined as "specifying the tasks that constitute 1. Realistic job previews - where management provides
a job for an individual or a group." honest explanations of what a job actually entails.
In motivating through the use of job design, two 2. Job rotation - where people are moved periodically from
approaches may be used: fitting people to jobs or fitting jobs one specialized job to another.
to people. 3. Limited exposure - where a worker's exposure to a highly
fragmented and tedious job is limited.

MOTIVATION THROUGH JOB DESIGN MOTIVATION THROUGH JOB DESIGN

• Fitting People to Jobs • Fitting Jobs to People
Routine and repetitive tasks make workers suffer from Instead of changing the person, management may consider
prolonged dissatisfaction. To avoid this, the following changing the job. This may be achieved with the use of the
remedies may be adapted: following:
1. Realistic job previews - where management provides 1. Job enlargement - where two or more specialized tasks
honest explanations of what a job actually entails. in a work flow sequence is combined into a single job.
2. Job rotation - where people are moved periodically from 2. Job enrichment - where efforts are made to make jobs
one specialized job to another. more interesting, challenging, and rewarding
3. Limited exposure - where a worker's exposure to a highly
fragmented and tedious job is limited.
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Management of Extrinsic Rewards. To motivate job performance effectively,

MOTIVATION THROUGH REWARDS extrinsic rewards must be properly managed in line with the following:
Rewards consist of material and psychological benefits to • 1. it must satisfy individual needs;
employees for performing tasks in the work-place. Properly • 2. the employees must believe effort will lead to reward;
administered reward systems can improve job performance and • 3. rewards must be equitable;
satisfaction. Rewards may be classified into two categories: • 4. rewards must be linked to performance.
1. Extrinsic - those which refer to payoffs granted to the No single type of reward is generally applicable to all employees. This is so
because individual persons have needs different from other persons. As much as
individual by another party. Examples are money, employee possible the particular needs of an individual must be matched with the
benefits, promotions, recognition, status symbols, praise, corresponding reward if motivation is the objective. The administrative
etc. constraints inherent to such systems, however, will be a hindrance to its
adoption. Whenever feasible, however, it must be used. Employees must believe
2. Intrinsic rewards - those which are internally experienced that efforts will lead to reward. Otherwise, they will not strive to turn in more
payoffs which are self-granted. Examples are a sense of efforts in their particular job assignments. Rewards that are not equitable will not
produce the desired motivation. When employees know that reward is tied up to
accomplishment, self-esteem and self-actualization. individual performance, management may expect extra efforts from them.

MOTIVATION THROUGH REWARDS 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 circles
2. self-managed teams
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MOTIVATION THROUGH EMPLOYEE PARTICIPATION MOTIVATION THROUGH EMPLOYEE PARTICIPATION

• Quality Control Circles • Self-managed Teams
A method of direct employee participation is the quality control When workers have reached a certain degree of discipline, they
circle (QCC). The Objective of the QCC is to increase productivity and may be ripe for forming self-managed teams. Also known as
quality of output. autonomous work groups or high performance teams, self-managed
The circle consists of "a group of three to ten employees usually teams "take on traditional managerial tasks as part of their normal
doing related work, who meet at regular intervals (once a week for an work routine."
hour, for example) to identify problems and discuss their solutions." The self-managed teams work on their own, turning out a
The circle includes "a leader such as a foreman, but rely on democratic complete product or service and receiving minimal supervision from
processes." The members are trained in various analysis techniques by managers who act more as facilitators than supervisors.
a coordinator. The circle forwards its recommendations to When a product or service is produced by a group of
management, which in turn, makes decisions on its adaption. professionals or specialists, they might as well be formed as a self-
managed team to save on supervisory costs.

OTHER MOTIVATION TECHNIQUES OTHER MOTIVATION TECHNIQUES

• The introduction of theories on individual differences and the 1. FLEXIBLE WORK SCHEDULES
biological clock of human beings put pressure on the engineer There is an arrangement, called flextime, which allows employees to
manager to adapt other motivation techniques whenever determine their own arrival and departure times within specified limits. For
applicable. example, an engineering firm may allow one group of employees to take
the 8:00 AM to 5:00 PM schedule, another group takes the 9:00 AM to 6:00
These refer to the following: PM schedule, and another takes the 10:00 AM to 7:00 PM schedule.
1. flexible work schedules An alternative to this arrangement is the adaption of the forty-hour work in
2. family support services four days allowing the employee to choose a "day-off".
3. Sabbaticals There are certain benefits that are offered by flexible work schedules,
although it is not appropriate for all situations. Nevertheless, the engineer
manager must decide when it is applicable.
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OTHER MOTIVATION TECHNIQUES OTHER MOTIVATION TECHNIQUES

2. FAMILY SUPPORT SERVICES
Employees are oftentimes burdened by family obligations like
caring for children. Progressive companies provide day care facilities
for children of employees. A multinational company in far flung Davao
province has even opened an elementary and a high school within the
plantation site.
3. 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,
recreations, and travel. It is expected that when the employee returns
for work, his motivation is improved.

CASE: Batangas College “The Morning After”

Miss Lazaro's first concern is to recruit well-qualified engineers to fill up
Engineer Felicidad Lazaro, a mechanical engineering graduate of Adamson the slots left by five faculty members who resigned. An advertisement for the
University, has been operating in the past five years an auto parts supply in vacancies was made. After a few weeks of waiting, only ten applications were
Kumintang, llaya, Batangas City. It is a lucrative business she inherited from her forwarded to her. Nine of the applicants were new graduates and have no job
father. experience of any kind. The tenth applicant is a newly retired government
Four years ago, she started teaching on a part-time basis at the Batangas employee with no teaching experience.
Polytechnic College. After a year, she became a full-time faculty member of the Miss Lazaro slowly realized that there are good engineers in the area but
college of engineering. She attended to her auto parts business after her official they are not attracted by the prospect of teaching engineering subjects. Miss
hours at the school. Miss Lazaro's dedication to her duties earned her the Lazaro is also aware that even those that are currently employed by the school
chairmanship of the Mechanical Engineering Department. When her boss, the
are only waiting for a good job offer from other institutions.
dean, was offered a good paying job abroad, he resigned. Miss Lazaro was named
Miss Lazaro was mildly shocked when her assistant showed her the
the new dean of the College of Engineering.
enrollment statistics of the College of Engineering. In the past five years, a
Miss Lazaro feels that even if she is offered a job anywhere, she cannot
steady 10% increase in the number of students was noted. last year, there was
accept it because of her concern for her business. This made her also think that
she must take her new job as dean, seriously.
a 16% increase.
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Just yesterday, Engineer Lazaro was approached by two engineering

professors, one a department chairman, and the other, a senior faculty
member. They were requesting for a year's leave of absence. Because nobody
at the moment could take their place, Engineer Lazaro disapproved their
requests. Engineer Lazaro was given the information that the two will take
jobs in another company on a one-year trial basis. If prospects are good, they
will resign from the school.
After having been informed of the disapproval of their request for leave,
the two professors filed their irrevocable resignations the next morning.
Engineer Lazaro is now faced with two serious problems:
1. formulating an immediate solution to the shortage of teachers
in her area of concern; and
2. keeping the incumbent ones satisfied with their jobs. Engineer
Lazaro is now contemplating how she will survive this crisis.