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MOTIVATION

This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, acquired needs theory, and Herzberg's two-factor theory. It also discusses process theories like expectancy theory, equity theory, and goal setting theory. Additional topics covered include job design, organizational behavior modification, recognition programs, and financial incentives.

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Maria Paz Ganot
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73 views43 pages

MOTIVATION

This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, acquired needs theory, and Herzberg's two-factor theory. It also discusses process theories like expectancy theory, equity theory, and goal setting theory. Additional topics covered include job design, organizational behavior modification, recognition programs, and financial incentives.

Uploaded by

Maria Paz Ganot
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 PPTX, PDF, TXT or read online on Scribd
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MOTIVATION

DETERMINANTS OF JOB PERFORMANCE

CAPACITY TO
PERFORM

OPPORTUNITY JOB
TO PERFORM PERFORMANCE

WILLINGNESS
TO PERFORM
What is MOTIVATION?
may be defined as the process of activating behavior,
sustaining it, and directing it towards a particular goal.
PROCESS OF WORK MOTIVATION

INTERNAL EXTERNAL
WORKER
FORCE FORCE

COURSE OF CERTAIN
ACTION BEHAVIOR

ORGANIZATIONAL
GOAL
Key Elements of MOTIVATION

1. Intensity
2. Direction
3. Persistence
Intensity
refers to the level of effort provided by the
employee in the attempt to achieve the goal
assigned to him.
Direction
relates to what an individual chooses to do
when he is confronted with a number of
possible choices.
Persistence
Measures how long a person can maintain
effort to achieve the organization’s goal.
Theories of MOTIVATION

Classified as either:

◦ (1) Content theories

◦ (2) Process theories


Content theories
those that focus on analyzing the wants and needs of an
individual.

1. Hierarchy of Needs Theory of Abraham Maslow


2. ERG Theory of Clayton Alderfer
3. Acquired Needs Theory of David L. McClelland
4. Two-factor Theory of Frederick Herzberg
The Hierarchy of Needs Theory
self-actualization
esteem
social
safety
physiological
The ERG Theory

confronted by three sets of need:


◦ Existence (E)
◦ Relatedness (R)
◦ Growth (G)
Acquired Needs Theory
three fundamental needs:
1. Need for achievement
2. Need for affiliation
3. Need for power
The Two-factor Theory
Job Context (hygiene factor) Job Content (motivator factor)
1. Organizational policies 1. Achievement
2. Quality of supervision 2. Recognition
3. Working condition 3. Work itself
4. Base wage or salary 4. Responsibility
5. Relationship with peers 5. Advancement
6. Status 6. Growth
7. Security
Process theories
explain how people act in response to the wants and
needs that they have.

1. Expectancy Theory of Victor Vroom


2. Equity Theory of J. Stacey Adams
3. Goal Setting Theory of Edwin A. Locke
Expectancy Theory
EFFORT PERFORMANCE REWARD

EXPECTANCY INSTRUMENTALITY VALENCE


(perceived effort- (perceived (perceived
performance performance- values of
probability reward probability) rewards)
Equity Theory
It may be defined as a theory that individuals compare job inputs and
outcomes with those of others and then respond to eliminate inequities.

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.
a.) over rewarded
b.) under rewarded
OVER REWARDED- there is an imbalance in
the employer-employee relationship
 They might work harder
They might discount the value of the rewards
They could try to convince other employees to ask for more
rewards; and
They might choose someone else for comparison purposes.
UNDER REWARDED- they will seek to reduce their
feelings of inequity through any of the following:
 They might lower the quality or quantity of their
productivity
They could inflate the perceived value of the rewards
received
 They could find someone else to compare themselves
They could bargain for more rewards; and
They might quit
Goal Setting Theory
 It may be defined as the theory that specific and
difficult goals, with feedback lead to higher
performance.
Goal setting theory is based on the premise that
behavior is regulated by values and goals.
Goal Setting Theory

Values

Goals that are


1. Specific
2. Difficult but achievable
3. Accepted by the person Improved
4. Used in evaluating performance
performance
5. Linked to feedback
Motivational Methods and Programs
 Motivation through job design
Organizational behavior modification
Motivation through recognition and pride
Motivational through financial incentives
Motivation through Job Design
Job enrichment
Job characteristics model
Job crafting
JOB ENRICHMENT- refers to the practice of building
motivating factors like responsibility, achievement and
recognition into job content.
1.) Direct feedback
2.) Client Relationship
3.)New learning
4.) Control over method
5.) Control over scheduling
6.) Unique experience
7.) Direct communication authority
8.) Control over sources
9.) Personal accountability
Job Characteristics Model- this refers to the method of job design that
focuses on the task and interpersonal demands of a job.
 Skill Variety
Task identity
Task Significance
Autonomy
Feedback
Job Crafting- refers t the physical and mental
changes workers make in the task or relationship
aspect of heir jobs.
The common types of Job crafting are:
1. changing the number and type of job tasks
2. changing the interaction with others on the job; and
3. changing one’s view of the job.
O RG A N IZ AT ION AL
BE H AV IO R
M OD IF IC A TION
OB Mod
- Application of reinforcement theory in
motivating people at work.

Reinforcement theory
- Contention that behavior is
determined by its consequences.
OB Mod program consist of five-steps
problem solving model.

1 Identifying critical behaviors that make a


significant impact on the employee’s job
performance;

2 Developing baseline data which is obtained


by determining the number of times the
identified behavior is occurring under present
conditions;
3 Identifying behavioral consequences of
performance;

4 Developing and implementing an


intervention strategy to strengthen desirable
performance behaviors and weaken
undesirable behaviors; and

5 Evaluating performance improvement.


Among the benefits of OB Mod are:
1 Improvement of employee productivity;

2 Reduction of errors, absenteeism, tardiness,


and accident rates; and

3 Improvement of friendliness toward


customers.
Motivation through
Recognition and Pride
1 Identifying a meritorious behavior

2 Recognize the behavior with an oral, written,


or material reward.
For better understanding and implementation of reward and
recognition programs, the following points must be
considered:

1 Feedback

2 Praise

Reward & recognition programs should be limited


3 to organizational goals

4 Identification of the type of rewards and recognition


that workers will value; and
It is important to evaluate the effectiveness of the
5
reward and recognition program.
Motivation through
Financial Incentives
- Monetary rewards paid to employees
because of the output they produce,
skills knowledge, and competencies or a
combination of these factors.
Financial incentives take the form of any or a
combination of the following:

1 Time rates

2 Payment by results

3 Performance and profit related pay

4 Skill/competency based pay

5 Cafeteria or flexible benefits system


1 Time rates

-monetary reward se the number of hours worked


as a means of determining rewards.
2 Payment by results

-this scheme links pay to the quantity of the


individual’s output.
3 Performance and profit related pay

-this scheme considers results or output plus actual


behavior in the job.
4 Skill/competency based pay

-a play plan that sets pay levels on the basis oh


how many skills employees have or how many
jobs they can do.
5 Cafeteria or flexible benefits system

-a benefit plan that allows each employee to put


together a benefit package individually tailored to
his/her own needs and situation.

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