Republic of the Philippines

Commission on Higher Education

Don Honorio Ventura Technological State University
College of Engineering and Architecture
Department of Civil Engineering
Bacolor, Pampanga

CHAPTER 7 :
MOTIVATING

Leader:
Dela Cruz, Jobert Lee B.

Members:
Dela Cruz, Rhuel
Francisco, Jaron
Henson, Arjoe
Rosas, Kris James
Tongol, Mary Rose

Engr. Rosemarie Tolentino

Instructor, Engineering Management

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 MOTIVATING

Motivating - refers to the "act of giving employee’s reasons or incentives... to work to

achieve organizational objectives on the other hand...Motivation-refers to the process of
activating behavior sustaining it, and directing toward a particular goal.

Factors Contributing to Motivation

1. Willingness to do a job. - People who like what they are doing are highly motivated
to produce the expected output.
2. Self-confidence in Carrying Out a Task. - When employees feel that they have the
required skill and training to perform a task, the motivated they become.
3. Needs Satisfaction - People will do their jobs well if they feel that by doing so, their
needs will be satisfied.

Theories of Motivation
• Maslow’s Needs Hierarchy Theory
• Herzberg’s Two-Factor Theory
• Expectancy Theory
• Goal Setting Theory

Maslow’s Needs Hierarchy Theory

Abraham Maslow, a psychologist, theorized that human beings have five basic needs which
are as follows: physiological, security, social, esteem, self-actualization.

Maslow’s Hierarchy of Needs

Herzberg’s Two-Factor Theory

Developed by Frederick Herzberg, he indicated that a satisfied employee is motivated

from within to work harder and that a dissatisfied employee is not self-motivated.
Job satisfaction and job dissatisfaction are created by different factors: Hygiene factors
extrinsic (job environment) factors that create job dissatisfaction. Motivators intrinsic
(psychological factors/job content) factors that create job satisfaction.

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Herzberg’s Two-Factor Theory

Expectancy Theory

Victor H. Vroom is the author of this theory. States that an individual tends to act in a
certain way based on the expectation that the act will be followed by a given outcome and on the
attractiveness of that outcome to the individual. Key to the theory is understanding and managing
employee goals and the linkages among and between effort, performance and rewards. Effort:
employee abilities and training/development. Performance: valid appraisal systems. Rewards
(goals): understanding employee needs.

Expectancy Relationships

Expectancy (effort-performance linkage). The perceived probability that an individual’s

effort will result in a certain level of performance. Instrumentality. The perception that a
particular level of performance will result in the attaining a desired outcome (reward). The
attractiveness/importance of the performance reward (outcome) to the individual.

Expectancy Theory is based on the following assumptions:

1. A combination of forces within the individual and in the environment determines
behavior.
2. People make decisions about their own behavior and that of organizations.
3. People have different types of needs, goals, and desires.
4. People make choices among alternative behavior based on the extent to which they think
a certain will lead a desired outcome.

GOAL SETTING THEORY

Goal setting refers to the process of “improving performance” with objectives, deadlines
or quality standard. When individuals or groups are assigned specific goals, a clear direction is
provided and which later motivates them to achieve these goals.

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

1. Goal content

2. Goal commitment

3. Work behavior

4. Feedback aspects

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 Goal Content. To be sufficient in content, goals must be challenging, attainable, specific
and measurable, time-limited, and relevant.

When goals are challenging, higher performance may be expected. The sales quotas
imposed by companies to individual members of their sales 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 will only
discouraged to perform, if at all.

Goals must be stated in quantitative terms whenever possible. When exact figures to be
met are set, understanding is facilitated and workers are motivated to perform.

There must be a time limit set for goals to be accomplished.

The more relevant the goals are to the company’s mission, the more support it can
generate from various levels of employment in the organization.

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 is provided with direction, performance is facilitated. In trying to
attain goals that are already indicated, the individual is provided with a direction to exert more
effort. The identification of goals provide a reason for an individual to persist in his efforts until
the goal is attained.

Once goals are set, the first important input to planning is already in place.

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.

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 GOAL
CONTENT

Which is
1. Challenging
2. Attainable
3. Specific and measurable
4. Time limited
5. Relevant

Knowledge of results Job knowledge and

(or feedback) ability
WORK
BEHAVIOR

With
1. Direction
2. Effort
3. Persistence
4. Planning

Situational
Constraints:
Task Complexity Tools
Materials
Equipment
PERFORMANCE

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TECHNIQUES OF MOTIVATION

Individual or groups of individuals may be motivated to perform through the use of

various techniques. These techniques may be classified as follows.

1. Motivation through job designs

2. Motivation through rewards

3. Motivation through employee participation

4. Other motivation techniques for the diverse work force

MOTIVATION THROUGH JOB DESIGN

A person will be highly motivated to perform if he is assigned a job he likes. The first
requisite, however, is to design jobs that will meet the requirements of the organization and the
persons who will occupy them. Job design may be defined as “specifying the tasks that constitute
a job fir an individual or group.”

In motivating through the use of job design, 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 Interviews – 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.

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 TECHNIQUES OF
MOTIVATION

Motivation Thru Other

Motivation Motivation
Employee’s Motivation
Thru Job Design Thru Rewards
Participation Techniques

Fitting
Extensive Quality
people
Rewards control
to jobs
circles

With Intrinsic
1. Realistic Self-
Reward manage
job previews
2. Job s d teams
rotation
3. Limited
exposure

Flexible Work Family Support

Fitting jobs Sabbaticals
Schedules Services
to people

MOTIVATING THROUGH REWARDS

Rewards consist of material and psychological benefits to employees for performing tasks
in the workplace. Properly administrated reward systems 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.
Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.

2. Intrinsic Rewards – those which are internally experienced payoffs which are self-
granted. Examples are a sense of accomplishment, self-esteem and self-actualization.

Extrinsic and intrinsic rewards coincide with needs spelled out at the beginning of the
chapter.

Management of Extrinsic Rewards. To motivate job performance effectively, extrinsic

rewards must be properly managed in line with the following:

1. It must satisfy individual needs;

2. The employees must believe effort will lead to reward;

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Figure 7.7 An Array of Monetary and Other Incentives for Employees

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 year end
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

3. Rewards must be equitable;

4. Rewards must be linked to performance.

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 possible the particular
needs of an individual must be matched with the corresponding reward if motivation is the
objective. The administrative contraints inherent to such systems, however, will be a hindrance to
its adoption. Whenever feasible, however, it must be used.

Employees must believe that efforts will lead to reward. Otherwise, they will not strive to
turn in more 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 individual performance, management

may expect extra efforts from them. A negative example is the practice in some government
offices where every employee, regardless of performance, is given a productivity bonus. As a
result, the majority are not motivated to exert extra efforts.

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 change
The more popular approaches to participation include the following:

1. Quality control circles

2. Self-managed teams

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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.

The circle consists of “a group of three to ten employees, usually doing related work, who
meet a regular interval (once a week for an hour, for example) to identify problems and discuss
their solutions “. The circle includes “a leader such as foreman, but rely on democratic process.”
The members are trained in various analysis techniques by a coordinator.

Self-managed Team

When workers have reached a certain degree of discipline, they may be ripe for forming
self-managed teams. Also known as autonomous work groups or high-performance teams, self-
managed teams “take on traditional managerial tasks as part of their normal work routine.”

Figure 7.8 The Quality Control Circle Process

Quality circle members Quality circle members

brainstorm, gather data, prepare solutions and
and establish cause and reccomendations.
effect.

Results are measured and Management considers

feedback, recognition and quality circle
rewards given to quality recommendations and
control circle members. makes decisions.

The self-managed teams work on their own, turning out a complete product or service and
receiving minimal supervision from managers who act more as facilitators than supervisors.

When a product or service is produced by a group of professionals or specialists, they might

as well be formed as a self-managed team so save on supervisory costs.

Requisites to Successful Employee Participation Program

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

1. A profit-sharing or gainsharing plan.

2. A long-term employment relationship with good job security.
3. A concerned effort to build and maintain group cohesiveness
4. Protection of the individual employee’s rights.
Other Motivation Techniques

The advent of theories on individuals 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:

1. Flexible work schedules

2. Family support services
3. Sabbaticals

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 Flexible Work Schedules. There is an arrangement, called flextime, which allows
employees to determine their own arrival and departure time within specified limits. For
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 PM schedule, and another takes the 10:00
AM to 7:00 PM schedule.

An alternative to this arrangement is the adaption of the forty-hour work in four days
allowing the employee to choose a “day-off”.

An innovation of a popular bank in Makati is the hiring of part-time tellers to work four
hours a day from Monday to Friday.

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.

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.

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.

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