MOTIVATING

What is Motivation?
Act of giving employees reasons or incentives to
work to achieve organizational objectives.
 Factors
Contributing to
Motivation
• Willingness to do a
job
• Self confidence in
carrying out a task
• Needs satisfaction
 Theories of Motivation
• Maslow’s needs hierarchy Theory
• Herzberg’s two factor Theory
• Expectancy Theory
• Goal Setting Theory
Maslow’s needs hierarchy Theory
• Discovered by Abraham Maslow
• Maslow theorized that human beings have
five (5) basic needs.
– Physiological Needs
– Security Needs
– Social Needs
– Esteem Needs
– Self-Actualization Needs
Maslow’s Needs hierarchy Theory
• Physiological Needs
– Concerned with biological needs
like food, water, rest and sex
falls under this category.

• Security Needs
– These needs include freedom
from harm coming from the
elements or from other people.

• Social Needs
– The person will strive to
secure love , affection and the
need to be accepted by peers.
Maslow’s Needs hierarchy Theory
• Esteem Needs
– These refers to the need for a
positive self-image and self-
respect and the need to be
respected by others.

• Self-Actualization Needs
– Involves realizing our full
potential as human beings and
becoming all that we are able
to be.
 Herzberg’s Two-Factor Theory
• Developed by Frederick Herzberg.
• Herzberg indicates that a satisfied employee is
motivated from within to work harder and that a
dissatisfied employee is not self-motivated.
 Dissatisfied
Satisfied Employees
Employees

Satisfied employees Dissatisfied Employees

mentioned the following
mentioned the following factors (Dissatisfiers or
factors (Satisfiers or Hygiene Factors) which are
motivating factors )which responsible for job
are responsible for job dissatisfaction:
satisfaction: – Company Policy &
Administration
– Achievement – Relationship with supervisor
– Recognition – Work Condition
– Advancement and Growth – Salary
– Relationship with peers
 Expectancy Theory
Is a motivation model based on
the assumption that an
individual will work depending
on his perception of the
probability of his expectations
to happen.
Goal Setting
Theory
• Refers to the process of “improving
performance with objectives, deadlines
or quality standard.” It consists of the
following:
– Goal Content
– Goal Commitment
– Work Behavior
– Feedback Aspects
 Techniques of Motivation
• Motivation through Job Design
• Motivation through rewards
• Motivation through employee participation
Motivation through Job Design
– A person will be highly
motivated to perform if he
is assigned a job he likes.
– Job design may be defined
as “specifying the tasks that
constitute a job for an
individual or a group”.
 Motivation through Job Design
• Realistic Job Previews
– company provides honest explanations of what a job actually entails.
• Job Rotation
– Where people are moved from periodically from one specialized job to
another.
• Limited Exposure
– Where a workers exposure to a highly fragmented & tedious job is
limited.
• Job Enlargement
– where two or more specialized tasks in a work flow sequence is combined
into a single job.
• Job Enrichment
– Where efforts are made to make jobs more interesting, challenging and
rewarding.
 Techniques of Motivation
• Motivation through Job Design
• Motivation through rewards
• Motivation through employee participation
 Motivating through Rewards

• Extrinsic rewards • Intrinsic rewards

– Which refers to the – Those which are
payoffs granted to the internally experienced
individual by another payoffs which are self
party. granted.
 Techniques of Motivation
• Motivation through Job Design
• Motivation through rewards
• Motivation through employee participation
 Motivation through Employee
Participation
• The specific activities identified where
employees may participate are as follows:
– Setting goals
– Making Decisions
– Solving Problems
– Designing and Implementing organizational
changes.
LEADING
What is Leading?
Involves influencing
others to engage in
the work behaviors
necessary to reach
organizational
goals.
 How leaders influence others

Leaders are said to be able

to influence others because
of the power they possesses.

Power refers to the ability of a

leader to exert force on
another.
BASES OF POWER
 Legitimate Power
A person who occupies a higher position has
legitimate power over persons in lower positions
within the organization.
 Reward Power

When a person has the ability to give rewards to anybody who

follows orders or requests, he is said to have reward power.
Rewards may be classified into two forms:
Material reward
Psychic reward
 Material Reward Psychic Reward
Refers to the money or other Rewards consists of
tangible benefits like cars, recognition, praises, etc.
houses and lot, etc.
 Coercive Power
When a person compels another
to comply with orders through
threats or punishments, he is
said to possess coercive power.
Punishment may take the form
of demotion , dismissal ,
withholding of promotion, etc.
Referent Power
The ability of a leader
to cultivate the
respect and
admiration of his
followers in such a
way that they wish
to be like him.
 EXPERT POWER
Experts provide specialized information regarding their specific
lines of expertise. This influence called expert power, is
possessed by people with great skills in technology.
LEADERSHIP
 LEADERSHIP
The process of influencing and supporting others to work
enthusiastically toward achieving objectives.
TRAITS OF AN EFFECTIVE
LEADER
 Traits of Effective
Leaders
• A high level of personal drive
• The desire to lead
• Personal integrity
• Self-confidence
• Analytical ability or judgment
• Charisma
• Creativity
• Flexibility
 LEADERSHIP SKILLS
• Leaders need to have various skills to be
effective. They are the ff:
1. Technical skills
2. Human skills and
3. Conceptual skills
 Technical Skills
• These are skills a leader must possess to enable him
to understand and make decisions about work
processes, activities, and technology.
• Technical skills is the specialized knowledge needed
to perform a job.
 Human Skills

These are skill refer to the ability of a leader to deal

with people, both inside and outside the
organization.
 Conceptual Skills
• These skills refer to the
ability to think in abstract
terms, to see how parts fit
together to form the
whole.
• A very basic requirement
for effective
implementation is a clear
and well-expressed
presentation of what must
be done.
 Behavioral Approaches to leadership
Styles
There are several approaches used in classifying
leadership styles. They are as follows:
1. According to the ways leaders approach people to
motivate them.
2. According to the way the leader uses power.
3. According to the leader’s orientation towards task
and people.
 According to the Positive Leadership
ways leaders
approach people
to motivate them Negative Leadership

Autocratic

According to the
Behavioral way the leader
Approach Participative
uses power

Free-rein

According to the Employee

leader’s Orientation
orientation
toward tasks and
people Task Orientation
Leaders Approach People to Motivate
them
 Positive Leadership
- When the leader’s
approach emphasizes
rewards.

Negative Leadership
- When punishment is
emphasized by the
leader.
 According to the Positive Leadership
ways leaders
approach people
to motivate them Negative Leadership

Autocratic

According to the
Behavioral way the leader
Approach Participative
uses power

Free-rein

According to the Employee

leader’s Orientation
orientation
toward tasks and
people Task Orientation
Ways Leaders Uses Power
AUTOCRATIC LEADERS
Leaders who make
decisions themselves,
without consulting
subordinates. Motivation
takes form of threats ,
punishment and
intimidation of all kinds.
 Participative Leaders
When a leader openly invites his subordinates to participate or
share in decisions, policy-making and operation methods.
 Free-rein Leaders
Leaders who set objectives and allow employees or
subordinates relative freedom to do whatever it
takes to accomplish these objectives.
 According to the Positive Leadership
ways leaders
approach people
to motivate them Negative Leadership

Autocratic

According to the
Behavioral way the leader
Approach Participative
uses power

Free-rein

According to the Employee

leader’s Orientation
orientation
toward tasks and
people Task Orientation
Leaders Orientation toward Tasks and
People
Employee Orientation
He considers
employees as human
beings of “intrinsic
importance and with
individual and
personal need” to
satisfy.
 Task Orientation
A leader is said to be task-oriented if he places stress on
production and the technical aspects of the job and
the employees are viewed as the means of getting the
work done.
CONTROLLING
Process of ascertaining whether organizational
objectives have been achieved; if not, why
not; and determining what activities should
then be taken to achieve objectives better in
the future.
 STEPS
IN
CONTROL
PROCESS
1. Establishing performance objectives and
standards.
2. Measuring actual performance
3. Comparing actual performance to
objectives and standards
4. Taking necessary action based
on the results of the
comparisons.
 ESTABLISHING
PERFORMANCE OBJECTIVES
AND STANDARDS
 Worker
Production
Safety
Sale Records
Targets
Targets Quantity
No. of
Quantity or
accidents
Rate of Absences for
or Quality
Attendance Monetary terms
given periods
 Worker
Supplies
Production
Safety
Sale Used
Records
Targets
Targets Quantity
Quantity
No. of
Quantity or or
monetary
accidents
Rate of Absences for
or Quality
Attendance Monetary
terms terms
for given
given period
periods
 Worker
Production
Sale Targets
Targets Quantity
Quantity or
Rate of Absences
or Quality
Attendance Monetary terms
Production
Sale Targets
Targets Quantity or
Quantity or Quality
Monetary terms
Sale Targets Quantity or
Monetary terms
 TAKING NECESSARY ACTION

HIRE ADDITIONAL
USE MORE PERSONNEL
EQUIPMENT
REQUIRE OVERTIME
 TAKING NECESSARY ACTION

HIRE ADDITIONAL
USE PERSONNEL
MORE EQUIPMENT
 TAKING NECESSARY ACTION

HIRE ADDITIONAL PERSONNEL