Chapter 3

MOTIVATION
Crieta, Cyryl
Kung, Cedie
Tabradillo, Gian Ivan
 Determinants of Job Performance
Capacity to Perform – Employee’s skills, knowledge, abilities, and
experience

Opportunity to Perform – Work environment, availability of resources,

and authority

Willingness to Perform – Employee motivation and effort

What is Motivation?

• the process of activating

behavior sustaining it, and
directing it toward a particular
goal. It moves people to act and
accomplish.

• In the workplace, motivation

may be more specifically defined
as the set of internal and
external forces that cause a Key Elements of Motivation
worker or employee to choose a Intensity – How much effort an employee
course of action and engage in a
puts in
certain behavior.
Direction – Choosing among multiple
actions
 THEORIES OF
MOTIVATION
Content theories - those that focus on analyzing the wants and needs of an individual.

1. Hierarchy of Needs Theory of Abraham Maslow

-Abraham Maslow forwarded the idea that human beings
possess a hierarchy of five needs (physiological, safety,
social, esteem, and self-actualization) such that as each
need is substantially satisfied, the next need becomes
dominant.

Five levels of needs

Physiological Needs – Basic survival needs (food, water,
shelter, etc.).
Safety Needs – Protection from harm, job security,
financial stability.
Social Needs – Relationships, belongingness, and
friendship.
Esteem Needs – Self-respect, recognition, status, and
2. ERG Theory of Clayton
Alderfer
• is a need hierarchy theory of motivation that
was developed by Clayton Alderfer. He
believed that in motivating people, we are
confronted by three sets of needs:
existence (E), relatedness (R), and
growth (G)

Three needs:
· Existence – Basic survival needs

· Relatedness – Social interactions

· Growth – Personal development

3. Acquired Needs Theory of David
L. McClelland

• was developed as a result of a research made

by David McClelland and his associates.

Three types of acquired needs:

Need for Achievement – Desire for success

Need for Affiliation – Desire for relationships

Need for Power – Desire to influence others

4. Two-factor Theory of
Frederick Herzberg
Hygiene Factors Motivator
-Frederick Hezberg developed his two- Factors
factor theory that identifies job Factors related to the job
context as a source of job environment that can Factors related to the
dissatisfaction and job content as the cause dissatisfaction if job content that lead
source of job satisfaction. lacking.​ to higher motivation
Examples: and satisfaction.​
Organizational policies​ Examples:
Quality of supervision​ Achievement​
Working conditions​ Recognition​
Base wage or salary​ The work itself​
Responsibility​
Relationships with
peers and subordinates​ Advancement​
Status​ Growth
Job security​
Process theories- focus on how motivation occurs rather than just what
motivates people.
1. Expectancy Theory of Victor Vroom
• This theory sees people as choosing a course of action according to
what they anticipate will give them the greatest rewards.
Vroom elaborated by explaining that
motivation is a product of the following
factors:

valence - how much one wants a reward;

expectancy - one's estimate of the probability that

effort will result in successful performance; and

instrumentality-one's estimate that performance

will result in receiving the reward.
The three factors are useful in deriving motivation. The
formula is as follows:

Valence x Expectancy x Instrumentality =

Motivation
2. Equity Theory of John Stacey Adams

• a theory that individuals compare job inputs (effort,

experience, education) and outcomes (salary,
recognition, benefits) with those of others and then
respond to eliminate inequities. It assumes that
employees are motivated by a desire to be equitably
treated at work.
Two types of inequity:

1. over rewarded- employee receives more rewards than their inputs

justify.

2. under rewarded- employee receives fewer rewards than their

inputs justify.
WAYS TO RESTORE INEQUITY
Restoration Method Over-Rewarded Employee Under-Rewarded Employee
Changing inputs Works harder to "earn" the extra Reduces effort or productivity.
reward.
Changing perceptions Justifies extra rewards by Convinces themselves the
believing they work harder. situation is fair (e.g., "Maybe my
job is easier").
Changing the comparison group Compares themselves to Compares to someone earning
someone who earns even more, less, feeling better about their
feeling less guilty. situation.
3. Goal Setting Theory of Edwin A. Locke
The theory that specific and difficult goals, with feedback lead to higher performance. It is based on the premise that behavior is
regulated by values and goals.

A goal is the specific target that an individual is trying to achieve.

Edwin A. Locke and his associates' findings about goals

include the following:

❖ Specific goals lead to a higher performance than

generalized goals
❖ Performance generally increases in direct
proportion to goal difficulty.
❖ For goals to improve performance, they must be
accepted by the workers.
❖ Goals should be linked to feedback.

❖ Goals are more effective when they are used to

evaluate performance.
 MOTIVATIONAL METHODS AND
Four motivational methods and programs: PROGRAMS

1. Motivation Through Job Design;

Job design may be defined as the way the elements in a job are organized.

Three concepts are important in designing jobs. They consist of the following:

1. Job enrichment - is a process of enhancing a job by adding more meaningful tasks, responsibilities, and
opportunities for growth to make the work more engaging and fulfilling for employees.

Ways to Implement Job Enrichment:

1. Assign more decision-making power to employees.

2. Introduce job rotation and cross-training.
3. Provide learning and development opportunities.

2. Job characteristics model - refers to the method of job design that focuses on the task and interpersonal
demands of a job.
Five core job characteristics of special importance to job design:

Skill variety - the degrees to which there are many skills to perform.

Task identity - the degree to which one worker is able to do a complete

job, from beginning to end, with the tangible and possible outcome.

Task significance - the degree to which the job has a substantial impact on
the lives or work of other people.

Autonomy - level of control and independence an employee has in

deciding how to perform their job tasks.

Feedback- the degree to which a job provides direct information about

performance.

3. Job crafting - refers to the physical and mental changes workers make in the task or relationship aspect of their jobs.

The common types of job crafting are:

❖ changing the number and type of job tasks;

❖ changing the interaction with others on the job; and
❖ changing one's view of the job
2. Organizational Behavior Modification;
• It is actually the application of reinforcement theory in motivating people at work.

The typical OB Modification program consists of a five-step problem

solving model. These are as follows:
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.
3. Motivation Through Recognition and Pride;
• Recognition is a natural human need and it is a strong motivator.

For a better understanding and implementation of

reward and recognition programs, the following
points must be considered:
•Feedback is an essential part of recognition;
•Praise is one of the most powerful forms of
recognition;
•Reward and recognition programs should be
limited to organizational goals;
•Identification of the type of rewards and
recognition that the workers will value; and
•It is important to evaluate the effectiveness of
the reward and recognition program.

– Pride is also a motivator, but one that is

intrinsic
4. 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 – type of monetary reward use the number of hours worked as a means of determining
rewards.
2. Payment by results - links pay to the quantity of the individual's output.
3. Performance related pay - considers results or output plus actual behavior in the job.
4. Profit related pay - an organization wide scheme where pay is linked to company profits.
5. Skill/Competency based pay - known as competency based or knowledge based pay, this is a pay
plan that sets pay levels on the basis of how many employees have or how many jobs they can do.
6. Cafeteria or flexible benefits system - a benefit plan that allows each employee to put together a
benefit package individually tailored to his or her own needs and situation.
Thank
You!!!