Motivation, Mobilization and Performance

1. Polytechnic University of the Philippines
Graduate Studies – College of Education
Sta. Mesa, Manila
Kathleen C. Abaja
Doctor in Educational Management Student
DEM 736 Ethical Leadership and Human Relations
MOTIVATION, MOBILIZATION, AND PERFORMANCE
Dr. Samuel M. Salvador
Course Specialist

2. SCOPE OF DISCUSSION
MOTIVATIO
N
•Definition of
Motivation
•Human Needs
•The Acquired Needs
Theory
•Aldefer’s EGR Theory
•Herzberg Two-Factor
Theory
•Other Theories of
Motivation
•Motivation and Job
Design
MOBILIZATION
•Definition of
Mobilization
•Resource
•Major Types of
Resources
•Resource Mobilization
•Planning for a
Resource Mobilization
Exercise
•Challenges to
Resource Mobilization
PERFORMA
NCE
•Definition of
Organizational
Performance
•Measures of
Organizational
Performance
•Importance of
Measuring
Organizational
Performance
•Tools for Monitoring
Performance
•Manager’s Role in
Achieving High
Performance

3. MOTIVATIO
N

4. DEFINITION OF MOTIVATION
mo·ti·va·tion
mōdə vāSH(ə)n/ˌ ˈ
noun
noun: motivation; plural noun: motivations
1.the reason or reasons one has for acting or
behaving in a particular way.
"escape can be a strong motivation for travel"
•the general desire or willingness of
someone to do something."keep staff up to
date and maintain interest and motivation"

5. DEFINITION OF MOTIVATION

6. The drive within a person to achieve a
goal. It is an internal process that takes in all
human beings, influenced by their
perceptions and experiences as well as
external variables (Salvador, 2011).
Essentials of Supervisory Management
DEFINITION OF MOTIVATION

7. HUMAN NEEDS
Maslow’s Hierarchy of Needs – five universal
human needs that act as fuel for our internal drives
to change.

8. What satisfies higher-order needs?
What satisfies lower-order needs?
• Creative and challenging work
• Participation in decision making
• Job flexibility and autonomy
• Responsibility of an important job
• Promotion to higher-status job
• Praise and recognition from boss
• Friendly co-workers
• Interaction with customers
• Pleasant supervisor
• Safe working conditions
• Job security
• Base compensation and benefits
• Rest refreshments breaks
• Physical comfort on the job
• Reasonable work hours

9. THE ACQUIRED NEEDS
THEORY

14. THE TWO-FACTOR THEORY

16. ADDITIONAL THEORIES
OF MOTIVATION
Vroom’s
Expectancy
Theory
Skinner’s
Reinforcement
Theory
Adams’
Equity
Theory
Locke’s
Goal Setting
Theory

17. Vroom’s Expectancy Theory
EFFORT PERFORMANCE
REWARDS/
OUTCOMES MOTIVATIO
NEXPECTANCY:
Perceived probability
that effort will lead to
good performance
INSTRUMENTALITY:
Perceived probability that
good performance will
lead to desired outcomes
VALENCE:
Value of expected
outcomes to the
individual
• Make sure employees
have proper skills,
abilities, and knowledge
• Ensure that the
environment facilitates
performance
• Provide encouragement
to make people believe
that their effort makes a
difference
•Reward employee
performance
•Inform people in
advance about the
rewards
•Try to eliminate non-
performance influence
over rewards
•Find rewards that are
desirable to employees
•Make sure that the
rewards are viewed as
fair
•Give employees choice
over rewards

18. Vroom’s Expectancy Theory

19. Skinner’s Reinforcement Theory

20. 1. Keep your people aware of what is expected and
of the consequences for failing to meet
expectations.
2. Rewards and punishments must be tailored to the
behavior they are intended to reward or punish.
Consider the consequences, intend, and
seriousness of the behavior
3. Don’t reward mediocre or poor performance
4. Don’t punish inconsequential instances of
misbehavior.
5. Don’t fail or reward desired behavior.
6. Don’t fail to punish behavior you want eliminated.
(Greer & Plunkett, 2007)
Skinner’s Reinforcement Theory

21. Adams’ Equity Theory
• It focuses on how individuals perceive their
reward or pay compared to what others are
receiving.

23. Locke’s Goal Setting Theory
• It assumes that the goals set for a person
are the source of motivation rather than
the needs that prompt people to derive
their own goals.
GOALS
Specific
Difficult
Accepted
EFFECTS ON PERSON
Directs attention
Energizes
Encourages persistency
New strategies developed
PERFORMANCE
FEEDBACK

25. MOTIVATION THROUGH JOB DESIGN

26. MOTIVATION THROUGH JOB DESIGN

27. MOBILIZATION
• To organize or prepare something, such as
a group of people, for a purpose
Cambridge Dictionaries Online
• Bring (resources) into use in order to
achieve a particular goal
• Activation of a contractor’s physical and
manpower resources to a construction site
until the completion of the contract.
BusinessDictionary.online

28. What is a resource?
• A resource is a tangible/intangible
item of value that can be utilized as an
input for production of desirable
results.
• Assets, funds, properties, capital,
investment possessions

29. Major Types of Resources
Resource Acquisition Method
People / Human Hire, Meet, Join, Learn from
Money Borrow and pay back, request
investment, demand as a right
Equipment Share, buy, borrow
Information Network, buy, share
Time Self management, scheduling,
planning, coordination
Experience and Competence Learn, visit, befriend, work with
Space Rent, borrow, share, buy

30. Resource Mobilization
• Is a process of identifying, acquiring,
organizing, assembling resources for a
particular purpose.

31. Planning for a Resource Mobilization
Exercise
1. Problem identification and analysis
2. Establishing alternative solutions
3. Choosing the best solution for the problem
4. Identify the required resources
5. Identify the target group/sources – those who will give
6. Set the required resource – mobilization activities in a logical
sequence and identify the implementer/s
7. Draw a timetable for the resource- mobilization
events/activities
8. Implement the resource mobilization events/activities
9. Follow-up – do not forget those who have made the event a
success

32. Challenges to Resource Mobilization
• Existing and increasing
bulks of needs
• Poor planning strategies
• Poor governance of the
mobilization process
• Corruption (wasted and
misallocated resources)

33. PERFORMANC
E

34. Definition of Organizational
Performance
Perform
•the end result of an activity
Organizational Performance
•accumulated end results of all organization’s
work, processes and activities

35. Measures of Organizational Performance
Productivity – overall
output of goods or
services produced
Organizational
Productivity – a
measure on how
efficiently employees
do their work
Organizational
Effectiveness –
measure of how
appropriate
organizational goals
are and how well an
organization is
achieving those goals
- There are different
models of
effectiveness
Industry Rankings –
numerous industry and
company rankings
Ex: Fortune, Business
Week, Forbes,
Industry Week
ORGANIZATIONAL
PRODUCTIVITY
ORGANIZATIONAL
EFFECTIVENESS
INDUSTRY
RANKINGS

36. Why is Measuring Organizational
Performance Important?
Why Measure
Organizational
Performance?
Better Asset
Management
Improved
Measures of
Organizational
Knowledge
Increased Ability
to Provide
Customer Value
Impact on
Organizational
Reputation
• Managers need to understand the factors that
contribute to high organizational performance.

37. 1. Better Asset Management
• asset management - process of acquiring, managing, renewing,
and disposing of assets
– design business models to take advantage of assets
2. Increased Ability to Provide Customer Value - must monitor value
obtained by customers
• customers will seek other sources of supply if value is not obtained
3. Impact on Organizational Reputation - strong reputation leads to
greater consumer trust and ability to command premium pricing
4. Improved Measures of Organizational Knowledge
• organizational knowledge - knowledge created by collaborative
information sharing and social interaction leading to appropriate
action
Factors that Contribute to High
Organizational Performance

38. Types of Performance Control Tools
Performance
Control Tools
Financial
Controls
Benchmarking
Best Practices
Approach
Information
Controls
Balanced
Scorecard
Approach
Financial statements:
Liquidity, leverage,
profitability ratios
Search for best
practices
Organize data and
access information
Reflects organizational
strategies

39. Steps to Successfully
Implement an Internal
Benchmarking Practices
Program
Connect best practices
to strategies and goals
Identify best practices
throughout the organization
Develop best practices
reward and recognition systems
Communicate best practices
throughout the organization
Create best practices
knowledge sharing system
Nurture best practices
on an ongoing basis

40. Manager’s Role in Achieving High
Performance
Achieving High
Levels of
Performance
Help
organizational
members make
right choices
during change
Design an
appropriate
performance
management
system
Help
employees
move from
ideas to action

41. Reference:
Coulter, M., Robbins, S., Management, Prentice
Hall, 2002
Salvador, S.M., Geronimo, E.F., Essentials of
Supervisory Management, Allen Adrian Books,
2011

42. Thank you!