2. WELCOME TO OUR
PRESENTATION
We are honored to be here today to
discuss this interesting topic. As a group
we spent countless hours researching and
discussing to develop a comprehensive
understanding of this topic. Our goal is to
share with you everything we knew.
3. TOPICS TO BE DISCUSS
FACTORS CONTRIBUTING
TO MOTIVATION
1
THEORIES OF
MOTIVATION
2
TECHNIQUES OF
MOTIVATION
3
SUMMARY
12
5. WHAT IS
MOTIVATION?
• REFERS TO THE ACT OF ‘GIVING EMPLOYEES REASONS OR
INCENTIVES TO WORK TO ACHIEVE ORGANIZATIONAL
OBJECTIVES.’
• REFERS TO THE ‘PROCESS OF OF ACTIVATING BEHAVIOR,
SUSTAINING IT AND DIRECTING IT TOWARD A PARTICULAR
GOAL.’
7. THEORIES OF MOTIVATION
• MASLOW’S NEEDS HEIRARCHY THEORY
• HERZBERG’S TWO-FACTOR THEORY
• EXPECTANCY THEORY
• GOAL SETTING THEORY
MOTIVATING
8. MASLOW’S HIERARCHY
OF NEEDS
Abraham Maslow's Hierarchy of Needs is a psychological
theory that describes human motivation and the
hierarchy of needs that people strive to fulfill.
It is often depicted as a pyramid with five levels, arranged
from the most basic to the most advanced needs.
MOTIVATING
10. MASLOW’S HIERARCHY
OF NEEDS
According to Maslow, individuals progress through these
levels sequentially. As lower-level needs are satisfied,
they become less motivating, and higher-level needs
come into focus.
Maslow's Hierarchy of Needs is a foundational concept in
psychology and has been influential in various fields,
including education, business, and self-help, as it
provides insights into human motivation and the factors
that drive individuals to fulfill their potential.
MOTIVATING
12. HERZBERG’S TWO-
FACTOR THEORY
Frederick Herzberg's Two-Factor Theory, also known as
the Motivation-Hygiene or Dual-Factor Theory, is a
psychological theory that addresses job satisfaction and
motivation in the workplace.
Herzberg proposed that there are two separate sets of
factors that influence employees' feelings about their
work.
MOTIVATING
13. 1. HYGIENE FACTORS
(DISSATISFIERS)
These are the basic factors that, when lacking or inadequate, can lead to job
dissatisfaction. They do not necessarily motivate employees when present
but can prevent dissatisfaction when adequately addressed.
Hygiene factors include:
• Salary and Compensation
• Working Conditions
• Company Policies
• Supervision
• Interpersonal Relations
• Job Security
MOTIVATING
14. 2. MOTIVATORS
(SATISFIERS)
These factors are related to the intrinsic aspects of the job itself and can
motivate employees to perform at their best. They are sources of job
satisfaction and personal growth.
Motivators include:
• Achievement
• Working Conditions
• Work Itself
• Responsibility
• Advancement
• Personal Growth
• Job Security
MOTIVATING
15. HERZBERG’S TWO-
FACTOR THEORY
In practical terms, Herzberg's Two-Factor Theory
suggests that managers should not only work to eliminate
sources of dissatisfaction (hygiene factors) but also
actively promote factors that lead to job satisfaction and
motivation (motivators) to create a more productive and
fulfilling work environment.
MOTIVATING
17. EXPECTANCY
THEORY
Expectancy Theory is a motivation model based on the
assumption that an individual will work depending on his
perception of the probability of his expectation to happen.
The theory poses the idea that motivation is determined by
expectancies and valences. An expectancy is a belief about
the likehood or probability that a particular behavioral act
will lead to a particular outcome. Valence is the value an
individual places on the expected outcomes or rewards.
MOTIVATING
18. 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 behaviors based
on the extent to which they think a certain behavior will lead
to a desired outcome.
MOTIVATING
22. THE GOAL SETTING MODEL DRAWN BY EDWIN A.
LOCKE AND HIS ASSOCIATES CONSISTS OF THE
FOLLOWING COMPONENTS:
• GOAL CONTENT - to be sufficient in content, goals must be
challenging, attainable, specific and measurable, time-limited,
and relevant.
• GOAL COMMITMENT - 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.
• FEEDBACK ASPECTS - Feedback provides the individuals with a
way of knowing how far they have gone in achieving objectives.
MOTIVATING
23. TECHNIQUES OF
MOTIVATION
• MOTIVATION THROUGH JOB DESIGN - a person will
be highly motivated to perform if he is assigned a job
he likes.
Two approaches in motivating through the use of job
design:
1. Fitting people to jobs
2. Fitting jobs to people
MOTIVATING
24. TECHNIQUES OF
MOTIVATION
Fitting people to job - routine and repetitive task make
workers suffer from chronic dissatisfaction.
1. Realistic job previews - management provide honest
explanation of what a job actually entails.
2. Job rotation - where are people are more periodically
from one specialized job to another.
3. Limited exposure - where our workers exposure to a
highly fragmented and tedious job is limited.
MOTIVATING
25. TECHNIQUES OF
MOTIVATION
Fitting jobs to people - instead of changing the person
management may consider changing the job.
1. Job enlargement - where two or more specialized in
work flow sequence is combined into a single job.
2. Job enrichment - where airport are made to make
more interesting challenging and rewarding.
MOTIVATING
26. TECHNIQUES OF
MOTIVATION
• MOTIVATING THROUGH REWARDS - rewards consists
of material and psychological benefits to employee
for performing task in the workplace. System can
improve job performance and satisfaction.
1. Extrinsic - those which refer to payoffs granted to the
individual by another party.
2. Intrinsic - those which are internally experiences
payoffs which are self granted.
MOTIVATING
27. TECHNIQUES OF
MOTIVATION
Management of extrinsic rewards:
1. It must satisfy individual needs
2. The employee must believe
3. Rewards must be equitable
4. Rewards must be linked to performance
MOTIVATING
28. TECHNIQUES OF
MOTIVATION
• MOTIVATION THROUGH EMPLOYEE PARTICIPATION -
when employees participate in deciding various aspect of
their jobs the personal involvement, Oftentimes is carried
up to the point where the task Is completed.
Specific activities were employees may participate:
1. Setting goals
2. Making decisions
3. Solving problems
4. Designing and implementing organizational changes
MOTIVATING
29. TECHNIQUES OF
MOTIVATION
More popular approaches to participation:
1. Quality control circle
2. Self manage teams
• Quality control circles - method of direct employee
participation the objective of QCC is to increase
productivity and quality of output.
MOTIVATING
31. TECHNIQUES OF
MOTIVATION
• Self managed teams - workers have reached a certain
degree of discipline they may be ripe for forming self
managed teams.
Requisite to successful employees participation program:
1. A-profit sharing or gainsharing plan.
2. A long-term employment relationship with good job security.
3. I concerted effort to build and maintain group cohesiveness.
4. Protection of the individuals employees rights.
MOTIVATING
32. OTHER MOTIVATION
TECHNIQUES
• Flexible work schedule - there is an arrangement called
flextime.
• Family support services - community-based services that
assist and support parents in their role as caregivers
• Sabbaticals - two months leave given to an employee
MOTIVATING
33. SUMMARY
• MOTIVATING is the management action of giving
employees reason or incentives to work to achieve
organizational objectives. It is also a process of activating
behavior, sustaining it, and directing it towards a particular
goal.
• The factors contributing to motivation: (1) willingness to do
a job, (2) self-confidence in carrying out a task, and (3)
needs satisfaction.
• Theories of motivation: (1) Maslow’s need hierarchy theory
(2) Herzberg’s two-factor theory (3) Expectancy theory (4)
Goal setting theory.
MOTIVATING
34. SUMMARY
• Various techniques of motivation: a) motivation through
job design, b) motivation through rewards, c) motivation
through employees participation.
• Other motivation techniques: flexible work schedule,
family support services and sabbaticals.
MOTIVATING
