This document discusses motivation in the workplace. It states that motivating employees can increase productivity and allow organizations to achieve higher output. Motivated employees will work more efficiently and produce higher quality work. While salary is enough to retain employees, it is not always enough to push them to fulfill their potential. The document discusses theories of motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory. It also covers internal and external motivation, and defines key terms related to motivation.

1. MOTIVATION
Reporter: Jonavel A. Gabriel
( Maed Student)

2. IMPORTANCE OF ORGANIZATION
•Motivating employees can lead
to increased productivity and
allow an organization to achieve
higher levels of output.

3. •What are those output that we want to
achieved?

4. KEY TAKEAWAYS
• Learning objectives:
Motivation is generally what energizes, maintains, and controls behavior.
The role of motivation in the workplace is straightforward theoretically but is
difficult to actually measure.
Salary is often enough motivation to keep employees working for an organization,
but its not always enough to push them to fulfill their full potential.

5. • Motivated employees will retain a high level of innovation
while producing higher-quality work at higher level of
efficiency.
• The opportunity cost in motivating employees is
essentially zero.

6. KEY TERMS
• Productivity: The rate at which products and services are
generated relative to a particular workforce.
• Opportunity Cost: The value of investing in the next best
alternative; the value forfeited by taking a particular
route.
• Innovation: The introduction of something new; the
development of original idea.

7. MOTIVATION IN THE WORK PLACE
• Motivation is what energizes, maintain, and controls behavior.
As such, it is clear why it plays an important role in the work
place. But empirically measuring that role is another matter; it is
challenging to capture an individual’s drive in quantitative
metrics in order to ascertain the degree to which higher
motivation is responsible to higher productivity.
• It is challenging to capture an individuals drive in qualitative
metrics in order to ascertain the degree to which higher
motivation is responsible for higher productivity.

8. RESEARCH HAS SHOWN THAT MOTIVATED
EMPLOYEES WILL:
•Always look for “better” way to complete
a task.
•Be more quality-oriented.
•Work with higher productivity and
efficiency.

9. INTERNAL AND EXTERNAL
MOTIVATION
• Salary is often enough to keep employees working for an organization , nut its not
always necessarily enough to push them to fulfill their full potential. Hezberg’s
theory emphasizes that while salary is enough to avoid dissatisfaction, it is not
necessarily enough to propel employees to increase their productivity and
achievement. In fact, the output of employees whose motivation comes solely from
salary and benefits tends to decline over time.
• To increase employees efficiency and work quality , managers must turn to
understanding and responding to individuals internal and external motivations.

10. INTERNAL MOTIVATION
•Internal motivation is seen when a person
undertakes an activity for its own sake without any
sort of external reward, such as a hobby. Internal
motivation can result from our feelings (e.g.,
happiness, anger, and sadness), thoughts (e.g., “I
better finish the report before the deadline
tonight.”), values and goals.

11. EXTERNAL MOTIVATION
•External motivation is evident when someone
behaves a particular way for reasons external to, or
outside of, the person, such as money or coercion.
External motivation may come from parents, a
boss, coworkers, friends, and siblings. It is most
frequently thought of in terms of salary (i.e.,
money), promotions, grades, praise and
punishment.

12. MOTIVATION OCCURS ON A
SPECTRUM RANGING FROM NEGATIVE
TO POSITIVE.
•Positive motivation is seen when people
engage in an activity that has a virtuous
end, such as volunteering, athletics, or
art.

13. •Negative motivation is evident when individuals
act in a manner that is unethical or has a
destructive end, such as judging others, physical
altercations or vandalism. Negative motivation
occurs when individuals use destructive emotions,
such as guilt and shame, to coerce others into
acting.

14. MOTIVATION: DEFINITION & CONCEPT
OF MOTIVE & MOTIVATION,
•The Content
•Theories of Motivation (Maslow’s Need Hierarchy
& Herzberg’s Two Factor model Theory), The
Process Theories (Vroom’s expectancy Theory &
Porter
• Lawler model), Contemporary Theories- Equity
Theory of Work Motivation

15. •Motivation The processes that account for an
individual’s intensity, direction, and
persistence of effort toward attaining a goal.

16. • Defining Motivation
• Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial
goal 3. Persistence: how long a person tries
• Motivation The processes that account for an individual’s intensity, direction, and
persistence of effort toward attaining a goal.

17. • Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy
of five needs—physiological, safety, social, esteem, and selfactualization; as each
need is substantially satisfied, the next need becomes dominant.
• Self-Actualization The drive to become what one is capable of becoming.

19. • Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job satisfaction, while extrinsic factors are associated
with dissatisfaction.
• Hygiene Factors Factors—such as company policy and administration, supervision,
and salary—that, when adequate in a job, placate workers. When factors are
adequate, people will not be dissatisfied.