LESSON 5: MOTIVATION 1.2.

   ERG Theory of Clayton Alderfer

1.2.1. existence - refers to needs satisfied by
1. the process of activating behavior, sustaining
such factors as food, shelter, clothing, pay,
it, and directing it toward a particular goal.
and working conditions
2. it moves people to act and accomplish.
1.2.2. relatedness - refers to the needs
satisfied by meaningful social and
3. an energizing force that causes behavior that
interpersonal relationship
satisfies a need.
1.2.3. growth - refers to the needs satisfied by
4. a willful desire that direct one's behavior
an individual making creative or productive
towards goal.
contributions
 In the workplace, motivation may be more
specifically defined as the set of internal and
1.3.   Acquired Needs Theory of David McClelland
external forces that causes a worker or employee
1.3.1. need for achievement - refers to the
to choose a course of action and engage in a
desire to do something better or more
certain behavior.
efficiently, to solve problems, or to master
complex tasks
Key Elements of Motivation
1. Intensity - refers to the level of effort provided 1.3.2. need for affiliation - refers to the desire
by the employee in the attempt to achieve the to establish and maintain friendly and warm
goal assigned to him.  In simple terms, relations with others
intensity refers to how hard a person tries to
do work. 1.3.3. need for power - refers to the desire to
control others, to influence their behavior, or
2. Direction - relates to what an individual to be responsible for others
chooses to do when he is confronted with a
number of possible choices. 1.4.   Two-Factor Theory by Frederick Herzberg
1.4.1.   hygiene factors (organizational
3. Persistence - a dimension of motivation which policies / quality of supervision / working
measures how long a person can maintain conditions / base wage salary / relationship
effort to achieve the organization's goals. with peers/ relationship with subordinates /
status / security)
Theories of Motivation
1.   Content Theories - focus on analyzing the 1.4.2.   motivator factors (achievement /
wants and needs of an individual recognition / work itself / responsibility /
advancement / growth)
1.1.   Hierarchy of Needs Theory of Abraham
Maslow 1.5.   Expectancy Theory by Vroom
1.1.1. physiological or basic needs - foods, 1.5.1. valence - how much one wants a
shelter, clothing reward

1.1.2. safety needs - security and protection 1.5.2. expectancy - one's estimate of the

probability that effort will result in successful
from physical and emotional harm
performance
1.1.3. social needs - affection, belongingness, 1.5.3. instrumentality - one's estimate that
acceptance, friendship performance will result in receiving the
reward
1.1.4. esteem needs - internal esteem factors
such as self-respect, autonomy, and 2.   Equity Theory - defined as theory that
achievement; external esteem factors such as individuals compare job inputs and outcomes with
status, recognition, and attention those of others and then respond to eliminate
inequities. It also assumes that employees are
1.1.5. self-actualization - refers to the drive to motivated by a desire to be equitably treated at
work.
become what one is capable of becoming,
which includes growth, achieving one's
potential and self-fulfillment
 2.1. Goal Setting Theory of Edwin A. Locke a.3. new learning - an employee acquires new
defined as the theory that specific and difficult knowledge while doing his work
goals, with feedback lead to higher
performance.  It is also based on the premise a.4. control over method - an employee has
that behavior is regulated by values and some control over which method to choose to
goals.  A goal is the specific target that an accomplish a task
individual is trying to achieve.
2.1.1. specific goals leads to a higher a.5. control over scheduling - an employee
performance than generalized goals. has the ability to schedule his work

2.1.2. performance generally increases in a.6. unique experience - means the job has

direct proportion to goal difficulty.  Goals that unique qualities or features, like the
are difficult to achieve is regarded as opportunity to see the world
a challenge to the ability of the person.
a.7. direct communication authority - means
2.1.3. for goals to improve performance, they the job provides the employee the
must be accepted by the workers.  It is logical opportunity to communicate directly with
that when goals are accepted, workers feel people who use their output.
that they should achieve them.
a.8. control over resources - an employee has
2.1.4. goals are effective when they are used some control over resources such as money,
to evaluate performance. materials and people.

2.1.5. goals should be linked to feedback. a.9. personal accountability - an employee is

responsible for his or her result. He accepts
Motivational Methods and Programs credits for doing a good job, and blame for a
It is normal for employers to want their employees to poor job.
do their best in the workplace.  For employers, the
ideal situation is for employees to perform excellent Job Characteristics Model - refers to the method of
work, and thus produce maximum output.  This is job design that focuses on the task and interpersonal
wishful thinking, however, because employees need demands of a job.  This method emphasizes the
a certain degree of motivation to perform very well.  interaction between the individual and the specific
To keep employee sufficiently motivated, some attributes of the job.
means of motivation should be designed and
implemented. core job characteristics:
1. skill variety - the degrees to which there are
1. motivation through job design  - a many skills to perform.
management activity to motivate employees to
2. task identity - the degree to which one worker
make their job challenging so that they are
is able to do a complete job, from beginning to
responsible for it enjoys doing it.
end, with the tangible and possible outcome.
Job design is defined as the way the elements in a 3. task significance - the degree to which the job
job are organized. has a substantial impact on the lives or work of
other people.
Concept of Job design
a.   job enrichment - refers to the practice of building 4. autonomy - the degree which the job gives the
motivating factors like responsibility, achievement employee substantial freedom, independence,
and recognition into job content.  It provides the and discretion in scheduling the work and
worker with a more exciting job and it increases his determining the procedures used in carrying it
job satisfaction and motivation. out.
Characteristics of an Enriched Job 5. feedback - the degree to which a job provides
a.1. direct feedback - employees receive direct information about performance.
immediate evaluation of their work
Job Crafting refers to the physical and mental
a.2 client relationship - an employee is given changes workers make in the task or relationship
a chance to serve an external or internal client aspect of their jobs.
common types of job crafting: To make it an effective motivator, the following steps
1. changing the number and type of job tasks; are necessary:
1. identify a meritorious behavior
2. changing the interaction with others on the
job; 2. recognize the behavior with an oral, written,
or material reward
3. changing one's view of the job
Points to be considered for a better understanding
2. organizational behavior modification  the and implementation of reward and recognition
actual application of reinforcement theory in programs.
motivating people at work. 1. feedback is an essential part of recognition;

Reinforcement theory may be briefly defined as the 2. praise is one of the most powerful forms of
contention that behavior is determined by its recognition;
consequences.  Simply stated, a person tends to
repeat behavior that is accompanied by favorable 3. reward and recognition programs should be
consequences and tends not to repeat behavior that limited to organizational goals;
is accompanied by unfavorable consequences.
4. identification of the type of rewards and
Five step problem-solving model in OB Mod recognition that the workers will value;
program
1. identifying critical behaviors that make a 5. it is important to evaluate the effectiveness of
significant impact on the employee's jbo the reward and recognition program.
performance;
Pride is also a motivator, but one that is intrinsic. 
2. developing baseline data which is obtained Workers who achieve outstanding performance
by determining the number of times the experience the emotion of pride.  The feeling satisfies
identified behavior is occurring under present the need for self-esteem and self-fulfillment.  This
conditions; provides managers with a clue on what concrete
actions could be done to motivate workers.
3. identifying behavioral consequences of
performance; 4. Motivation through Financial Incentives -
are powerful tools of motivation.  They are
4. developing and implementing an monetary rewards paid to employees because of
intervention strategy to strengthen desirable the output they produce, skills, knowledge, and
performance behaviors and weaken competencies or a combination of these factors,
undesirable behaviors;
4.1.   time rates - a monetary reward use the
5. evaluating performance improvement number of hours worked as a means of
determining rewards.  It may be classified as
Benefits of OB Mod hourly rate, or weekly wage, or a monthly salary.
1. improvement of employee productivity;
4.2.   payment by results - this scheme links pay
2. reduction of errors, absenteeism, tardiness, to the quantity of the individual's output
and accident rates;
4.3.1.   performance related pay - this scheme
3. improvement of friendliness toward considers results or output plus actual behavior in
customers the job.  Most often, rewards consists of a lump
sum, or a bonus as percentage of basic salary,
4. motivation through recognition and pride; with quality of performance determining the
magnitude of the percentage increase, or
5. motivation through financials incentives alternatively accelerate movement up a pay
scale.  The bonus is a reward given to employees
3. Motivation through Recognition and for recent performance rather than historical
Pride performance.
Recognition is a natural human need and it is a
strong motivator.  4.3.2   performance related to profit - an
organization wide scheme where pay is linked to
 company profits.  Profit related pay takes the
form of direct cash outlay, or allocation of stock
options.  Stock option is a financial incentive that
gives employees the right to purchase a certain
number of companies share at a specified price,
generally the market price of the stock on the day
the option is granted.

5. skill/competency based pay - also known as

competency based or knowledge based pay, this
is a pay plan that sets pay levels on the basis of
how many skills employees have or how many
jobs they can do.

6. cafeteria or flexible benefits system - this is

a benefit plan that allows each employee to put
together a benefit package individually tailored to
his or her own needs and situations.  Examples of
benefits that may be included in the plan are
health and life insurance, company car, additional
holiday entitlement, membership to social clubs,
modification of working hours, special pension
arrangement, mortgage loan subsidies.