CHAPTER 7: Motivating from within to work harder and that a dissatisfied
employee is not self motivated
Productivity – has always been a serious concern of
the management of firms 3. Expectancy Theory
o Motivation model based on the assumption that
Higher Productivity – is not a result of chance, it an individual will work depending on his
happens because of harder, more efficient, and more perception of the probability of his expectations
intelligent work made by the employees to happen.
o Motivation is determined by expectancies and
Motivating – act of giving employees reason or valences.
incentives to work to achieve organizational objectives o Expectancy – a belief about the likelihood or
probability that a particular behavioral act (like
Motivation – process of activating behavior, sustaining attending training sessions) will lead to a
it, and directing it toward a particular goal particular outcome (like a promotion)
o Valence – the value an individual places on the
Factors Contributing to Motivation expected outcomes or rewards
1. Willingness to do a job. People who like what they o Expectancy theory is based on the following
are doing are highly motivated to produce the assumptions:
expected output. i. A combination of forces within the individual
2. Self-confidence in carrying out a task. When and in the environment determines behavior
employees feel that they have the required skill ii. People make decisions about their own
and training to perform a task, the more motivated behavior and that of organizations
they become. iii. People have different types of needs, goals,
3. Needs satisfaction. People will do their jobs well if and desires
they feel that by doing so, their needs will be iv. People make choices among alternative
satisfied. behaviors based on the extent to which they
think a certain behavior will lead to a desired
Theories of Motivation outcome
1. Maslow’s Needs Hierarchy Theory
o Abraham Maslow, a psychologist, theorized that 4. Goal Setting Theory
human beings have basic needs which are as o Process of “improving performance with
follows: objectives, deadlines or quality standard”
a. Physiological Needs – concerned with biological o The goal setting model drawn by Edwin A. Locke
needs like food, drink, rest, and sex; these needs and his associates consists of the following
take priority over other needs components:
b. Security Needs – include freedom from harm i. Goal Content – To be sufficient in content,
coming from the elements or from other people, goals must be challenging, attainable, specific
financial security which may be affected by loss and measurable, time-limited, and relevant
of job or the breadwinner in the family ii. Goal Commitment – When individuals or
c. Social Needs – employee strive to secure love, groups are committed to the goals they are
affection, and the need to be accepted by peers supposed to achieve, there is a chance that
d. Esteem Needs – refer to the need for a positive they will be able to achieve them
self-image and self-respect and the need to be iii. Work Behavior – Goals influence behavior in
respected by others terms of direction, effort, persistence, and
e. Self-Actualization Needs – topmost level needs planning.
in the hierarchy, it involve realizing our full iv. Feedback Aspects – Feedback provide the
potential as human beings and becoming all that individuals with a way of knowing how far
we are able to be they have gone in achieving objectives
2. Herzberg’s Two-Factor Theory Techniques of Motivation
o Frederick Herzberg developed this theory, it 1. Motivation Through Job Design
indicates that a satisfied employee is motivated
o A person will be highly motivated to perform is he
is assigned a job he likes
o Job Design – specifying the tasks that constitute a
job for an individual or a group
o In motivating through the use of job design, two
approaches may be used:
Fitting People to Jobs -