Engineering Management (Chapter 7)

Motivating the act of giving employees reasons or incentives to work to achieve organizational objectives. Motivation the process of activating behavior, sustaining it, and directing it toward a particular goal. 1. Activating 2. Sustaining 3. Directing three stages of motivation 1. Willingness to do a job 2. Self-confidence in carrying out a task 3. Needs satisfaction Factors contributing to motivation. 1. Maslow's need hierarchy theory 2. Herzberg's two-factor theory 3. Expectancy theory 4. Goal setting theory Theories of motivation Abraham Maslow a psychologist who theorized that human beings have five basic needs. 1. Physiological 2. Security 3. Social 4. Esteem 5. Self-actualization Five basic needs according to Maslow Physiological Needs those that are concerned with biological needs like food, drink, rest, and sex. Security Needs these needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc. Social Needs these needs include striving to secure love, affection, and the need to be accepted by peers. Esteem Needs these needs include the need for a positive self-image and self-respect and the need to be respected by others. Self-actualization Needs these needs include realizing our full potential as human beings and becoming all that we are able to be. Two-Factor theory developed by Frederick Herzberg who indicated that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated. Satisfiers (or motivation factors) factors responsible for job satisfaction such as achievement, recognition, work itself, responsibility, advancement, and growth. Dissatisfiers (or hygiene factors) factors responsible for job dissatisfaction such as company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security. Expectancy theory a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen. Expectancy a belief about the likelihood or probability that a particular behavioral act will lead to a particular outcome. Valence the value an individual places on the expected outcomes or rewards. Goal setting refers to the process of improving performance with objectives, deadlines or quality standard. 1. Goal content 2. Goal commitment 3. Work behavior 4. Feedback aspects The goal setting model drawn be Edwin A. Locke consists of the following components: Feedback provide the individuals with a way of knowing how far they have gone in achieving objectives. 1. Motivation through job design 2. Motivation through rewards 3. Motivation through employee participation 4. Other motivation techniques for diverse work force Techniques of motivation Job design specifying the tasks that constitute a job for an individual or a group. 1. Fitting people to jobs 2. Fitting jobs to people Two approaches in motivating through the use of job design 1. Realistic job previews 2. Job rotation 3. Limited exposure Three remedies that may be adapted (Fitting people to jobs) Realistic job previews where management provide honest explanations of what a job actually entails. Job rotation where people are moved periodically from one specialized job to another. Limited exposure where a worker's exposure to a highly fragmented and tedious job is limited. 1. Job enlargement 2. Job enrichment two methods used in fitting jobs to people Job enlargement where two or more specialized tasks in a workflow sequence is combined into a single job. Job enrichment where efforts are made to make jobs more interesting, challenging, and rewarding. Rewards consist of material and psychological benefits to employees for performing tasks in the workplace. 1. Extrinsic 2. Intrinsic rewards may be classified into two categories Extrinsic those which refer to payoffs granted to the individual by another party. Intrinsic rewards those which are internally experienced payoffs which are self-granted. 1. Setting goals 2. Making decisions 3. Solving problems 4. Designing and implementing organizational changes specific activities where employees may participate