NAME : JESSA MAE V.

INOSANTO, MBA 1
SUBJECT : Organizational Behavior

TOPIC: MOTIVATION

1. THEORIES OF MOTIVATION
2. MOTIVATIONAL METHODS AND PROGRAMS

Note: Continuation of the report of Ms. Stephany Anne Inolino.

THEORIES OF MOTIVATION

c. Acquire Needs Theory

According to this theory by David McClelland, individuals acquire three types of needs
as a result of their life experiences. These needs are the need for achievement, the
need for affiliation, and the need for power.
The three motivators are:

 Achievement: a need to accomplish and demonstrate own competence.

People with a high need for achievement prefer tasks that provide for personal
responsibility and results based on their own efforts. They also prefer quick
acknowledgement of their progress.

 Affiliation: a need for love, belonging and social acceptance.

People with a high need for affiliation are motivated by being liked and accepted
by others. They tend to participate in social gatherings and may be
uncomfortable with conflict.

 Power: a need for control owns work or the work of others.

People with a high need for power desire situations in which they exercise power
and influence over others. They aspire for positions with status and authority and
tend to be more concerned about their level of influence than about effective
work performance.

d. Two Factor Theory or Herzberg’s or the Motivation-Hygiene Theory

Frederick Herzberg approached the question of motivation in a different way. By asking

individuals what satisfies them on the job and what dissatisfies them, he came to the
conclusion that aspects of the work environment that satisfy employees are very
different from aspects that dissatisfy them.

The two-factor theory of motivation includes hygiene factors and motivators.

 “Hygiene” Factors or extrinsic motivators

These factors tend to represent more tangible, basic needs—i.e., the kinds of
needs included in the existence category of needs in the ERG theory or in the
lower levels of Maslow’s hierarchy of needs. Improving these factors decreases
job dissatisfaction.

It’s important for managers to realize that not providing the appropriate and
expected extrinsic motivators will sow dissatisfaction & decrease motivation
among employees.

Examples:
Working conditions, co-workers relations, company policies and rules,
supervisor quality, base wage, salary, safety, and security on the job.

 Motivators Factors or intrinsic motivators

These tend to represent less tangible, more emotional needs—i.e., the kinds of
needs identified in the “relatedness” and “growth” categories of needs in the ERG
theory and in the higher levels of Maslow’s hierarchy of needs.

These are the conditions that truly encourage employees to try harder and are
essential to the job. Improving these factors increases job satisfaction.

Examples:
Achievement, recognition, responsibility, interesting work, advancement, and
personal growth opportunities.

e. Expectancy Theory

Victor Vroom stated that people will be highly productive and motivated if two
conditions are met: 1) people believe it is likely that their efforts will lead to successful
results and 2) those people also believe they will be rewarded for their success.

People will be motivated to exert a high level of effort when they believe there are
relationships between the efforts they put forth, the performance they achieve, and the
outcomes/ rewards they receive.

Vroom's Expectancy Theory is based on these three components:

 Expectancy

This relates efforts to performance. “Will my effort lead to high performance?”

 Instrumentality

The belief that the performance is related to rewards. “Will performance lead to
outcomes?”

 Valence
The value or strength one places on a particular outcome or reward. “Do I find
the outcomes desirable?”

f. Equity Theory

John Stacey Adams explained that this theory is based on the idea that individuals are
motivated by fairness. Moreover, our sense of fairness is a result of the social
comparisons we make.

It calls for a fair balance to be struck between an employee's inputs and an employee's
outputs.

 Inputs

Those things that an individual does in order to receive an output. They are the
contribution the individual makes to the organization.

Examples:

Hard work, loyalty, commitment, flexibility, skill level, acceptance,

enthusiasm, and any personal sacrifices made.

 Outputs or “outcomes”

The result an individual receives as a result of their inputs to the organization.

Some of these benefits will be tangible, such as salary, but others will be
intangible, such as recognition.

Examples:

Salary, allowances, recognition, bonus, pension, promotion, company car,

sense of achievement and other benefits

g. Goal Setting Theory

According to Edwin Locke, these are the effects of setting goals on subsequent
performance. Individuals who set specific, difficult goals performed better than those
who set general, easy goals.

There are five basic principles of goal-setting:

 Clarity

A clear, measurable goal is more achievable than one that is poorly defined. Be
specific! The most effective goals have a specific timeline for completion.

 Challenge

The goal must have a decent level of difficulty in order to motivate you to strive
toward the goal.
 Commitment

Put deliberate effort into meeting this goal. Share your goal with someone else in
order to increase your accountability to meet that goal.

 Feedback

Set up a method to receive information on your progress toward a goal.

 Task complexity

If a goal is especially complex, make sure you give yourself enough time to
overcome the learning curve involved in completing the task. 

MOTIVATIONAL METHODS AND PROGRAMS

a. Motivation through Job Design

One way of motivating employees is to make their job challenging so that workers who is
responsible for it enjoys doing it. This management activity is called job design.

Three important concepts in designing jobs are:

 Job Enrichment

The practice of building motivating factors like responsibility, achievement, and

recognition into job content. It provides the worker with a more exciting job and it
increases his job satisfaction and motivation.

An enriched job has any or all of the following characteristic:

1. Direct Feedbacks
2. Client relationships
3. New learning
4. Control over method
5. Control over scheduling
6. Unique experience
7. Direct communication authority
8. Control over resources
9. Personality accountability

 Job Characteristics Model

It focuses on the task and interpersonal demands of a job. This method

emphasizes the interaction between the individual and the specific attributes of
the job.

Five core job characteristics:

1. Skill Variety
2. Task Identity
3. Task significance
4. Autonomy
5. Feedback

 Job Crafting

This is the physical and mental changes workers make in the task or relationship
aspect of their jobs.

Common types of Job Crafting are:

1. Changing the number and type of job tasks;

2. Changing the interaction with others on the job; and
3. Changing one’s view of the job.

b. Organizational Behavior Modification

This is actually the application of reinforcement theory in motivating people at work.

Reinforcement Theory means the contention that behavior is determined by its

consequences.

The typical OB Mod program consists of a five-step problem-solving model.

1. Identifying critical behaviors that make a significant impact on the employees' job
performance.
2. Developing baseline data which is obtained by determining the number of times the
identified behavior is occurring under present conditions.
3. Identifying behavioral consequences of performance.
4. Developing and implementing an intervention strategy to strengthen desirable
performance behaviors and weaken undesirable behaviors.
5. Evaluating performance improvement.

c. Motivation through Recognition and Pride

Recognition is a natural human need and it is a strong motivator.

Pride is also a motivator, but one that is intrinsic. Workers who achieve outstanding
performance experience the emotion of pride.

d. Motivation through financial incentives

Monetary rewards paid to employees because of the output they produce, skills,
knowledge, and competencies or a combination of these factors.

Financial incentives take the form of any of the following:

 Time rates
Using the number of hours worked as a means of determining rewards.

 Payment by results

Links to pay to the quantity of the individual’s output.

 Performance and profit related pay

Performance - considers results plus actual behavior in the job. The bonus is a
reward given to employees for recent performance rather than historical
performance.

Profit Related - pay is linked to company profits in the form of direct cash outlay
or allocation of stock options.

 Skill/competency based pay

A pay plan that sets pay levels on the basis of how many skills employees have
or how many jobs they can do.

 Cafeteria or flexible benefits system

A benefit plan that allows each employee to put together a benefit package
individually tailored to his or her own needs & situation.

END.