MALANO, Gian Harvee

CET 0221-3 | Engr. Jenalyn Q. Macarilay

VALENZUELA, Leanne Marie

Engineering Management | Written Report Schedule: Saturday: 1:00 PM - 3:00 PM

Group 7. Motivating

Introduction:

• Productivity has always been a serious concern of the management of firms.

• One reason why the Philippine economy cannot move steadily forward is our record of
low productivity for so many years.
• Relationship between productivity and motivation
o Motivation: is the driving force behind actions or performance of an individual.
o Productivity: refers to the measure on how efficient an individual is in executing
a task.
o increased in motivation generally leads to increased productivity

• The relationship between motivation and productivity can be further supported by

a study published on October 29, 2013, by Gilchrist, Luca, & Malhotra at Harvard Business
School, wherein they stated that "paying people more than they expect may elicit
reciprocity in the form of greater effort or productivity". According to their findings,
monetary incentives indeed contribute to increased productivity. However, they also
emphasize that non-monetary factors such as respect, recognition, and autonomy play
significant roles as motivators in fostering a healthier and more productive workplace.

• Situation: A management of a construction firm want its employee to finish a project on

time
• Action: Various methods of motivation may be applied such implementation of overtime
compensation, bonuses, or performance-based reward.

The following are the topics and outline that we will be discussing in our report this
morning

Let’s now proceed to the first part of our report which will tackle about the difference
between MOTIVATION and MOTIVATING

• Motivation is simply the driving force behind our actions, which helps fuel our
engagement in activities resulting in a better performance towards a certain objective.
The diagram shown is the process of motivation where:

• NEED – is the starting point; in this part a lack of something important is felt; some
examples include hunger, lack of recognition, or longing for a sense of
accomplishment. Due to these unmet needs, internal tension is created.

• It is then followed by MOTIVATION itself where tension generated by the unmet need
creates a sense of urgency or drive to do something: This may also be identified as a
psychological force which pushes an individual towards fulfillment of the unmet needs.

• The third part of the process is the ACTION, where the actual behaviour then occurs;
this is motivated by the desire to address the underlying need and is an important step
in reaching goals

• And lastly, is the NEED SATISFACTION, in this part of the process, the actions are
already successful, and goals are already achieved. This creates a sense of
accomplishment and fulfillment in an individual.

FOUR TYPES OF MOTIVATION

• Intrinsic - This comes from within ourselves, driven by the enjoyment, satisfaction,
and sense of accomplishment associated with the activity itself.
FACTORS CONTRIBUTING TO MOTIVATION

o In WILLINGNESS TO DO A JOB, people seek curiosity, challenge, and purpose. In

this factor, people that are passionate with their job are highly motivated to produce
an expected output.

o SELF-CONFIDENCE IN CARRYING OUT A TASK – people seek for a growth mindset

and positive feedback. When employees feel that they have the required skill set and
training for a task, the more motivated they become.

o NEEDS SATISFACTION – people seek for financial security and social needs. In this
factor, people do their jobs well if they feel that by doing so, their needs will be satisfied.

THREE STAGES OF MOTIVATION

1. ACTIVATING- It's the spark that ignites the desire to take action. For example, an internal
need for food activates the desire to find one when feeling hungry.

2. SUSTAINING - Maintaining the effort towards achieving a goal. It's the fuel that keeps us
going even when faced with challenges or setbacks. For example, the excitement of
attending a concert (reward) sustains your motivation to endure long travel hours and a
tiring walk (challenge)."

3. DIRECTING - Focusing our efforts on a specific goal or outcome. This is the compass that
guides our behavior. For example, choosing a healthy restaurant (value) directs your
motivation to find a better restaurant over a fast-food joint (alternative option).
THE FOLLOWING THEORIES AIMS TO UNDERSTAND AND DISCUSS WHAT INFLUENCES
INDIVIDUAL INTO ACTING BASED ON THEIR NEEDS AND DESIRES.

MASLOW’S NEED HIERARCHY THEORY

MOREOEVR, THIS THEORY BY MASLOW IS HELPFUL AS IT IDENTIFY THE NEEDS OF AN
INDIVIDUAL AND PROMOTES MOTIVATION WHILE FOSTERING A HEALTHY WORK
ENVIRONMENT
• SATISFIED EMPLOYEE, meaning they are motivated by internal factors like
enjoyment, accomplishment, and personal growth. They find their work inherently
fulfilling and are driven to excel without relying solely on external rewards or avoiding
punishment.

• DISSATISFIED EMPLOYEE may be primarily focused on avoiding negative

consequences associated with their jobs, such as poor working conditions, lack of
recognition, or job insecurity.

SATISFIED:
• Intrinsic in nature, meaning they are inherent to the work itself.
• Directly contribute to job satisfaction and motivation.
• When present, they can lead to increased job satisfaction, motivation, and performance.
DISSATISFIED:
• Extrinsic in nature, meaning they are external to the work itself.
• Focus on preventing dissatisfaction rather than actively motivating employees.
• When inadequate, they can lead to dissatisfaction, but if adequate, they do not necessarily
lead to satisfaction.

• According to the diagram, it suggests that two types of factors influence motivation
in the workplace, those factors are SATISFIERS and DISSATISFIERS, according to
the diagram, removing dissatisfiers (hygiene factors) does not automatically lead to
motivation; it only brings employees to a neutral state. In order for MORIVATION to
occur, there should be an addition to motivators instead of just removal of
dissatisfiers.
• In this theory, individuals are also motivated by the belief that good performance
leads to valued outcomes (INSTRUMENTALITY)
THE FOLLOWING FIGURE SHOWS LOCKE’S GOAL SETTING THEORY PRINCIPLE:
1. CLARITY – this first principle aims to have a goal which is specific, measurable,
achievable, relevant, and time-bound (SMART).
2. CHALLENGE – the goal of the second principle is to be challenging to an individual
or group – with certain level of difficulty comes a motivation for a goal to be achieved.
3. COMMITMENT – this third principle is commitment
4. FEEDBACK– the fourth principle deals with knowing the importance of feedback while
working on a goal
5. TASK COMPLEXITY – The last and fifth principle is to identify task complexity and
make ample adjustment.
The Flow (How It Works):
1. Goal: A goal meeting the content criteria is set.
2. Moderators: The factors mentioned above are considered.
3. Work Behavior: The goal directs the individual's focus, effort, persistence, and the
development of strategies to succeed.
4. Performance: When all factors align well, the result is enhanced performance.

Goal Content:
1. Challenging: Goals should push individuals to perform beyond their current comfort level.
2. Attainable: While challenging, goals should still be within reach to avoid discouragement.
3. Specific and Measurable: Clear definitions and success metrics help assess progress.
4. Relevant: Goals should align with the individual's or the organization's broader objectives.
5. Time Bound: Having a deadline creates a sense of urgency.
Knowledge of Results/Feedback: Regular feedback helps employees track progress, adjust
strategies, and maintain motivation.

Moderators (factors that influence the process):

1. Task complexity: More complex tasks might require breaking down goals into smaller
steps.
2. Situational Constraints: Limited resources or unforeseen obstacles might impact goal
attainment.
3. Job Knowledge and Ability: Individuals need the right skills and knowledge to achieve
the goals.

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TECHNIQUES OF MOTIVATION

Engineering managers can leverage job design to create a motivated and engaged workforce.
This involves two key approaches: fitting people to jobs and fitting jobs to people.

1. Fitting People to Jobs

This approach focuses on matching individuals with jobs that align with their skills, interests,
and motivations.
• Job Rotation: This involves rotating personnel through different tasks or projects
within the team. This allows:
o Exposure to diverse experiences: Broadening an engineer's skillset and
knowledge base.
o Identification of talent: Discovering new strengths and interests of team
members.
• Selection: This involves carefully considering individual skills, preferences, and
personality during the hiring process to ensure a good fit with the job requirements
and team dynamics

2. Fitting Jobs to People

This approach focuses on enhancing existing jobs to be more fulfilling and motivating for the
individuals performing them.
• Job Enrichment: This involves adding additional responsibilities, autonomy, and
control to the job. Examples include:
o Increased decision-making: Allowing engineers to choose approaches and
tools within guidelines.
o Task variety: Assigning tasks that utilize diverse skillsets, preventing boredom.
o Whole task involvement: Giving engineers ownership of a complete task or
project, allowing them to see the bigger picture.
• Job Enlargement: This involves expanding the scope of the job by adding similar
tasks or duties. Examples include:
o Horizontal loading: Combining related tasks from different jobs within the
same level.
o Vertical loading: Assigning tasks with higher levels of responsibility, but still
within the engineer's skillset
Motivations Through Rewards
• The reward system is a common tool employers use to motivate their employees,
increase employee engagement and work efficiency. Employers can motivate
employees to do better at their jobs by rewarding their contribution to company goals.

Rewards may be classified into 2 categories:

1. Extrinsic Rewards – External factors that generally have some element of monetary
value associated with them, such as a salary increase, financial bonus or an award of
recognition.
Examples: Money, employee benefits, promotions, recognition, status symbols, praise, etc.
• Extrinsic rewards can be beneficial in the short term if an organization needs to quickly
complete a goal.
• The goal of extrinsic reward systems usually fulfills the desired outcome without
meeting the basic psychological needs of the employee.

2. Intrinsic Rewards – internal factors that motivate employees to want to complete specific
tasks and projects. These rewards are imparted by the psychological nature of our
abilities, feelings, and actions.
Examples: personal satisfaction, pride, and self-esteem.
• It can be beneficial in the long-term and work well for organizations where employees
are motivated and enjoy their work.
• It is driven by an internal personal interest in receiving positive reinforcement. To
benefit from intrinsic rewards, an individual must possess an autonomous mastery of
the task and a clear purpose for wanting to benefit from it.
Management of Extrinsic Rewards
1. It must satisfy individual needs:
• It is important to consider the different needs and preferences of employees when
creating extrinsic rewards. Different benefits, such cash incentives, recognition, or
professional growth, may inspire different personnel. Recognizing and meeting
individual needs improves the reward system's success.
2. The employees must believe effort will lead to reward:
• Employee motivation from extrinsic rewards depends on a strong and convincing
link between their efforts and the benefits they receive. Employees need to feel
that winning awards is a direct result of their performance and hard effort. This
belief is strengthened in part by an open and fair system of performance
evaluation.
3. Rewards must be equitable:
• When it comes to extrinsic reward management, fairness is essential. Workers
should believe that awards are distributed fairly, with bigger rewards going to those
who perform better or contribute more. Employee disappointed and demotivation
might result from unfair compensation systems.
4. It must be linked to performance:
• The performance of the person or the team should be closely connected to
extrinsic rewards. Ensuring that incentives are obtained through accomplishments
and contributions rather than random variables requires the establishment of
explicit performance measurements and criteria. This promotes a culture of
performance-driven leadership throughout the company.
Motivation through Employee Participation
• refers to those programs or activities that make employees work together to
achieve the best results for the company.
• It sometimes goes even further and refers to the process where employees actively
help make decisions. Through this, it will be the decision of the entire team. This
will motivate employees to get better engagement and also motivate them to
perform better and stay dedicated to their work.
Specific Activities where employees may be participated:
1. Setting goals: By giving them a specific goal to work toward, employees are more
motivated when they collaborate to set goals.
2. Making decisions: Employees are motivated by decision-making because it gives them
an opinion in what they do and makes them feel involved and accountable.
3. Solving problems: By using their abilities and creativity, employees are motivated to
solve problems and feel a sense of success when they overcome challenges.
4. Designing and implementing organizational changes: Employees who participate in
organizational changes are more motivated because they feel a sense of pride and
ownership in the organization's evolving success as they contribute ideas and adapt
There are (2) popular approaches to participation:

1. Quality control circles (QCC)

• Quality circles were originally described by W. Edwards Deming in the [Link] idea
was later formalized across Japan in 1962 and expanded by Kaoru Ishikawa.
• a method of direct employee participation.
• refers to a group of workers who meet to continually identify issues in the workplace,
analyze the issue, and work together to develop a solution. These circles are a small
group of individuals who do similar work or work in the same department and are led
by a supervisor.
• Quality Circles (QCC) are an effective means of promoting a continuous improvement
culture. Through regular meetings, individuals who are acknowledged as subject
matter experts are empowered to address issues, offer insights, and make confident
suggestions.

Quality Control Circles use particular strategies to maximize progress and address issues
efficiently. They mostly use the following methods:
• Brainstorming: Every member now has the chance to bring up concerns and make
suggestions. Each idea is recorded by a group member for assessment.
• Mind mapping: This is an efficient way to keep track of information and compile
concepts and facts. It helps with the initial phases of problem-solving.
• Pareto analysis: A good way is to arrange the tasks in order of importance and
determine which approaches could have the biggest influence on the issues.
• Cause and effect analysis: A straightforward, reader-friendly method of summarizing
problems and solutions is to write the cause and effect of the problems and solutions on
a fishbone diagram.
• Data gathering: This is necessary in order to confirm cause and effect. After this, the
data are analyzed.
• Charts, graphs and drawings: These are efficient methods for capturing and displaying
information about issues and their resolutions.
• Management: They supervise the project's execution and perform routine controls and
monitoring

2. Self-managed Teams
• also known as autonomous work groups or high-performance teams
• When workers have reached a certain degree of discipline, they may be ripe for
forming self-managing teams.
• They work on their own, turning out a complete product or service and receiving
minimal supervision from managers who act more as facilitators than supervisors.
• When a product or service is produced by a group of professionals or specialists,
they might as well be formed as a self-managed team to save on supervisory costs.
Requisites to successful employee participation program:
• Profit-sharing or gainsharing plan: Employees are inspired and delighted to contribute
when they realize that their efforts result in greater money for everyone.
• A long-term employment relationship with good job security: Employees who are
certain of long-term job security feel more comfortable and driven to put in their best work.
• A concerted effort to maintain group cohesiveness: When team members get along
and collaborate effectively, an enjoyable, positive atmosphere is created where members
appreciate being a part of the team.
• Protection of the individual employee’s rights: Fair and respectful treatment of all
people inspires workers to voice their opinions and contribute to the team, which in turn
creates a positive and motivated work environment
Other Motivation Techniques
• Flexible work schedules “flextime” – allows employees to determine their own arrival
and departure times within specified limits.
Example: In order to encourage work-life balance and accommodate individual
preferences, a company may offer flexible work schedules that let employees select their
preferred work hours or remote work choices. This approach increases employee
motivation and productivity.
o Alternative to this arrangement is the adaption of the forty-hour work in four days
allowing the employee to choose a “day-off”
o Mostly part time workers have a flexible work schedule.
• Family Support Service – employees are oftentimes burdened by family obligations like
caring for children.
Example: A company provides family support services, such as childcare aid, resources
for elder care, counseling, and flexible work schedules, to encourage staff members by
recognizing and resolving family-related issues, which raises job satisfaction, lowers
stress levels, and improves general well-being.
o Progressive companies provide daycare facilities for children of employee’s
• Sabbatical leave – given to an employee after a certain number of years of service. It
allows the employee to go on leave for 2 months to one year with pay to give him time for
family, recreations, and travel.
Example: Anna, a dedicated seven-year tech company employee, takes a three-month
paid sabbatical to pursue project management certification, returning with enhanced skills
and contributing effective project management strategies to ongoing initiatives.
o Often, sabbatical leave is paid, either with the full salary or a percentage of that
salary. However, some organizations may offer unpaid sabbatical leave.