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A rts

Bu s i n es s
C erti f i cati o n s

HumanResourceManagement(MGT501)

VU

C o m m erce

Lesson31

C o m p u ter S ci en ce

MOTIVATION

E arth S ci en ces
E n g i n eeri n g

TableofContents:

Afterstudyingthischapter,studentsshouldbeabletounderstandthefollowing:

English

1. INTRODUCTIONTOHRM:GrowingIm

A.ExplainMotivation

Fo rm al S ci en ces

2. ESSENTIALSOFMANAGEMENT:Conc

Heal th S ci en ces

LESSONOVERVIEW

Man ag em en t

Thefocusisonmanagingmotivationandoutcomestoboostperformance,oneofthemostimportantroles
ofanymanager.Thischapterexplorestheelementsofmotivationandintroducestheexpectancymodel,

Marketi n g
Mas s C o m m
Natu ral S ci en ces
Po l i ti cal S ci en ce

4. PEOPLEANDTHEIRBEHAVIOR:Why

discussingindividual,jobrelated,andorganizationalinfluencesonmotivation.Inaddition,thechapter
investigateshowmanagerscanuseopportunitiesandoutcomestomanageemployeeperformanceonthe

5. INDIVIDUALVS.GROUPBEHAVIOR:W

6. PERSONNELMANAGEMENTTOHUM

job.

S o ci al S ci en ces

A.Motivation
Motivationistheinnerdrivethatdirectsaperson'sbehaviortowardgoals.Motivationcanbedefinedasa

processwhichenergizes,directsandsustainshuman

S i teMap

behavior.InHRMthetermreferstoperson'sdesire
todothebestpossiblejobortoexertthemaximum

Li n ks

3. ORGANIZATIONANDCOMPONENTS

7. HRMINACHANGINGENVIRONMENT

8. HoworganizationCultivateaDiverseW

9. FUNCTIONSANDENVIRONMENTOF
Need

10. LINEANDSTAFFASPECTSOFHRM:

11.LEGALCONTEXTOFHRDECISIONS

Moremoneyfor

efforttoperformassignedtasks.Animportantfeature
ofmotivationisthatitisbehaviordirectedtowards

unexpectedmedicalexpenses

12. HUMANRESOURCEPLANNING(HRP

goal.
Whyismotivationimportant?

13. STRATEGICPLANNINGANDHRIS:HR

Goaldirectedbehavior

Motivationisimportantingettingandretaining

14. JOBANALYSIS:PurposesofthejobAn

Askforaraise
Workhardertogainapromotion

people.Motivationtoolsactasthegluethatlinks
individualstoorganizationalgoals,Inaddition,make

15. JOBANALYSIS:MethodsofCollectingJ

Lookforahigherpayingjob
Steal

16. JOBANALYSIS(CONTD.):SURPLUSO

individualsgobeyondthejobandbecreative.

I.TheMotivationProcess
Initssimplestform,themotivationprocessbegins

NeedSatisfaction

17. SOURCESOFRECRUITMENT:ALTER

Moremoney

18. SELECTION:InitialScreening,Advanta

19. SELECTIONTESTS:Characteristicsof

withaneed,anindividual'sperceptionof
adeficiency.Forinstance,anemployee

20. SELECTIONPROCESSCONTD:Bac

mightfeeltheneedformorechallenging
work,forhigherpay,fortimeoff,orfor
therespectandadmirationofcolleagues.1..Emplloyee
1Empoyee
Theseneedsleadtothoughtprocesses
thatguideanemployee'sdecisionto

IIdenttiiffiies
den
es
Needs
Needs

21. SOCIALIZATION:CompensationandB
2..Emplloyee
2Empoyee

3..Emplloyee
3Empoyee

Searrchesfforr
Sea cheso
WaysttoSattisffy
WaysoSaisy

SellecttsGoall
SeecsGoa

22. TRAININGANDDEVELOPMENT:Learn
23. MAXIMIZINGLEARNING:Followingup

Diirectted
Dreced

TheseNeeds
TheseNeeds

Behaviiorr
Behavo

24. CAREERMANAGEMENT:Individualcar

satisfythemandtofollowaparticular
courseofaction.Ifanemployee'schosen

25. PERFORMANCE:DeterminantsofJob

courseofactionresultsintheanticipated
6..Emplloyee
6Empoyee
outcomeandreward,thatpersonislikely
ReassessesNeed
as
se
e
tobemotivatedbytheprospectofaReDeefsiiecisieenncsiieNsed

similarrewardtoactthesamewayinthe
future.However,iftheemployee'saction

Dfc

ces

55.Employyee
.Emploee
ReecevvesEitther
RceiiesEiher

26. PERFORMANCEAPPRAISAL:Whatto

4..Emplloyee
4Empoyee

Reewaardsorr
R wrdso
Punisshmeents
Punihmnts

Perrfforrms
Peoms

27. JOBEVALUATIONANDPRICING:THE

28. COMPENSATIONSYSTEM:Pay,JobP

29. BENEFITS:TotalCompensation,Discre

doesnotresultintheexpectedreward,heorsheisunlikelytorepeatthebehavior.Thus,therewardactsas
feedbackmechanismtohelptheindividualevaluatetheconsequencesofthebehaviorwhenconsidering

30. ROLEOFMONEYINPERFORMANCE

futuresaction.

31. MOTIVATION:TheMotivationProcess,

II.CorePhasesoftheMotivationalProcess:

32. OCCUPATION,HEALTH&SAFETY:Ph

33. STRESSMANAGEMENT:Symptomsof

1.NeedIdentification:Firstphaseofmotivationprocessisneedidentificationwheretheemployeefeels

34. COMMUNICATIONINORGANIZATION

his/hersomeunsatisfiedneed.Themotivationprocessbeginswithanunsatisfiedneed,whichcreates
tensionanddrivesanindividualtosearchforgoalsthat,ifattained,willsatisfytheneedandreducethe

35. TRADEUNIONS:CollectiveBargaining,

tension.

36. CONFLICTANDNEGOTIATION:Trans

37. POWERANDPOLITICS:SourcesofPo
139

38. EMPLOYEERIGHTSANDDISCIPLINE

39. DISCIPLINE(CONT...):FactorstoCons

40. LEADERSHIP:TheLeadersBehavior,S

41. REVISION(LESSON1221):Plans,Job
HumanResourceManagement(MGT501)
2.SearchingWaystosatisfyneeds:Secondphaseisfindingthedifferentalternativesthatcanbeused

VU

42. REVISION(LESSON2226):Training,C

43. REVISION(LESSON2735):Classificat

44. INTERNATIONALDIMENSIONSOFHR

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45. CONCLUSION&REVIEW:Strategiesfo

tosatisfytheneeds,whichwerefeltinfirststage.Theseneedsleadtothoughtprocessesthatguidean
employee'sdecisiontosatisfythemandtofollowaparticularcourseofaction
3.SelectingGoals:Onceiftheneedisassessedandemployeeisabletofindoutthewaytosatisfythe
needthannextphaseisselectionofgoalstobeperformed.
4.EmployeePerformance:Theseneedsleadtothoughtprocessesthatguideanemployee'sdecisionto
satisfythemandtofollowaparticularcourseofactioninformofperformance.
5.ConsequencesofperformanceReward/punishments:Ifanemployee'schosencourseofaction
resultsintheanticipatedoutcomeandreward,thatpersonislikelytobemotivatedbytheprospectofa
similarrewardtoactthesamewayinthefuture.However,iftheemployee'sactiondoesnotresultin
theexpectedreward,heorsheisunlikelytorepeatthebehavior
6.ReassessmentofNeeddeficiencies:Oncefeltneedissatisfiedthroughcertainrewardsinresponse
toperformancethanemployeereassessesanydeficienciesandentireprocessisrepeatedagain.
III.MotivationalTheories
Motivationtheoriesseektoexplainwhyemployeesaremotivatedbyandsatisfiedwithonetypeofwork
thananother.Itisessentialthatmangershaveabasicunderstandingofworkmotivationbecausehighly
motivatedemployeesaremorelikelytoproduceasuperiorqualityproductorservicethanemployeewho
lackmotivation
a.Maslow'sNeedHierarchy
AbrahamMasloworganizedfive
majortypesofhumanneedsinto
ahierarchy,asshowninFigure.
Theneedhierarchyillustrates
Maslow'sconceptionofpeople
satisfyingtheirneedsina
Self

specifiedorder,frombottomto
top.Theneeds,inascending

SelfEsteem

Thedesirefor

order,are:

Social
Security

1.Physiological(food,water,
andshelter.)
2.Safetyorsecurity
(protectionagainstthreat

Actualization

Physiological

Thedesire

Thedesirefor

afulfillinglife

statusand

andtofulfill

position

one'spotential

Thedesirefor
affiliationand
acceptance

forjobsecurity
Thedesirefor
food,shelter,
andclothing

anddeprivation)
3.Social(friendship,
affection,belonging,and
love)

Maslow'sHierarchyofNeeds

4.Ego(independence,
achievement,freedom,status,recognition,andselfesteem)
5.Selfactualization(realizingone'sfullpotentialbecomingeverythingoneiscapableofbeing.)
AccordingtoMaslow,peoplearemotivatedtosatisfythelowerneedsbeforetheytrytosatisfythehigher
need.Also,onceaneedissatisfieditisnolongerapowerfulmotivator.Maslow'shierarchy,however,isa
simplisticandnotaltogetheraccuratetheoryofhumanmotivation.Forexample,noteveryoneprogresses
throughthefiveneedsinhierarchicalorder.ButMaslowmakesthreeimportantcontributions.First,he
identifiesimportantneedcategories,whichcanhelpmanagerscreateeffectivepositivereinforcers.Second,
itishelpfultothinkoftwogenerallevelsofneeds,inwhichlowerlevelneedsmustbesatisfiedbefore
higherlevelneedsbecomeimportant.Third,Maslowsensitizedmanagerstotheimportanceofpersonal
growthandselfactualization.
Selfactualizationisthebestknownconceptarisingfromthistheory.AccordingtoMaslow,theaverage

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personisonly10percentselfactualized.Inotherwords,mostofusarelivingourlivesandworkingatour
livesandworkingatourjobswithalargeuntappedreservoirofpotential.Theimplicationisclear:Createa
workenvironmentthatprovidestraining,resources,givespeopleachancetousetheirskillsandabilitiesin
creativewaysandallowsthemtousetheirskillsandabilitieskincreativewaysandallowsthemtoachieve
moreoftheirfullpotential.
b.ExistenceRelatednessGrowth(ERG)Theory
Alderferfocusesonthreeneeds:existence,relatedness,andgrowth.Existenceneedsaresimilarto
Maslow'sphysiologicalneeds,andtothephysicalcomponentsofMaslow'ssecurityneeds.Relatedness
needsarethosethatrequireinterpersonalinteractiontosatisfytheneedsforthingslikeprestigeandesteem
fromothers.GrowthneedsaresimilartoMaslow'sneedsforselfesteemandselfactualization.
c.McGregor'sTheoryXandTheoryY
McGregor'sTheoryXrepresentedthetraditionalmanagementviewthatemployeesarelazy,was
uninterestedinwork,andneededtobeproddedtoperform.IncontrasthistheoryYviewedemployeesas
creative,complex,andmatureindividualsinterestedinmeaningfulwork.McGregorbelievedthatunderthe
rightcircumstances,employeeswouldwillinglycontributetheiringenuityandtheirtalentsforthebenefits
oftheorganization.Hesuggestedthatthemangersmotivateem0loyeesbygivingthemtheopportunityto
developtheirtalentsmorefullyandbygivingthemthefreedomtochoosethemethodstheywoulduseto
achieveorganizationalgoals.InMcGregor'sviewthemangersrolewasnottomanipulateemployeesbutto
aligntheirneedswithneedsoftheorganizationsothatemployeeswouldregulatetheirownactionsand

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performance.Theseinsightsleadresearchestoinvestigatetheoriginsandprocessesofmotivationmore
closely.
d.ExpectancyTheory
Expectancytheorystatesthataperson'smotivationtoexertacertainlevelofeffortisafunctionofthree
things:expectancy(E),instrumentality(I),andvalance(V).Motivation=ExIxV."E"istheperson's
expectancythathisorhereffortwillleadtoperformance,"I"representstheperceivedrelationshipbetween
successfulperformanceandobtainingthereward,and"V"referstotheperceivedvaluethepersonattaches
tothereward.
e.ReinforcementTheory
In1911,psychologistEdwardThorndikeformulatedthelaweffect:Behaviorthatisfollowedbypositive
consequencesprobablywillberepeated.Thispowerfullawofbehaviorlaidthefoundationforcountry
investigationsintotheeffectsofthepositiveconsequences,calledreinforcersthatmotivatebehavior.
Organizationalbehaviormodificationattemptstopeople'sactions.
Fourkeyconsequencesofbehavioreitherencourageordiscouragepeople'sbehavior
1.

PositiveReinforcementapplyingavaluedconsequencethatincreasesthelikelihoodthatthe
personwillrepeatthebehaviorthatledtoit.Examplesofpositivereinforcersinclude
compliments,lettersofcommendation,favorableperformanceevaluations,andpayraises.Equally
important,jobscanbepositivelyreinforcing.Performingwelloninteresting,challenging,or
enrichedjobs(discussedlaterinthischapter)ismuchmorereinforcing,andthereforemotivating,
thenperformingwellonjobsthatareroutineandmonotonous.

2.

NegativeReinforcementremovingorwithholdinganundesirableconsequence.Forexample,a
managertakesanemployee(oraschooltakesastudent)offprobationbecauseofimproved
performance.Frequentthreateningmemosadmonishedpeopletoachieveeveryoneoftheirmany
performancegoals

3.

Punishmentadministeringanaversiveconsequence.Examplesincludecriticizingorshoutingat
anemployee,assigninganunappealingtask,andsendingaworkerhomewithoutpay.Negative
reinforcementcaninvolvethethreatofpunishment,butnotdeliveringitwhenemployees
performsatisfactorily.Punishmentistheactualdeliveryoftheaversiveconsequence.

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4.

VU

Extinctionwithdrawingorfailingorfailingtoprovideareinforcingconsequence.Whenthis
occursmotivationisreducedandthebehaviorisextinguished,oreliminated.Examplesinclude
notgivingacomplimentforajobwelldone,forgettingtosaythanksforafavor,orsetting
impossibleperformancegoalssothatthepersonneverexperiencessuccess.Thefirsttwo
consequences,positiveandnegativereinforcement,arepositiveforthepersonreceivingthem:
Thepersoneithergainssomethingoravoidssomethingnegative.Therefore,thepersonwho
experiencestheseconsequenceswillbemotivatedtobehaveinthewaysthatledtothe
reinforcement.Thelasttwoconsequences,punishmentandextinction,arenegativeoutcomesfor
thepersonreceivingthem:Motivationtorepeatthebehaviorthatledtotheundesirableresults

willbereduced.
Thus,effectivemanagersgivepositivereinforcementtotheirhighperformingpeopleandnegative
reinforcementtolowperformance.Theyalsopunishorextinguishpoorperformanceandotherunwanted
behavior.
f.

Herzberg'sTwoFactorApproach

HerzbergTwoFactortheorydividesMaslow'sHierarchyintoalowerlevelandahigherlevelsetofneeds,
andsuggeststhatthebestwaytoprovidemotivationforanemployeeistooffertosatisfytheperson's
higherorderneeds,egoandselfactualization.Herzbergsaidthatlowerorderneeds,orhygienefactors,are
differentfromhigherorderneeds,ormotivators.Hemaintainsthataddingmorehygienefactorstothejob
isaverybadwaytomotivatebecauselowerorderneedsarequicklysatisfied.
g.McClelland(NeedsforAffiliation,Power,andAchievement)Theory
McClellandagreeswithHerzbergthathigherlevelneedsaremostimportantatwork.Hebelievestheneeds
foraffiliation,power,andachievementaremostimportant.HeandhisassociatesusetheThematic
ApperceptionTesttoidentifyaperson'sneedsforachievement,power,andaffiliation.Peoplewithahigh
needforachievementstriveforsuccess,arehighlymotivatedtoaccomplishachallengingtaskorgoal,
prefertasksthathaveareasonablechanceforsuccess,andavoidtasksthatareeithertooeasyortoo
difficult.Peoplewithahighneedforpowerenjoyrolesrequiringpersuasion.Peoplewithastrongneedfor
affiliationsarehighlymotivatedtomaintainstrong,warmrelationships.
h.Adam'sEquityTheory
Adams'sequitytheoryassumesthatpeoplehaveaneedforfairnessatwork,andtherefore,valueandseek
it.Peoplearemotivatedtomaintainabalancebetweenwhattheyperceiveastheirinputsorcontributions
andtheirrewardsascomparedtoothers.Thistheoryseemstoworkwhenpeoplefeeltheyareunderpaid,
butinequityduetooverpaymentdoesnotseemtohavethepositiveeffectsoneitherquantityorqualitythat
Adams'sequitytheorywouldpredict.
IV.MethodsforMotivatingEmployeesforEmployeeSatisfaction
a.Rewards:Peoplebehaveinwaysthattheybelieveareintheirbestinterest,theyconstantlylook

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forpayoffsfortheirefforts.Theyexpectgoodjobperformancetoleadtoorganizationalgoal
attainment,whichinturnleadsto
satisfyingtheirindividualgoalsorneeds.
Organization,then,userewardsto
motivatepeople.

Challllengiing
Chaengng
Jobs
Jobs

b.ChallengingJobs:Jobdesignrefersto

Equiittablle
Equabe
Rewards
Rewards

thenumberandnatureofactivitiesina
job.Thekeyissueiswhetherjobsshould
bemorespecializedormoreenrichedand
nonroutine.Jobdesignhasbeen
implementedinseveralways.

Job

Supporttiive
Supporve
Colllleagues
Coeagues

GoodWork
GoodWork
Enviironmentt
Envronmen

enlargementassignsworkerstoadditional
sameleveltaskstoincreasethenumberof

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taskstheyhavetoperform.Jobrotationsystematicallymovesworkersfromjobtojob.Job
enrichmentmeansbuildingmotivatorslikeopportunitiesforachievementintothejobbymakingit
moreinterestingandchallenging.Formingnaturalworkgroups,combiningtasks,establishing
clientrelationships,verticallyloadingthejob,andhavingopenfeedbackchannelsmayimplement
Jobenrichment.
c.

UsingMeritPay:Ameritraiseisasalaryincrease,usuallypermanent,thatisbasedonthe
employee'sindividualperformance.Itisacontinuingincrementratherthanasinglepaymentlikea
bonus.Relyingheavilyonmeritrewardscanbeaproblembecausethereinforcementbenefitsof
meritpayisusuallyonlydeterminedonceperyear.

d.UsingSpotAwards:Aspotawardisonegiventoanemployeeassoonasthelaudable
performanceisobserved.Theseawardsareconsistentwithprinciplesofmotivationbecausethey
arecontingentongoodperformanceandareawardedimmediately.
e.

UsingSkillBasedPay:Withskillbasedpay,employeesarepaidfortherange,depth,andtypes
ofskillsandknowledgetheyarecapableofusingratherthanforthejobtheycurrentlyhold.Skill
basedpayisconsistentwithmotivationtheorybecausepeoplehaveaselfconceptinwhichthey
seektofulfilltheirpotential.Thesystemalsoappealstotheemployee'ssenseofselfefficacy
becausetherewardisaformalandconcreterecognitionthatthepersoncandothemore
challengingjobwell.

f.

UsingRecognition:Someemployeeshighlyvaluedaytodayrecognitionfromtheirsupervisors,
peersandteammembersbecauseitisimportantfortheirworktobeappreciatedbyothers.
Recognitionhelpssatisfytheneedpeoplehavetoachieveandberecognizedfortheirachievement.

g.UsingJobRedesign:Jobdesignreferstothenumberandnatureofactivitiesinajob.Thekey
issueiswhetherjobsshouldbemorespecializedormoreenrichedandnonroutine.Jobdesignhas
beenimplementedinseveralways.Jobenlargementassignsworkerstoadditionalsameleveltasks
toincreasethenumberoftaskstheyhavetoperform.Jobrotationsystematicallymovesworkers
fromjobtojob.Jobenrichmentmeansbuildingmotivatorslikeopportunitiesforachievementinto
thejobbymakingitmoreinterestingandchallenging.Jobenrichmentmaybeimplementedby
formingnaturalworkgroups,combiningtasks,establishingclientrelationships,verticallyloading
thejob,andhavingopenfeedbackchannels.
h.UsingEmpowerment:Empowermentmeansgivingemployeestheauthority,tools,and
informationtheyneedtodotheirjobswithgreaterautonomy,aswellastheselfconfidenceto
performnewjobseffectively.Empowermentboostsemployees'feelingsofselfefficacyand
enablesthemtousetheirpotentialmorefully.
i.

UsingGoalSettingMethods:Peoplearestronglymotivatedtoachievegoalstheyconsciously
set.Settinggoalswithemployeescanbeaveryeffectivewayofmotivatingthem.Goalsshouldbe
clearandspecific,measurableandverifiable,challengingbutrealistic,andsetwithparticipation.

j.

UsingPositiveReinforcement:Positivereinforcementprogramsrelyonoperantconditioning
principlestosupplypositivereinforcementandchangebehavior.Expertsclaimitisbettertofocus
onimprovingdesirablebehaviorsratherthanondecreasingundesirableones.Thereareavariety
ofconsequencesincludingsocialconsequences(e.g.,peerapprovalorpraisefromtheboss),
intrinsicconsequences(e.g.,theenjoymentthepersongetsfromaccomplishingchallengingtasks),
ortangibleconsequences(e.g.,bonusesormeritraises).

k.UsingLifelongLearning:Lifelonglearningcanbeusedtodealwithproblemsofdownsizing
andemployeecommitment,andtocounterbalancetheirnegativeeffects.Itprovidesextensive
continuingtrainingandeducation,frombasicremedialskillstoadvanceddecisionmaking
techniques,throughouttheemployees'careers,whichprovideemployeestheopportunitytoboost

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theirselfefficacyandselfactualization.
V.Challengesofmotivatingemployees:
Motivationisnotasimplesubjectnotwopeoplerespondtopreciselythesamesetofmotivators.Mangers
faceseveralpressingissuesthatcomplicatethechallengesofmotivatingtheiremployees.
a.WorkforceDiversity:thecompositionoftheworkforcebecominglesshomogeneous.
Thisdiversitycomplicatesthetaskofmotivatingemployeesbecausemangersmust
considersomanymoremotivationalvariables
b.OrganizationalRestructuring:Thewaveofmergersandacquisitionsisfollowedby
massivelayoffsthatrepresentanotherchallenge.Employeeswhohavebeenletgofor
reasonunrelatedtotheirperformancemayquestionwhetherinitiativeandcreativityare
nowlessimportantthanpoliticalsurvivalskills.Moreover,employeeswhohaveseen
colleagues'losstheirjobsmayconcentrateonkeepingtheirownjobsandmaystoptaking
risksriskthatmightleadtonewproducts,newmarkets,orotheradvances.
c.FewerEntrylevelEmployees:Thelaborforceisgrowingathalftherateoftheprevious
decadethenumberofqualifiedcandidatesformostentrylevelpositionsisdecreasing.In
suchatightlabormarket,mangersfacenewchallengesinattractingretainingand
motivatingqualifiedentrylevelemployees.Managersmustalsodeterminehowtomotivate
underqualifiedcandidatestoupgradetheirskillsandeducationsothattheycanhandlethe
entryleveltasks.
d.Anoversupplyofmanagers:Inthemiddleandtopranksofmanagement,quitedifferent
phenomenoniscausingorganizationalheadaches.Thenumberofseniormanagement
positionsisfarfewerthanthenumberofdeservingcandidates,andthetrendtowardflatter
organizationsonlymakesmattersworseforpeoplewhowanttoclimbthehierarchal
ladder.
Asmanagersinorganizationscometogripswiththeseincreasinglyurgentchallenges,theymustunderstate
theforcesthatderiveemployees'actions,howemployeeschanneltheiractionstowardsgoals,andhowhigh
performancebehaviorcanbesustained.
KeyTerms
Extinction
Punishment

withdrawingorfailingorfailingtoprovideareinforcingconsequence.
administeringanaversiveconsequence.

PositiveReinforcement
applyingavaluedconsequencethatincreasesthelikelihoodthatthe
personwillrepeatthebehaviorthatledtoit.
Motivation

Motivationistheinnerdrivethatdirectsaperson'sbehaviortowardgoals.

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