EMG WEEK 8 Leading Function (Motivation); Staffing (Work Specialization & Job Design; Movement of Personnel)

Module 2 quiz. Week 8 to 13

Motivation

The inner drive that makes a person put in effort, sustain it, and direct it toward goals

Motivation

often comes from challenge, mastery, recognition, and fairness — not just salary.

Maslow’s Hierarchy

1 of 6 Theories of motivation

Physiological: hazard pay, proper PPE.

o Safety: secure contracts, accident insurance

o Belonging: team bonding, recognition events.

o Esteem: employee-of-the-month for engineers.

o Self-Actualization: letting engineers design solutions or lead innovation projects.

Herzberg’s Two-Factor Theory

2 of 6 Theories of motivation

Hygiene (prevent dissatisfaction): working tools, salary, policies. o Motivators (drive satisfaction): recognition, growth opportunities. o Example: An engineer with no laptop will be dissatisfied (hygiene). But giving them ownership of a new automation tool motivates (motivator).

Vroom’s Expectancy Theory (E × I × V):

3 of 6 Theories of mottivation

Effort → Performance: “If I work hard, I can finish site inspections.” o Performance → Reward: “If I finish inspections, I’ll get recognition/promotion.” o Value: “I care about recognition and growth.” o Example: A junior staff won’t be motivated by vague praise. But if effort clearly leads to promotion to engineer II, motivation strengthens.

Equity Theory (Adams):

4 of 6 Theories of mottivation

People compare effort vs. reward with peers. o Example: If one engineer gets promoted despite same output, others feel demotivated

Goal-Setting Theory (Locke):

5 of 6 Theories of mottivation

Clear, specific, and challenging goals motivate best. o Example: “Install 20 fiber poles in 2 weeks” is more motivating than “Do your best.”

Self-Determination Theory:

6 of 6 Theories of motivation

o Autonomy: freedom to choose methods. Eng’r King Francis M. Gamboa, MBA o Competence: training and mastery. o Relatedness: team collaboration. o Example: Allowing engineers to propose new testing procedures enhances ownership.

Work Specialization

Definition: dividing tasks so each worker focuses on a specific job. • Advantage: efficiency, faster training. • Disadvantage: monotony, boredom, low creativity.

High specialization

e.g. of specilization

One engineer only splices fiber all day.

Low specialization

e.g. of specilization

Engineer handles survey, splice, and testing.

Balanced

e.g. of specilization

Use job rotation – rotate engineers weekly to avoid fatigue.

Classical Approach

1 of 2 job design approaches

focus on efficiency (assembly-line).

Behavioral Approach

2 of 2 job design approaches

focus on motivation and satisfaction.

Hackman & Oldham’s Job Characteristics Model (JCM)

The more dimensions, the higher motivation, satisfaction, and performance

Skill Variety

Core dimension 1

Different skills needed

Engineer handles both site survey & documentation

Task Identity

Core dimension 2

Completing whole task

Team owns an entire fiber rollout section

Task significance

Core dimension 3

Impact of work

Engineers know they connect communities to internet

Autonomy

Core dimension 4

Freedom in decision

Field engineer decides inspection route

Feedback

Core dimension 5

Knowledge of results

Real-time dashboard showing site progress

Recruitment & Selection

1 of 6 Movement of Personnel/staffing flow

job fairs, technical exams, behavior-based interviews.

Placement & Onboarding

2 of 6 Movement of Personnel/staffing flow

assign based on strengths, orient with buddy system

Transfers

3 of 6 Movement of Personnel/staffing flow

moving staff from NCR to Visayas rollout when demand spikes.

Promotions

4 of 6 Movement of Personnel/staffing flow

promote high-performing engineers to team leads.

Demotions/Separation

5 of 6 Movement of Personnel/staffing flow

handle with fairness and compliance (DOLE).

Retention

6 of 6 Movement of Personnel/staffing flow

career growth, learning paths, recognition, work-life balance