ENGINEERING MANAGEMENT: MOTIVATING

MOTIVATION

• The act of giving employees reasons or incentives to work toward organizational objectives.

• Also described as the process of activating behavior, sustaining it, and directing it toward a particular

Willingness to do a job
Self-confidence in carrying out a task
Needs satisfaction

Factors Contributing to Motivation

Willingness to do a job

People who like what they are doing.

Self-confidence in carrying out a task

Employees feel they have the required skill to do their job.

Needs satisfaction

• People will do their jobs well if their needs are satisfied.

Maslow's Hierarchy of Needs Theory
Herzberg's 2-Factor Theory
Expectancy Theory
Goal Setting Theory

THEORIES OF MOTIVATION

MASLOW'S HIERARCHY OF NEEDS THEORY

theorized that human beings have 5 basic needs, arranged hierarchically. One need has to be satisfied first before the other needs.

Abraham Maslow

theorized HIERARCHY OF NEEDS THEORY

Physiological needs
Safety needs
Belongingness & love needs
Esteem needs
Self-actualization

The 5 levels - LOWEST TO HIGHEST

Physiological

Security

Social

Self-esteem and

Self-actualization

5 BASIC NEEDS

HERZBERG'S 2-FACTOR THEORY

• A satisfied employee is motivated from within to work harder.

• A dissatisfied employee is not self-motivated.

MOTIVATION FACTORS
HYGIENE FACTORS

HERZBERG'S 2-FACTOR THEORY - Two classes of factors

MOTIVATION FACTORS

Responsible for job satisfaction

HYGIENE FACTORS

Responsible for job dissatisfaction

Frederick Herzberg

HERZBERG'S 2-FACTOR THEORY theorized by

EXPECTANCY THEORY

the theory that deals with a motivation model based on the individual's perception of the probability that expectations will happen.

Victor H. Vroom

EXPECTANCY THEORY theorized by

Effort -> Performance -> Outcome -> Motivation

EXPECTANCY THEORY KEY CONCEPTS

EXPECTANCY

The perceived probability that effort will lead to good performance.

INSTRUMENTALITY

The perceived probability that good performance will lead to desired outcomes.

VALENCE

The value of expected outcomes to the individual.

1. Forces within the individual and in the environment determines behavior.
   
   

2. People make decisions about their own behavior and that of the organization.
   
   

3. People have different types of needs, goals, and desires.
   
   

4. People make choices based on perceived outcomes.

Assumptions of Expectancy Theory

GOAL SETTING THEORY

The process of improving performance with objectives, deadlines, or quality standards.

Edwin A. Locke

GOAL SETTING THEORY theorized by

Goal Content
Goal Commitment
Work Behavior
Feedback Aspects

Locke's Goal Setting Model

Goal Content

When goals are challenging, higher performance may be expected.

Goal Commitment

High commitment to goals means a higher chance of achieving them.

Work Behavior

• Goals influence behavior.

• They provide a reason to act toward achieving them.

Feedback Aspects

• Provides information on the level of achievement of set goals. Engineering Management

Motivating Through Job Design
Motivating Through Rewards
Motivating Through Employee Participation
Other Motivation Techniques for a Diverse Workforce
- Flexible Work Schedule
- Family Support Services
- Sabbaticals

TECHNIQUES OF MOTIVATION

Fitting People to Jobs
Fitting Jobs to People

Motivating Through Job Design 2 Approaches

Fitting People to Jobs

Match people to suitable jobs.

Fitting Jobs to People

Adapt the job to the employee. Job enlargement & Job enrichment

• Must satisfy individual needs.

• Employees must know that efforts are rewarded.

• Must be equitable.

• Must be linked to performance.

Motivating Through Rewards

Motivating Through Employee Participation

When there is personal involvement, there is a high chance of achieving goals.

Quality Control Circles

Self-Managed Teams

Motivating Through Employee Participation 2 Approaches

Quality Control Circles

Objective: increase productivity and quality of output.

Self-Managed Teams

Take on traditional managerial tasks as part of their normal work routine.

• Profit-sharing or gain-sharing plan

• Long-term employment relationship with good job security

• Concerted effort to build and maintain group cohesiveness

• Protection of the individual employee's rights

Requisites to Successful Employee Participation

Flexible Work Schedule
Family Support Services
Sabbaticals

Other Motivation Techniques for a Diverse Workforce

Flexible Work Schedule

A Motivation Technique that deals with Flexitime arrangement

Family Support Services

A Motivation Technique that deals with Providing care/facilities for the employee's family.

Sabbaticals

A Motivation Technique that is given to an employee for a certain number of years of service.