Republic of the PhilippinesCentral Philippine UniversitySchool of Graduate Studies

Course: Educ. 603/ Administrative BehaviorProfessor: Nelly Guillen, RN, MAN, Ph.DReporter: Joyce B. Albaladejo, RNObjectives:

Define motivation and discuss the difference between intrinsic and extrinsic motivation. Explain the difference between current and traditional approaches to motivation Explain the hierarchy of needs theory and its implications to motivation Define job design and explain how job characteristics influence an employee’s motivation. Discuss the pros and cons of job design

MOTIVATION AND JOB DESIGN

MotivationIs the willingness to exert high levels of effort towards an organizational goal.It also refers to the forces either within or external to a person that energize, direct, and maintain

behavior. NEED

Tension (motivator)

Positive behavior Negative behavior

Rewards Sanction

Intrinsic Extrinsic

Intrinsic Rewards – are the satisfaction a person receives while performing a particular action.Extrinsic Rewards – are given by another person as a result of the employee’s performing a particular action such as completion of a task, good performance, or positive behavior.

Foundations of BehaviorTraditional Approach

This approach to motivation emphasized on increasing the efficiency of an employee’s job and providing economic rewards for high performance.

Human Relations ApproachThe concept of a “social man” was born. This gives relevance to non-3conomic rewards such as

congenital work groups that met the social needs. And social needs are more important motivator of work than money.

Human Resource ApproachSuggests that employees are complex and motivated by many factors.

Contemporary ApproachThis type of approach is dominated by 3 theory types, namely, the content theories, the process

theories and the reinforcement theories.Content Theories- stress the analysis of underlying human needs.Process theories – concerns with the thought process that influence behaviorReinforcement theories – focused on how employees can be encouraged to learn desired work

behaviors.

MOTIVATION BY DIFFERENT NEEDS

Abraham Maslow’s Hierarchy of Needs – proposes that humans are motivated by multiple needs and these needs vary in importance

Physiologic Needs – food, water, sex, adequate heat, air and base salary.Safety Needs – safe and secure physical and emotional environment and freedom from threats, safe

job, fringe benefits, and job security.Belongingness Needs – desire to be accepted, loved, work groups and positive relationship with

supervisors.

Esteem Needs – desire for positive self-image like receive attention, recognition and appreciation from others.

Self-Actualization Needs – needs for developing potentials, increasing competence and becoming a person

Needs are satisfied in sequence, so lower level needs must be satisfied first before going to the higher level.

ERG theoryProposed by Clayton Alderfer in an effort to simplify Maslow’s Theory.

Categories of needs:Existence – need for physical well-being.Relatedness – needs for satisfactory relationship with othersGrowth needs – needs for the development of human potential and the desire fro personal growth

and increased competenceAn individual may move up as well as down the hierarchy, depending on their ability to satisfy

needs.

Acquired Needs TheoryFocuses on how individual needs can change over time. It proposes that certain type of needs are acquired during an individual’s lifetime

Need for achievement is the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others.

Need for affiliation is the desire to form a close personal relationship, avoid conflict and establish warm friendship.

Need for power is the desire to influence or control others, be responsible for others and have authority over others

Theory X and theory YProposed by Douglas McGregor from which he labeled that human beings have 2 distinct views: the

negative view is theory X and the positive one is theory Y. he concluded that a manager’s view of an employee’s behavior or nature is being based on certain assumptions and that they tend to mold their behavior towards their subordinate’s own assumption.Theory X Theory Y1. Employees dislike work and attempt to avoid it. 1. Employees consider work as natural as play.2. They must be coerced or controlled or threatened 2. People exercise self-direction and control if they with punishment to achieve goals. are committed to their objectives.3. Employees avoid responsibilities and seek formal 3. An average person can learn to accept and seekdirection whenever possible. responsibility.4. Most workers place security above all other factors 4. The ability to innovate decisions is widelyAssociated with work and would display little ambition dispersed throughout the population

MOTIVATION FROM PERFORMING A BEHAVIOR OR JOB

Cognitive Evaluation TheorySuggests that providing extrinsic rewards for behaviors that have previously been intrinsically

rewarding tends to decrease motivation. Two kinds of Motivational SystemIntrinsic - achievement, responsibility and competence or motivators that comes from performing the task.Extrinsic – pay, promotion, feedback and positive working conditions.

Analysis: In work situation, there may come a time that an individual may question why he is performing a behavior. If at some point they come to believe that it is because of the pay or working conditions rather than the internal need to perform well, this will decrease their intrinsic motivation.

Two-Factor TheoryDeveloped by Frederick Herzberg and he suggested that work characteristics associated with dissatisfaction are quite different from those pertaining to satisfaction, which prompted notions that two factors influence work motivation.

Hygiene factors: involves the presence or the absence of dissatisfiers, such as working conditions, pay, company policies and interpersonal relationships

Motivator factors: relates to high level needs such as achievement, recognition, responsibility and opportunity for growth

Job Characteristic Theory This theory is focused on how job characteristics might meet employee’s needs.

It consists of 4 major Approaches:I. Motivational ApproachII. Mechanistic ApproachIII. Biological ApproachIV. Perceptual-Motor Approach

Motivational Approach Uses the job characteristic model of Hackman and Oldham which is concerned in work redesign.

Work Redesign – is defined as alternating job to increase both the quality of employees’ work experience and their productivity. It consists of 3 major parts:

A. Core job Dimensions – determines the job’s motivational potentialB. Critical Psychological State – includes the meaningfulness of the job, responsibility, and knowledge

of result.C. Employee growth-need strength – need for growth and development of an employee.

According to this theory, any job could be described in terms of five core job dimensions:1. Skill variety – the degree to which the job requires a variety of different activities so the worker

could use a number of different skills and talent.2. Task identity – the degree to which the job requires completion of a whole identifiable piece of work.3. Task significance – the degree to which the job has a substantial impact on the lives or work of other

people.4. Autonomy – the degree to which the job provides substantial freedom, independence, and discretion

to the individual in scheduling the work and determining the procedures in carrying it out.5. Feedback – the degree to which carrying out the work activities required by the job results in the

individual obtaining direct and clear information about the effectiveness of his/her performance.Context satisfaction refers to an employee’s satisfaction with work condition such as pay, supervision, co-worker and job security.

Mechanistic Approach Is focused on identifying the simplest way to perform a job to maximize efficiency.

Biological Approach Is focused on individual’s physical capabilities and limitations. This is based on Ergonomics.Ergonomics – emphasized the relationship between individual’s physiological characteristics and the

physical work environment with the goal of minimizing the physical strain employee by structuring the work environment around the way the human body naturally moves. It also emphasizes the design of technology and equipment to minimize fatigue, strains and aches.

Perceptual-Motor Approach Is focused on the individual’s mental capabilities and limitations. Jobs are designed so that they do

not exceed the human’s mental capabilities.

Job Design

Refers to the allocation or alteration of specified tasks and objectives to be attained by employees, including the expected interpersonal and task relationships, to improve both employees satisfaction and the organization’s productivity.

Effective job design leads to improved organizational profitability and productivity. It also considers human needs of employees as well as the need for efficiency.

Team-Based work DesignTeams are the fundamental unit of work design. This is made up of employees with different skills

who rotate jobs to produce an entire product or service. And often work directly with the consumers.Global teams or transnational teams are made up of members whose activities span multiple

countries.

Reengineering Also known as business process reengineering. This approach involves a complete rethinking and redesign of key work processes and break from outmodel rules and outdated ways of thinking about job design and work relationships. Primary purpose is to break down barriers that separate employees from one another and from customers.

Continuous Improvement and Total Quality Management

Total Quality Management Refers to the organization’s wide effort to continuously improve the quality of work processes. The

approach infuses quality values and a consumer service orientation throughout every activity within a company, with the frontline workers intimately involved in continuously improving organizational processes.Shewhart cycle – most common strategy used for continuous improvement.

PLAN DO CHECK ACT

Job Simplification pursues task efficiency by reducing the number of tasks one employee must do.Tasks were designed to be simple, repetitive and standardized.

Job Rotation systematically moves employees from one job to another, thereby increasing the number of different tasks they perform without increasing the complexity of any one job.

Job Enlargement refers to series of tasks which are combined into a one new and broader job. This approach to job design is a response to employee dissatisfaction with oversimplified jobs.

Job Enrichment refers to incorporation of high level motivators on a given job which includes job responsibility, job recognition and opportunities for learning and personal growth at work.

Job Sharing a kind of job design which allows two or more part-time employees to jointly cover a traditional full time job.

Flextime a more common approach to flexible scheduling which allows employees some discretion over what hours they work.

When to effectively design and redesign job?

Understanding organizational productivityManagers need to realize that employee’s attitudes and needs must be taken into account as well for the organization to achieve high productivity.

Sociotechnical System ModelRecognizes the interaction of technical and human needs in effective job design, combining the needs of the people with the organization’s need for technical efficiency.

Joint optimization means that an organization functions best only when social and technical systems are designed to fit the needs of one another.

Job Characteristic Model

Technology and Job Design Produce job simplification Lead to job enrichment Mass customization with the aide of flexible manufacturing system Telecommuting

Sources:Organizational Behavior by Stephen Robbins, 7th editionOrganizational Behavior by R. Daft and R. Noe

TheSocialSystem

Design for Joint

Optimization

TheTechnical

System