Chap 7

Sabrina Mikhaela Canindo · 42問 · 1年前

通報

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It has always been a serious concern of the management of firms.

Productivity

If it improves, it means greater chances for the company to grow and be more stable.

Productivity

It refers to the act of giving employees reasons or incentives to work to achieve organizational objectives.

Motivating

It refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.

Motivation

The definition of motivation is useful because it specifies three stages: ..... actions towards the achievement of objectives.

Activating, Sustaining, Directing

People who like what they are doing are highly motivated to produce the expected output.

Willingness to do a job

When employees feel that they have the required skill and training to perform a task, the more motivated they become.

Self-confidence in carrying out a task

People will do their jobs well if they feel that by doing so, their needs will be satisfied.

Needs Satisfaction

Theories of Motivation:

Maslow's Needs Hierarchy Theory, Herzberg's Two-Factor Theory, Expectancy Theory, Goal Setting Theory

This psychologist, theorized that human beings have five basic needs which are: ...

Abraham Maslow, Physiological, Security, Social, Esteem, Self-Actualization

Those that are concerned with biological needs like food, drink, rest, and sex fall under the category of physiological needs.

Physiological Needs

These needs take priority over other needs.

Physiological Needs

After satisfying the physiological needs, people will seek to satisfy these.

Security Needs

These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc.

Security Needs

Needs where the employee will now strive to secure love, affection, and the need to be accepted by peers.

Social Needs

They refer to the need for a positive self-image and self-respect and the need to be respected by others.

Esteem Needs

The fifth and the topmost level needs in the hierarchy.

Self-Actualization Needs

These needs involve realizing our full potential as human beings and becoming all that we are able to be.

Self-Actualization Needs

Even if Maslow's theory has been largely questioned, one basic premise cannot be discarded: a ... no longer motivates an individual.

Fulfilled Need

This indicates that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.

Herzberg's Two-Factor Theory

Herzberg identified two classes of factors associated with:

Employee Satisfaction, Employee Dissatisfaction

Achievement, recognition, work itself, responsibility, advancement, and growth.

Satisfiers or Motivation Factors

Company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security.

Dissatisfiers or Hygiene Factors

It is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

Expectancy Theory

This theory poses the idea that motivation is determined by expectancies and valences.

Expectancy Theory

It is a belief about the likelihood or probability that a particular behavioral act (like attending training sessions) will lead to a particular outcome (like a promotion).

Expectancy

It is the value an individual places on the expected outcomes or rewards.

Valence

It refers to the process of improving performance with objectives, deadlines or quality standard.

Goal Setting

The goal setting model is drawn by ...

Edwin A. Locke

The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:

Goal Content, Goal Commitment, Work Behavior, Feedback Aspects

To be sufficient it must be challenging, attainable, specific and measurable, time limited, and relevant.

Goal Content

It must be attainable if they are to be set. If they are not, then workers will only be discouraged to perform, if at all.

Goals

It must be stated in quantitative terms whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

Goals

There must be a time-limit set for it to be accomplished.

Goals

When individuals or groups are committed to the goals they are supposed to achieve, there is a chance that they will be able to achieve them.

Goal Commitment

Goals influence behavior in terms of direction, effort, persistence, and planning.

Work Behavior

When an individual is provided with direction, performance is facilitated.

Work Behavior

This provide the individuals with a way of knowing how far they have gone in achieving objectives.

Feedback

This facilitate the introduction of corrective measures whenever they are found to be necessary.

Feedback

Individual or groups of individuals may be motivated to perform through the use of various techniques. These techniques may be classified as follows:

Motivation through job design, Motivation through rewards, Motivation through employee participation, Other motivation techniques for the diverse work force

A person will be highly motivated to perform if he is assigned a job he likes.

Motivation Through Job Design

Specifying the tasks that constitute a job for an individual or a group.

Job Design

In motivating through the use of job design, two approaches may be used:

Fitting people to jobs, Fitting jobs to people

Routine and repetitive tasks make workers suffer from chronic dissatisfaction.

Fitting People to Jobs

Where management provides honest explanations of what a job actually entails.

Realistic Job Previews

Where people are moved periodically from one specialized job to another.

Job Rotation

Where a worker's exposure to a highly fragmented and tedious job is limited.

Limited Exposure

Instead of changing the person, management may consider changing the job.

Fitting Jobs to People

Where two or more specialized tasks in a work flow sequence is combined into a single job.

Job Enlargement

Where efforts are made to make jobs more interesting, challenging, and rewarding.

Job Enrichment

Fitting People to Jobs:

Realistic Job Previews, Job Rotation, Limited Exposure

Fitting Jobs to People:

Job Enlargement, Job Enrichment

Consist of material and psychological benefits to employees for performing tasks in the workplace.

Rewards

Rewards may be classified into two categories:

Extrinsic, Intrinsic

Those which refer to payoffs granted to the individual by another party.

Extrinsic Rewards

Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.

Extrinsic Rewards

Those which are internally experienced payoffs which are self-granted.

Intrinsic Rewards

Examples are a sense of accomplishment, self-esteem and self-actualization.

Intrinsic Rewards

No single type of reward is generally applicable to all employees.

True

When employees participate in deciding various aspects of their jobs, the personal involvoment, oftentimes, is carried up to the point where the task is completed.

Motivation Through Employee Participation

The specific activities identified where employees may participate are as follows:

Setting Goals, Making Decisions, Solving Problems, Designing and Implementing Organizational Changes

The more popular approaches to participation includes the following:

Quality Control Circles, Self-Managed Teams

A method of direct employee participation.

Quality Control Circles

Its objective is to increase productivity and quality of output.

Quality Control Circles

Consists of a group of three to ten employees, usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.

Circle

Includes a leader such as a foreman, but rely on democratic processes.

Circle

The members are trained in various analysis techniques by a ...

Coordinator

Forwards its recommendations to management, which in turn, makes decisions on its adaption.

Circle

When workers have reached a certain degree of discipline.

Self-Managed Teams

Also known as autonomous work groups or high performance teams.

Self-Managed Teams

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

Self-Managed 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.

Self-Managed Teams

When a product or service is produced by a group of professionals or specialists, they might as well be formed as ... to save on supervisory costs.

Self-Managed Teams

The advent of theories on individual differences and the biological clock of human beings put pressure on the engineer manager to adapt these.

Other Motivation Techniques

Other Motivation Techniques:

Flexible Work Schedules, Family Support Services, Sabbaticals

There is an arrangement which allows employees to determine their own arrival and departure times within specified limits.

Flextime

An alternative to this arrangement is the adaption of the forty-hour work in four days allowing the employee to choose a ...

Day-Off

Employees are oftentimes burdened by family obligations like caring for children.

Family Support Services

One given to an employee after a certain number of years of service.

Sabbatical Leave

The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreations, and travel.

Sabbaticals

Enumeration

Enumeration

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Identification

Identification

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Chapter 1

Chapter 1

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C1 part 2

C1 part 2

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Chap 1&2

Chap 1&2

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Chap 3&4

Chap 3&4

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HUM

HUM

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Lesson 2,3,4,5,6,7

Lesson 2,3,4,5,6,7

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Chap 1,2

Chap 1,2

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Lesson 1

Lesson 1

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Chap 3,4

Chap 3,4

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Chapter 2

Chapter 2

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Lesson 1&2

Lesson 1&2

Chapter 3

Chapter 3

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Lesson 3&4

Lesson 3&4

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Chapter 4

Chapter 4

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Lesson 5,6&7

Lesson 5,6&7

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(2)

(2)

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Chapter 5

Chapter 5

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CE215

CE215

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MTE4

MTE4

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HUM

HUM

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DRAW

DRAW

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ECON

ECON

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Chap1

Chap1

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MECH

MECH

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chap2

chap2

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draw

draw

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Enumeration

Enumeration

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ttr

ttr

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g ycu

g ycu

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ENUMERATION

ENUMERATION

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Enumeration

Enumeration

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Enumeration

Enumeration

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5-8

5-8

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Chapter 5

Chapter 5

Chap 6

Chap 6

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Enumeration

Enumeration

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Enu2

Enu2

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Enumeration

Enumeration

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Chap 8

Chap 8

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chap9

chap9

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Natural and Forest Resources

Natural and Forest Resources

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ECON

ECON

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Water and Mineral Resources

Water and Mineral Resources

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MTE4 PREFI

MTE4 PREFI

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Food, Energy, Land Resources

Food, Energy, Land Resources

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HUM PREFI

HUM PREFI

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CE215 PREFI

CE215 PREFI

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Enumeration

Enumeration

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8,9

8,9

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10,11

10,11

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L10

L10

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L11

L11

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Identification

Identification

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Ident

Ident

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enu

enu

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officials

officials

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events

events

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Enumeration

Enumeration

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1-5

1-5

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2,3,4

2,3,4

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enu 2

enu 2

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ENU

ENU

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midterm

midterm

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2.1

2.1

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Mech E3

Mech E3

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Techno

Techno

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enu L1

enu L1

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Mech E2

Mech E2

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1-5

1-5

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Book

Book

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Hum 3

Hum 3

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Obtaining Data

Obtaining Data

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