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

Rewards may be classified into two categories:

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

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.

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

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

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

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

A method of direct employee participation.

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

The goal setting model is drawn by ...

Routine and repetitive tasks make workers suffer from chronic dissatisfaction.

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

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).

The fifth and the topmost level needs in the hierarchy.

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

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

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.

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

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

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

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

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

Fitting Jobs to People:

Theories of Motivation:

These needs take priority over other needs.

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.

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

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

Other Motivation Techniques:

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

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.

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

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

Its objective is to increase productivity and quality of output.

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

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

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

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

Also known as autonomous work groups or high performance teams.

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

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

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

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

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

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

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

Fitting People to Jobs:

When workers have reached a certain degree of discipline.

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.

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

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

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.

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

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

The more popular approaches to participation includes the following:

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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.

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

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.

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.

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

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

Herzberg identified two classes of factors associated with:

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

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