Motivating in Engineering Management PDF

Motivating in Engineering Management Introduction: Productivity drives the growth and stability of any organization, particularly in engineering management. In the Philippines, persistent low productivity has slowed economic progress for years. Improving productivity depends...

Motivating in Engineering Management Introduction: Productivity drives the growth and stability of any organization, particularly in engineering management. In the Philippines, persistent low productivity has slowed economic progress for years. Improving productivity depends on having motivated employees who work harder, more efficiently, and more intelligently. For example, a construction firm that wants to complete projects on time and at the lowest cost must implement effective motivational strategies to keep its workforce engaged. Employees often feel unproductive when they perceive limited growth or challenge in their roles, believing they are not excelling, learning, or advancing in their careers. Companies should create an environment that supports engineers by fostering engagement and encouraging continuous learning. This approach helps them feel valued and motivated. Fresh graduates or less experienced engineers, in particular, benefit from understanding that expertise is a continuous journey, driven by curiosity and a desire to learn. Strong leadership is vital for maintaining high productivity and motivation within teams. Effective leaders must understand how to motivate their employees to ensure sustained productivity. Research underscores this necessity. For instance, a study by Nimusima and Tumwine (2016) in Nyagatare District, Rwanda, found a significant relationship between employee motivation and productivity. Similarly, Aderibigbe (2017) demonstrated a significant positive relationship between motivation and productivity in Nigeria. These findings highlight that when leaders actively recognize and support their employees, both engagement and performance improve. To build high-performance teams, leaders must focus on motivation and cultivate a culture of innovation. Motivated employees are more likely to generate creative ideas and solutions, helping the company achieve its goals. By maintaining a positive work environment and actively addressing productivity challenges, leaders can secure long-term success and stability for the organization. What is Motivation? Motivating refers to the act of "giving employees reasons or incentives to work and achieve organizational objectives”. It’s about providing external factors or rewards that encourage people to put in effort. Motivation refers to the "process of activating behavior, sustaining it, and directing it toward a particular goal.” It is the internal process that drives behavior. It’s about understanding what causes someone to start, continue, and focus their efforts on achieving a goal. This process includes: Activating: Getting someone to start working towards a goal. Sustaining: Keeping their effort and interest going over time. Directing: Channeling their actions towards the specific goal.  To put it simply, "motivating" is more about the external methods to encourage work, while "motivation" is the internal drive that leads to those actions. Factors Contributing to Motivation The certain factors influencing a person's desire to do his job well are: 1. Willingness to do a job. ➔ People who like what they are doing stay highly motivated to produce the expected output. 2. Self-confidence in carrying out a task. ➔ Employees become more motivated when they believe they have the skills and training needed to complete a task successfully. 3. Needs satisfaction. ➔ People will do their jobs well if they feel that by doing so, their needs will be satisfied. Theories of Motivation Among the various theories of motivation, the most influential theories are: Maslow's Need Hierarchy Theory Herzberg's Two-Factor Theory Expectancy Theory Goal Setting Theory MASLOW’S NEED HIERARCHY THEORY A psychologist, Abraham Maslow, theorized that human beings have five basic needs which are as follows: physiological, security, social, esteem, and self- actualization. These needs are hierarchical, which means, one need will have to be satisfied first before the other need. Figure 1: The Process of Motivation Figure 1 illustrates how motivation drives behavior according to Maslow's Hierarchy of Needs. When an individual identifies a need, it triggers motivation, pushing them to take action toward fulfilling that need. This action leads to goal- directed behavior, such as seeking food for physiological needs or pursuing relationships for social needs. Once the individual satisfies the need, they feel contentment, but this satisfaction readies them for the next, higher-level need in Maslow's hierarchy. The cycle repeats, with each level of need influencing motivation and behavior until the person ultimately seeks self-actualization. FIgure 2: Maslow’s Hierarchy of Needs Figure 2, Maslow's hierarchy of needs, outlines five levels of human motivation, with each level building upon the satisfaction of the one below it. At the foundation, physiological needs take precedence, as they are essential for survival. These include basic necessities like food, water, rest, warmth, and shelter. A person’s primary drive is to meet these biological demands before moving forward. Once physiological needs are fulfilled, attention shifts to security needs. Individuals seek safety and protection from harm—whether from environmental dangers, physical threats, or financial insecurity. A stable life, job security, health, and freedom from danger all contribute to satisfying these needs. When unmet, fear and anxiety can dominate a person's life. Next comes the drive to fulfill social needs, the third level in the hierarchy. After ensuring survival and security, people strive for love, belonging, and acceptance. This can manifest through relationships with family, friendships, or romantic connections. At this stage, individuals seek emotional bonds, social interaction, and a sense of community to combat feelings of isolation. As social connections are established, the focus shifts toward esteem needs. This level reflects a person’s desire for self-respect and the respect of others. Esteem needs come in two parts: internal factors, such as self-worth, confidence, and self-acceptance, and external factors, like status, recognition, and appreciation from others. Achieving esteem helps individuals feel valued and competent. Finally, at the top of the hierarchy, are self-actualization needs. Once all the previous needs are met, individuals seek personal growth and fulfillment. They pursue their full potential, striving to become the best version of themselves. Self- actualization involves creativity, problem-solving, and achieving personal goals, driving a person to continually improve and realize their life's purpose. In Engineering Management, Maslow’s Needs Hierarchy Theory is significant because it helps engineer managers understand how to motivate their employees. If employees no longer feel motivated by a fulfilled need, the manager must identify or develop new strategies to address and fulfill their unmet needs, ensuring continued efficient work and motivation. HEZBERG’S TWO-FACTOR THEORY Frederick Herzberg’s Two-Factor Theory, also known as the motivator- hygiene theory, was developed in 1959 to explain factors that influence employee motivation and job satisfaction. Herzberg identified two categories of factors: motivators (satisfiers) and hygiene factors (dissatisfiers). Motivators are intrinsic factors that lead to job satisfaction and encourage employees to perform at their best. These include recognition, achievement, growth, and responsibility. When these factors are present, employees feel more motivated and productive. Hygiene factors, on the other hand, are extrinsic elements that, when absent or inadequate, lead to job dissatisfaction. These include salary, company policy, supervision, relationships with coworkers, and work conditions. While addressing these factors can prevent dissatisfaction, it doesn’t necessarily motivate employees; it simply brings them to a neutral state. For an engineering manager applying this theory, the key is to remove dissatisfiers to prevent unproductivity while introducing motivators that actively enhance employee performance and satisfaction.  Figure 3: Hezberg’s Two Factor Theory EXPECTANCY THEORY Victor Vroom's Expectancy Theory, introduced in 1964, explains how people decide between different behavioral options. It posits that individuals are motivated to act based on the anticipated outcomes of their actions. The theory asserts that motivation arises from conscious decision-making, with people more likely to pursue activities they believe will yield desirable rewards. Expectancy Theory operates on the premise that motivation is influenced by the perceived likelihood of achieving expected results. It introduces two key concepts: expectancy and valence. Expectancy refers to the belief in the probability that a particular action (e.g., attending training) will result in a specific outcome (e.g., a promotion). Valence is the value placed on the anticipated outcomes or rewards. Expectancy theory is based on the following assumptions: 1. A combination of forces within the individual and in the environment determines behavior. 2. People make decisions about their own behavior and that of organizations 3. People have different types of needs, goals, and desires. 4. People make choices among alternative behaviors based on the extent to which they think a certain behavior will lead to a desired outcome.  FIgure 4: An Expectancy Model FIgure 4 shows the relationship between effort, performance, and outcomes. It begins with effort, which leads to performance based on the perceived probability of successful performance, represented by expectancy. Once performance is achieved, it leads to various outcomes. These outcomes can be influenced by another form of expectancy— the perceived probability of receiving certain outcomes based on performance. The first-level outcomes shown include compensation and recognition, both of which have a positive valence, meaning they are seen as desirable. The first-level outcomes then lead to second-level outcomes. For example, compensation can enable the individual to purchase a house and lot (positive valence), but it could also negatively impact the ability to spend time with family (negative valence). Similarly, recognition can enhance an individual's self- esteem and contribute to the esteem of others, both of which are positively valued outcomes. The Expectancy Model highlights how individuals assess effort, performance, and outcomes to determine motivation, based on the perceived value of each outcome. GOAL SETTING THEORY Goal setting is the process of enhancing performance through clear objectives, deadlines, or quality standards. Edwin A. Locke and his associates developed a model highlighting four key components: 1. Goal Content ➔ Goals must be challenging, attainable, specific, measurable, time- limited, and relevant. Challenging goals can drive higher performance, as seen with sales quotas that push sales force members to excel. Goals should be attainable to avoid discouragement, and stated in quantitative terms to enhance clarity and motivation. Setting a time limit for goals ensures they are completed promptly, and aligning goals with the company's mission increases organizational support. 2. Goal Commitment ➔ Commitment to goals boosts the likelihood of achieving them. When individuals or groups are dedicated, they are more likely to persist and succeed. 3. Work Behavior ➔ Goals shape behavior by providing direction, enhancing effort, encouraging persistence, and guiding planning. Clear goals help individuals focus their efforts, maintain motivation, and plan effectively to achieve their objectives. 4. Feedback Aspects ➔ Feedback allows individuals to track their progress and make necessary adjustments. It highlights areas for improvement and helps in refining strategies to meet goals efficiently.  Figure 5: How Goals Motivate and Facilitate Performance This figure represents a model based on goal-setting theory, illustrating how various factors influence work behavior and performance. At the core is work behavior, which is shaped by goal content—goals that are challenging, attainable, specific, measurable, time-limited, and relevant. These goals guide individuals by providing direction, enhancing effort, promoting persistence, and encouraging planning. Additionally, job knowledge and ability play a critical role, as employees with greater expertise are more equipped to meet the demands of their tasks. Knowledge of results, or feedback, helps employees adjust their behavior to improve their performance. The figure also highlights that task complexity affects performance, with more complex tasks requiring higher skill and effort. Lastly, situational constraints like access to tools, materials, and equipment can either facilitate or hinder performance. Altogether, these elements emphasize how clearly defined goals, supported by appropriate skills, feedback, and resources, drive effective work performance. Techniques of Motivation Motivation may also come from performing various techniques to help boost performance in an individual or groups, such techniques are as follows: 1. Motivation through Job Design 2. Motivation through rewards 3. Motivation through Employee Participation 4. Other Motivation Techniques  FIgure 6: Techniques of Motivation MOTIVATION THROUGH JOB DESIGN Motivating employees often starts with ensuring they are assigned to jobs that interest and challenge them. However, effective job design is essential to aligning the organization's objectives with the needs of the individuals performing the tasks. Job design refers to how tasks are arranged and structured, helping to determine what needs to be done, how it should be done, and in what order. There are two main approaches to motivating employees through job design: fitting people to jobs and fitting jobs to people. Fitting People to Jobs This approach focuses on aligning individuals with the specific tasks required by the organization. When employees face repetitive or monotonous tasks, they may experience dissatisfaction and disengagement. To counteract this, management can adopt several strategies: 1. Realistic Job Previews: This involves providing an honest and clear description of the job's duties before hiring or assigning the role. It ensures that new employees have a clear understanding of what is expected, reducing the chances of disappointment and dissatisfaction once they begin the role. 2. Job Rotation: By periodically moving employees between different jobs or tasks, job rotation helps reduce the boredom that can result from doing the  same tasks repeatedly. It also broadens employees’ skill sets and makes them more adaptable to different roles. 3. Limited Exposure: Some jobs, especially those that are highly repetitive or fragmented, can become tedious over time. Limiting workers' exposure to these tasks by rotating them or shortening the time spent on monotonous duties can help keep motivation levels high and reduce burnout. Fitting Jobs to People In contrast to fitting people to predefined roles, this approach involves modifying jobs to suit the strengths, interests, and skills of employees. Instead of changing the individual, the focus is on altering the job itself to make it more engaging. Two key methods are used in this approach: 1. Job Enlargement: This method expands the scope of an employee's role by incorporating additional tasks, making the job more varied. By broadening the range of duties, the job becomes more stimulating and reduces the sense of monotony. 2. Job Enrichment: Job enrichment takes the idea of job enlargement further by enhancing the role with more challenging and rewarding tasks. Employees are given more responsibility, autonomy, and opportunities for personal development. This creates a greater sense of ownership and fulfillment, motivating them to perform better. Motivating employees through job design involves finding a balance between the needs of the organization and the preferences of the employee. By either fitting people to jobs or adjusting jobs to suit people, management can create an environment where employees are more engaged, productive, and satisfied. Whether it's through job rotation, enrichment, or realistic job previews, thoughtful job design plays a critical role in maintaining motivation and preventing dissatisfaction MOTIVATING THROUGH REWARDS A well-administered reward system can significantly boost an individual’s productivity and performance. Rewards serve as a key motivator, helping employees stay focused on achieving their objectives. There are two main categories of rewards: extrinsic and intrinsic. 1. Extrinsic Rewards ➔ These are external rewards granted by others, such as incentives, money, promotions, and recognition. Extrinsic rewards motivate individuals by offering tangible benefits or praise, often leading to higher job satisfaction and performance. 2. Intrinsic Rewards ➔ Intrinsic rewards come from within and are driven by internal satisfaction. Examples include a sense of accomplishment, personal  growth, and self-fulfillment. When employees engage in tasks because they enjoy them or want to learn new skills, the resulting personal satisfaction can enhance their motivation and commitment. To maximize motivation, rewards need to be carefully aligned with individual efforts. If rewards do not match the effort put forth, they may fail to inspire productivity. Furthermore, different individuals respond to different types of rewards, so it’s crucial to tailor rewards to meet the diverse needs of employees. Effective management of rewards follows these principles: 1. Satisfy Individual Needs: The reward must align with what the individual values. 2. Effort Should Lead to Reward: Employees must believe their hard work will result in a reward. 3. Ensure Equity: Rewards should be fair and proportional to the employee's effort. 4. Link Rewards to Performance: Employees are more motivated when they know rewards are tied directly to their performance. One-size-fits-all rewards are ineffective because people have unique needs and motivations. Whenever possible, management should match rewards to individuals’ preferences. However, administrative limitations may sometimes restrict how personalized a reward system can be. Employees must trust that their efforts will be recognized and rewarded. If they feel that rewards are distributed unfairly or that performance isn’t linked to rewards, their motivation will diminish. For example, in some organizations where bonuses are given to all employees regardless of individual performance, the system fails to encourage extra effort. Both extrinsic and intrinsic rewards can drive performance, but they must be applied thoughtfully to ensure employees remain motivated and engaged in their work. FIgure 7 shows the array of monetary and other incentives for employees  Figure 7: An Array of Monetary and Other Incentives for Employees MOTIVATION THROUGH EMPLOYEE PARTICIPATION When employees actively participate in shaping aspects of their jobs, they often carry this sense of ownership through to task completion. Participation in the workplace can occur in several key areas: 1. Setting goals 2. Making decisions 3. Solving problems 4. Designing and implementing organizational changes Two popular approaches to fostering participation are: 1. Quality Control Circles (QCC) A quality control circle (QCC) is a method of direct employee participation aimed at boosting productivity and improving output quality. These circles consist of three to ten employees, typically doing related work, who meet regularly (e.g., once a week) to identify problems and discuss solutions. Led by a supervisor or foreman but driven by democratic processes, the group is trained in various analytical techniques by a coordinator. After reaching a consensus, the group submits recommendations to management for implementation.  Figure 8: The Quality Control Circle Process Figure 8 illustrates the Quality Control Circle process and it involves a series of steps aimed at improving productivity and quality within an organization. First, the circle members collaborate by brainstorming and gathering data to identify issues and establish cause-and-effect relationships. Once they have analyzed the problems, they prepare solutions and recommendations. These suggestions are then presented to management, which evaluates and decides on their implementation. After the solutions are put in place, the results are measured, and feedback is provided. If successful, management recognizes and rewards the circle members for their contributions, encouraging further participation and continuous improvement. 2. Self-Managed Teams When workers reach a certain level of discipline, they may form self- managed teams. Also known as autonomous work groups, these teams take on managerial tasks as part of their regular duties. Members of self- managed teams operate with minimal supervision, producing a complete product or service. Managers act as facilitators rather than direct supervisors. These teams, usually consisting of 10-15 members, are highly goal-oriented, responsible for planning, decision-making, and performance control, reducing the need for supervisory oversight. Requisites for a Successful Employee Participation Program A successful employee participation program requires the following: 1. Profit-sharing or gainsharing to align employee efforts with organizational success. 2. Long-term job security to foster loyalty and commitment.  3. Group cohesiveness to encourage collaboration and teamwork. 4. Protection of individual rights to maintain fairness and trust within the workplace. OTHER MOTIVATION TECHNIQUES Theories on individual differences, including the concept of the biological clock, push engineer managers to adopt diverse motivation techniques that accommodate these variations. Three key approaches include flexible work schedules, family support services, and sabbaticals. 1. Flexible Work Schedules Flexible work arrangements, or flextime, allow employees to choose their arrival and departure times within certain limits. For example, in an engineering firm, one group may work from 8:00 AM to 5:00 PM, another from 9:00 AM to 6:00 PM, and a third from 10:00 AM to 7:00 PM. Another option is the four-day, 40-hour workweek, where employees choose a day off. A notable innovation is the use of part-time employees, like a popular bank in Makati hiring tellers for four-hour shifts from Monday to Friday. While flexible schedules offer benefits, they may not be suitable for all situations. The engineer manager must determine when this arrangement is appropriate. 2. Family Support Services Employees often face challenges balancing work with family obligations, such as caring for children. To address this, some forward- thinking companies provide on-site daycare facilities. For instance, a multinational company in Davao has even established an elementary and high school on its plantation to support employees' families. 3. Sabbaticals Sabbatical leave allows employees to take extended time off after a set number of years of service, typically ranging from two months to a year, with pay. This break gives them time for family, recreation, or travel, and helps recharge their motivation. Upon returning, employees are often more refreshed and motivated to contribute effectively to the organization. Case Study 1: Engr. Camille Manabat, a professional engineer, has earned a strong reputation as a team leader and Engineering Manager at her company. Recognizing her leadership skills, the company assigned her to train and manage a group of employees known for inefficiency. Engr. Manabat accepted the challenge and began observing the team. After a week, she noticed their potential for improvement but identified a lack of motivation as their primary issue. To address this, Engr. Manabat personally got to know each team member through interviews and background checks. She discovered their diverse skill sets and assigned roles accordingly, giving them nicknames to instill a sense of ownership. She praised both small and significant accomplishments, fostering a supportive environment. Additionally, she redesigned the workspace to encourage collaboration, enabling the team to learn from one another. By promoting respect, participation, and engagement, she created a positive atmosphere where team members could work together to achieve company goals. Over the following weeks, the team grew more confident and efficient under her leadership. Their improved performance was recognized, and management rewarded them for their efforts. Case Analysis: Engr. Manabat applied the "Motivating Through Job Design" technique by aligning tasks with each team member's strengths, enabling them to excel. She also used "Motivating Through Rewards," providing intrinsic rewards like praise and recognition to give employees a sense of importance. By fostering participation and engagement, she created a collaborative environment. Lastly, she implemented Goal Setting and Employee Participation principles, helping the team meet objectives within the set timeframe. This approach boosted their confidence, motivation, and productivity, leading to recognition and rewards from management. Case Study 2: Engineer Isagani Reyes, newly hired at Sunny Electronics Corporation, faced challenges during his first international assignment. Sunny Electronics, a large multinational, presented a greater scope of responsibility than his previous experiences in the Philippines. Engineer Reyes struggled with communication due to shyness and had difficulty adjusting to the new work environment. These issues led to decreased confidence, low productivity, and a lack of motivation. Team leader Engineer Joselito Ocampo noticed these signs and, after observing, spoke directly with Engineer Reyes to identify the specific problems. Once confirmed, Engineer Ocampo implemented a plan: he formed a quality circle including an experienced Filipino engineer to help Reyes connect with his colleagues. He also assigned Reyes tasks that aligned with his strengths and advised him to set daily goals to stay focused. Over the following months, Engineer Reyes’ performance improved, confirming that Engineer Ocampo’s plan was effective. Case Analysis: This case highlights two key factors: Self-Confidence and Environment. At first, Engineer Reyes struggled with confidence due to the unfamiliar work setting and his initial shyness. However, after Engineer Ocampo reorganized the team, including creating a support system with an experienced Filipino colleague, Reyes gradually regained his confidence. This support allowed him to express himself more and adjust to his new environment. Theories applied in this case include Maslow’s Needs Hierarchy, Goal Setting Theory, and Herzberg’s Two-Factor Theory. Maslow’s theory is evident as Engineer Reyes’ social, esteem, and self-actualization needs were fulfilled through the acceptance and encouragement of his new team. This fostered personal growth and a positive outlook on his abilities. Goal Setting Theory played a role when Engineer Ocampo advised Reyes to set daily goals, helping him stay focused and track his progress at work. Herzberg’s Two-Factor Theory is also relevant, as Reyes’ growth and improved performance motivated him further. The motivational techniques used by Engineer Ocampo were effective. Job Design ensured that Reyes was placed in a role suited to his strengths, allowing him to reach his full potential. Additionally, Employee Participation through the quality circle provided Reyes with the opportunity to engage more deeply with his team, boosting his productivity and work quality.