BEHAVIOR MOTIVATION

By:

Engr. Myra A. Manalo, PECE

Motivational Analysis

Safety Specialists often suspect

there is no sufficient “energy” or
motivational commitment to safe
behavior. There is a simple and fairly
logical procedure that will help to
pinpoint motivational problems and
solve them.
 Human Factors Formula

One formula for the human factors

in safety is as follows:

Safe Performance = Knowledge x

Skills x Motivation x Job Procedure
Human Factors Formula
In the previous formula, the human
consists of three components: KNOW-HOW,
CAN-DO and WILL-DO. The first two,
knowledge and skill, can be influenced by
selection and training. The last, job
procedures, can be improved by job hazards
analysis. Improving the relationship between
the first two and the last, human knowledge,
abilities and the job is the focus of human
engineering.
Human Factors Formula

Methods for improving motivation

are not as definite. Motivation is an
indicator of man’s relation to the entire
system. There seems to be no one
places where you can get leverage on
the amount of energy and commitment
a man puts into proper performance.
Human Factors Formula

Motivation is related to the worker’s

knowledge, beliefs, skills, job procedures,
his relations with other workers, supervision,
the work environment, company policies,
etc. There is no one “handle” for improving
motivation. However, there are a number of
clear sources of motivations input and a
number of ways this motivation can be
influenced.
 Definition of Terms
Motivation – willingness to expend energy to
achieve a goal or a reward.

 Motivating – getting a person to do what you want

him to do, when you want it done, in a way you want
it done, because he wants to do it.

- making workers want to do the job

the way we want it done, making him drive
himself by focusing his vision to a goal,
and making him control, measure and
guide his own performance.
 Definition of Terms

Motive – implies action to satisfy a want or drive.



 Drive – a condition which impels the person to

become active
- an activity that results from internal
stimulation.

 Want – lack of something required for optimal

adjustment to the environment

Motivation Theories

1. Motivation is understanding
why people choose to certain
things rather than others and with
what factors cause people to put
variable amounts of work or
intensity into their work activities.
Motivation Theories

2. Need theories explain

motivation in terms of the needs
experienced by individual.
Motivation Theories
3. Equity theory is based on the premise
that individuals compare themselves to
one another on the basis of the ratio of
outcomes to inputs. Outcomes they
receive and inputs they provide. When
people feel inequitably treated, they will
be motivated to engage in any of a
variety of activities in order to restore a
feeling of equity.
Motivation Theories
4. Expectancy theory argues that
motivation is determined by three
factors:
a. Perception that effort leads to performance.
b. Perception that performance leads to
outcome.
c. The extent of anticipated personal satisfaction
in the course of attaining an outcome.
Principles in Understanding People

 Human Behavior is caused. The effective

supervisor can uncover these causes and take
steps to correct them. He must dig beneath the
surface behavior to inquire of its causes.

 Actions of rational human beings are goal-

directed.
Principles in Understanding People

 Motives are always present in every behavior,

whether one is aware of them or not.

 Some motives have priority over others

 Motives are often disguised

 Individual differs in so many aspects

Role of Supervisors in Motivation

 Focus on the strengths of a man on what he can

do rather than on what he cannot do

 Trust and respect employees as individual

 Treat people as adults; treat them as partners;

treat them with dignity. Treat them as the source
of productivity gains.
Role of Supervisors in Motivation

 Let the dignity and worth of the individual reigns

supreme.

 Offering sincere praise and recognition

 Provide growth opportunities through delegation

and training
Role of Supervisors in Motivation

 Provide for participation

 Communicate with them

 Develop the feeling that one’s work is respected

and worthwhile
Role of Supervisors in Motivation

 Develop the value of pride and work

 Getting the best from the man with 50% ability

 We hire people and we create an environment

where people can make mistakes and grow.
Motivational Problems

 KNOW HOW
 Conditions Exist
1. Employee know-how to perform properly
2. He does not follow the proper work procedure
a. Using unsafe procedure
b. Omitting safety precautions
c. Failing to use safety equipment
d. Using unsafe tools or equipment
Motivational Problems

 KNOW HOW
 The worker who knows the job should be able to:
 Describe the sequence of basic job steps that he goes
through
 Identify potential hazards or accidents associated with
each step
 Relate the recommended safe job procedures
associated with potential accident or hazard
Motivational Problems

 CAN DO
 Many workers may not have sufficient skill and
capability to perform the job:
 Lack of skill
 Skill impairments
- Chronic or temporary
- Mental
- Physical
Motivational Problems

 CAN DO
 Checking Skill Deficiency
 Does the man have the basic ability to perform the task?
 Does he have some impairment which may prevent him
from using his ability?
 Has he demonstrated his ability to do it in the past?
 Is the skill practiced often enough for retention?
 Is the ability compatible with the job?
Motivational Problems

 WILL DO
 Risk Taking Behavior
 Classes of People:
1. Who simply do not think about the hazard at all
2. Who are uncertain about the hazard; no real risk to
themselves
3. Who believes that no real hazard exists
4. Who deliberately appraises the hazard and the risk and
acts accordingly
Improper Motivation

1. Absence of a reward and incentive system and

other activities for behavior reinforcement

2. Absence of correction fro improper behavior

3. Proper behavior is stressful, while improper

behavior is rewarding

4. Improper attempts to save time, to avoid

discomfort, to gain attention
Improper Motivation

5. Bad example from leaders and supervisors

6. Lack of performance appraisal feedback

7. Peer presure

8. Excessive frustration
Thank you for listening with
understanding…