Very seldom that I feel demotivated. More often than not, when I feel that the organization and I differ in our objective, I leave the organization. The times when I am demotivated is not spent dilly-dallying on my work, but it is most often spent looking for another job, another organization. This could be the reason why at my age, I am already on my nth organization. Well, that is my ultimate demotivator inconsistency of the objective or the organization. Other factors that demotivates me are:

Lack of support. There are activities and objectives that needs full support – financially and otherwise - in order to be achieved. Employees do not only need financial support to finish work the competent way (and not just good enough). What employees need are proper training and guidance related to the job. The absence or lack of it will mean lack of support and would demotivate people.

The Challenge. My previous jobs are all challenging – especially at the start. Although I am glad I have not landed into doing clerical, repetitious jobs, I still find room for boredom. A few years back. My longest employment is barely two years where I was assigned for the review and establishment of company policies and procedures. The next job was a year and a half, where I prepared feasibility studies and manage the loans department of a bank. On both jobs, there was a point in my career that I felt very low and felt that I need a new challenging job. Now, I am more than a year on my present job.

Career improvement (the craving for more knowledge). The reason why I am taking up this study of discipline is that I have already felt that I have given everything that I know in the organization. And that is not enough. There are more things that I do not know and I can apply to my work and organization. I felt demotivated when I realize that the organization does not support the personnel development activities.

Recognition. I am most often demotivated by the fact that everything that I do does not reach the people who should know or does not realize it (yet). Demotivation, though on this aspect does not affect me so much. I have learned to let go. One thing pretty hard to accept though, is that others are hungry and taking the credits.

by the promdi pinoy .... 1998



Every organization is composed of groups. (An organization, in itself is a group.)

It is one of the needs of an individual to belongto be socially accepted. The social groups are formed because of a common denominator to its members. Common features or characteristics tend to form groups within an organization such as gender, ethnic groups, work relationship or similarity of work or even location of workplace.

The individuals forming the group has a behavior that is distinct and separate from the group behavior. Individuals contribute to the formation of the overall group behavior. Just like in salt, where the salt has a distinct characteristic from the basic elements composing it which are sodium and chloride. More often than not, the true personality of an individual can be observed when acting or behaving within a group interaction. Individuals tend to behave and react on things that are acceptable and / or satisfying to the group.

Group behavior serves as a form of social control. With the premise that individual will act within the parameter set by the group to be accepted, he will be disciplined and would be working within such parameters. Groups have stated or unstated philosophy, values, mission, vision and goals. The nature of which are influenced by the members, the overall organization and other internal and external factors. The items combine to create the group behavior whose norms serve as the guidelines in the acceptability or non-acceptability of any individual’s behavior.

Individual behavior, as influenced by the group behavior, will not only be acceptable to the group but also to the entire organization. An individual will act within the norms set by the group with the objective of having good impression and be recognized. Individuals, to be a part of the group, need to create an impression that what he is doing is correct and (with the purpose to be) he should be recognized by others.



In understanding human motivation, the concept of human needs satisfaction is a natural starting point.

There are various theories and models made by psychologists and other experts in the understanding of this element of human needs. Examples include
  • Maslow’s Hierarchy of Human Needs,
  • Aldefer's Existence-Relatedness-Growth (ERG) Needs Theory,
  • McLeland’s Acquired Needs Theory and
  • Herzberg Dual Factor Theory.
Each of the theories has both applications and limitations when applied in different organizations. Since the theories may vary from one person to another or may vary in different geographical locations. For example, the Maslow’s hierarchal needs which states that people must satisfy his physiological needs before satisfying other needs like need for security and self-esteem. People from other parts of Asia, however, may prioritize self-actualization among others. People of Japanese organizations most probably lace greater importance on Social (for the need to belong) rather than other needs. This could e the reason why these people are known to be loyal to their organization.

The type of needs that is important to a certain person must be understood by managers in order to maximize the person’s potential. They relate to the person’s inner self and how the person’s internal state of needs determines behavior. When people join organization, they bring with them certain drives and needs that effect their on-the-job performance. There are times that these are immediately apparent, but often they are difficult to determine and satisfy. Understanding human needs is very useful (in order) to know what stimulates (motivates) people to perform which brings satisfaction.

Each of the above-mentioned theories/model makes a contribution to our understanding of motivation and all the models share some similarities. Managers must be able to develop personal skill in determining the cues which indicate the gravity or degree of importance of each needs to the people. Once managers learn to determine the cues, this can be used to stimulate desired employee behavior.

An excerpt from my reaction paper in the subject Human Behavior in Organization. School Year 1998-1999.




Promdi Manager

People... one of the most difficult to manage amongst the resources of an organization.
I was team-member before and played my part. But I craved for more.
I tried to lead. But I guess it was not enough.
I dreamed to have a management job and landed the post. But I observed the title itself was not enough.
I studied. A bachelor's degree in in business. But I felt it was not enough.
Again, I studied. Not really wanting to, but earned a master's degree in management. It helped. But once again, being learned is not enough.
It takes a lot, a combination of a different things, to become an effective manager. I am no expert on the over-all aspect of management. But having almost two decades of experience in various organizations, most of which involves leading and motivating people, I believe I can share a thought or two about management.
In my own little world, as a boy coming from the province, managing people and organization was just a dream before. When the challenge that came with the position finally fell into my lap, I knew I needed to hone my craft. And I still do. (Promdi- is a term referring to a person who originated from the province)
This will be about my experiences. Cross-referencing well known management and business book authors, current empire icons as well as CEO's of various corporations.
I have moved from one organization to another. Have worked in different locations - the province, the cities and in different countries. I have made friends... and enemies along the way. This, I can share. Not everything is a bed of flowers. It has thorns as well.
With my personal management mantra of 'Motivating by Understanding' this blog may focus on human behavior and understanding individuals. I believe we can best motivate people and make them work for the organization (as a team) if we understand them - their behaviors, their motivating factors, their cultures, beliefs, etc.
All this, I would like to share...
-The Manager from the Province