Motivation HRM in Construction

Transcription

1 Motivation HRM in Construction Dr. Nabil I. El Sawalhi Construction Management 1

2 1. Content theory Motivation Herzberg s Motivation-Hygiene ) )الوقائية Theory Maslow s Hierarchy of Needs McClelland s Learned Needs Theory 2. Process Theory Equity theory Expectancy Theory Goal setting theory Alderfer s ERG Theory McClelland s three needs theory Alderfer s ERG theory 2

3 Motivation characteristics Environmental factor Social /culture factors Technological factor Job design 3

4 Motivation Level of absenteeism, labor turnover, productivity, identified as directly attributable to employee motivation A problem for the managers of HR is that two different concern: 4

5 Motivation Cont. Requirements of the organization in term of productivity and efficiency through their efforts The requirements of the workers in gaining satisfaction that is not directly associated with financial or material gain, but with enjoyment arising from undertaken the work itself. 5

6 Motivation Motivation can be set under two general headlining 1. Content theory What employees want from work or reasons to work 2. Process Theory How to get there or alternative ways to get there 6

7 Content Theories Herzberg s Motivation-Hygiene ) )الوقائية Theory Maslow s Hierarchy of Needs McClelland s Learned Needs Theory 7

8 Content theories 1. Herzberg s hygiene theory The performance can be measured under two cases Hygiene Factors Concerned with job environment Motivate factors concerend with content of work it self 8

9 Herzberg s Motivation-Hygiene Theory Hygiene Factors Company policy and administration Supervision Relationship with supervisor Work conditions Salary Relationships with peers Security Motivation Factors Achievement Recognition Interesting work Responsibility Advancement Growth 9

10 Maslo Hierarchy of Needs Human have five identifiable needs Food Shelter & safety Security & protection Affection & belonging Recognition Human will not try to satisfy a need at the next level in the hierarchy until the lower level need has been satisfied. 10

11 Maslow s Hierarchy of Needs Self- Actualization Esteem Affiliation Safety and Security Physiological 11

12 McGregor s Theory X and theory Y Managers try to motivate people according to whether they hold a basically negative (X) or Positive (Y) view of human beings. Theory X traditional approach to the direction and control of people Three Assumptions Workers have an inherent dislike of work and will avoid it whatever possible. 12

13 Since workers dislike work, they must be coerced, controlled, directed and punished to achieve goals. Workers prefer to be directed, wish to avoid responsibility. 13

14 Theory Y Work is as natural as rest and play Self direction & self control are desirable in the work situation. People are not inherently lazy. People have potential. 14

15 Process Theories Equity theory Expectancy Theory Goal setting theory 15

16 Process theories Investigate how motivated behavior is sustained. Equity theory: Concerned with fairness Job satisfaction affected by input and output Input: amount of work Output: rewards People calculate this interm of ratio If two ratios between different persons are the same, the equity do exist. 16

17 Expectancy Theory E P Expectancy Perceived probability of successful performance, given effort P O Expectancy Perceived probability of receiving an outcome, given successful performance Outcome A valence A Effort Performance Outcome B valence B Motivation Motivation is expressed as follows: M = [E P] P O) (V)] Outcome C valence C 17

18 Expectancy theory It assume the people make decisions according to outcome of particular action (how attractive) There is certain link bet effort, performance, & outcome Effort-performance linkage Performance-outcome linkage Attractiveness of outcome. 18

19 Goal setting theory Stress on significance of setting and achieving goals in the motivation process. 19

20 Alderfer s ERG Theory Growth Needs Satisfaction Progression Relatedness Needs Frustration Regression Existence Needs 20

21 McClelland s three needs theory Three needs motivates peoples: Achievement: to achieve in relation to personally set standards of excellence. Power: the need to control or influence Affiliation-the desire for friendly and close interpersonal relationship 21

22 Alderfer s ERG theory Three mean categories of needs: Existence : the need for survival and reproductions Relatedness: social needs Growth: need for personal growth 22

23 Motivation characteristics Environmental factor 1. economic factor Level of completion Level of productivity Degree of manufacturing Service economy 23

24 Social /culture factors Age composition of workforce Level of education Career expectations Legal factors Employment legislation Employment practices Technological factor Computer aided manufacturing Degree of craft Informations 24

25 Job design We can express job design in terms of four inter-related functions 1. the process and principles employed 2. the effective allocation of jobs 3. establishment of the relationships 4. personnel support system (selection, training, supervision, motivation, reward) 25

26 The importance of holistic job design cannot be understated. Job enrichment approach: Job enrichment the vertical restructuring of jobs designed to increase the level of challenge through more difficult duties and responsibility. Job enlargement the horizontal restructuring of jobs whereby the degree of difficulty remains the same but the number of duties is increased providing more works. 26

27 Job design can be three-stage process Stage 1 survey and analysis Examine and identify The content of a job Frequency of performance Degree of specialization Importance of tasks relative to achievement of goals 27

28 Consider situational factors Economic positions Amount of technology Working condition &ns Change in skill levels Stage 2 plan and design Define system and procedures required to realize organizational goals in the most efficient manner 28

29 Stage 3 implementation and assessment Put new design into practice Assess and modify according to : Compatibility with organizational goals Feedback from employees to ensure continued efficiency, effectiveness and satisfaction. 29