Employees Motivation

Transcription

1 Employees Motivation Meaning of motivation Feature Importance Types of Motivation Review motion theories and skills Application of motivation theories in managing human resources in organization. 1/29/2018 Instructor: Dr Bangi, Y. I 1

2 Motivation Motivation comes from the word motive which means Drive towards some goals. Motivation is the process of creating a drive within people which causes them to achieve a certain goal. Motivation is defined simply as what causes people to behave as they do. All organizations need motivated employees and motivation is also critical to our own personal success In a very real sense, the quality of our neighborhoods, communities, and world depends upon motivation 1/29/2018 Instructor: Dr Bangi, Y. I 2

3 Nature/Features of Motivation Motivation is personal and internal feeling. Motivation produces goal directed behaviour. Motivation is a continuous process- an ongoing process due to unlimited human needs. Motivation is complex individuals differ in their motivation. Motivation is a system oriented individual influence. Motivation can be positive or negative rewards are positive where else punishments are negative motivation. 1/29/2018 Instructor: Dr Bangi, Y. I 3

4 IMPORTANCE OF MOTIVATION Increase efficiency motivation influences the willingness of people to work and to do a work in better way. Optimum utilization of resource workers perform the work sincerely through the inspiration of motivation. Reduced labour turnover helps to retain the existing labours as result of job satisfaction. Building better industrial relations it helps to solve labour problems. 1/29/2018 Instructor: Dr Bangi, Y. I 4

5 Cont Facilitates change and reduce resistances motivation make people to be part and initiator of change. Easier selections or availability of right personnelmotivation attract the employees who are competent. Sense of belonging promote closer rapport between enterprise and workers. Helps in realizing organizational goals organizational goals are achieved quickly through motivation. 1/29/2018 Instructor: Dr Bangi, Y. I 5

6 Performance = f(a x M x O) Source: Adapted from M. Blumberg and C.D. Pringle, The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance, Academy of Management Review, October 1982, p /29/2018 Instructor: Dr Bangi, Y. I 6

7 Types of Motivation Positive motivation based on rewards e.g. praise, participation in decisions, delegation etc. Negative motivation it is based on force of fear e.g. threatening, demotion, pay-cut, dismissal etc. 1/29/2018 Instructor: Dr Bangi, Y. I 7

8 Cont Extrinsic motivation available only after the completion of a job. (Holidays, health insurance, bonus etc). Intrinsic motivation motivation is available at the time of performance. 1/29/2018 Instructor: Dr Bangi, Y. I 8

9 Motivation in Organizations Motivation is not: Directly observable The same as satisfaction Always conscious Directly controllable 1/29/2018 Instructor: Dr Bangi, Y. I 9

10 Cont Financial motivation direct associated with money. Non-financial motivation not associated with monitory rewards e. g. job relation, praise, participation in decision making etc. 1/29/2018 Instructor: Dr Bangi, Y. I 10

11 THEORIES OF MOTIVATION Abraham Maslow Hierarchy of Needs Douglas McGregor s Theory X and Theory Y Fredrick Herzberg s Motivation Hygiene Theory (Two factor Theory) Expectancy Theory of Motivation 1/29/2018 Instructor: Dr Bangi, Y. I 11

12 Abraham Maslow's Hierarchy of Needs A basic assumption of this model is that humans are perpetually wanting and they are motivated by a desire to satisfy their short-term and long term-needs. Satisfied employees will able to work efficiently and effectively. 1/29/2018 Instructor: Dr Bangi, Y. I 12

13 Main prepositions of Maslow s theory People are motivated by a desire to satisfy specific groups of needs. These group of needs form a hierarchy ranging from the lowest (bodily needs) to the highest. People satisfy their needs step-by-step starting with basic needs and then moving to the hierarchy e.g. a hungry person can not be motivated by security. 1/29/2018 Instructor: Dr Bangi, Y. I 13

14 Maslow s Hierarchy of Needs General Examples Self-Fulfillment Status Friendship Stability Shelter Self- Actualization Needs Esteem Needs Social Needs Security Needs Physiological Needs Organizational Examples Challenging Job Job Title Friends at Work Pension Plan Salary

15 Maslow's Hierarchy of Needs 1/29/2018 Instructor: Dr Bangi, Y. I 15

16 McGregor (1957) Theory X and Theory Y According to this theory manager have a set of beliefs/ assumptions (negative or positive) regarding the people they manage. Negative assumptions are known as Theory X while positive assumptions are known as Theory Y. A manager s motivation style/approach will be a direct response the beliefs or assumptions they hold about their subordinates. As result motivational approaches divide into either Theory X or Theory Y 1/29/2018 Instructor: Dr Bangi, Y. I 16

17 Theory X Assumptions Theory X is a negative theory about people based on the following assumptions: The average person has inherently dislike of work and will avoid it if possible. Most people prefer to be told what to do. Most people avoid responsibility. Most people are not ambitious. Most people just want security and nothing else. 1/29/2018 Instructor: Dr Bangi, Y. I 17

18 Theory Y Assumptions The theory X manager will try to motivate staff by: Using authority Close supervision Rules and regulations Threats and punishment All these are negative motivation techniques popularly known as Stick Motivation, i. e. theory X employees are motivated by using a stick. 1/29/2018 Instructor: Dr Bangi, Y. I 18

19 HERZBERG (1968) TWO-FACTOR OR MOTIVATION-HYGIENE THEORY Factors that produced job satisfaction or motivation are different than factors that lead to dissatisfaction motivating or intrinsic factors are those associated with the nature of the work itself achievement, recognition, challenging work, responsibility and growth 1/29/2018 Instructor: Dr Bangi, Y. I 19

20 Two Factor Theory Hygiene Factors Supervisors Working Conditions Interpersonal Relations Pay & Security Company Policies & Administration Motivation Factors Achievement Recognition The Work Itself Responsibility Advancement & Growth Dissatisfaction Satisfaction

21 HERZBERG (1968) TWO-FACTOR OR MOTIVATION-HYGIENE THEORY Low-level needs, called hygiene or extrinsic factors, do not lead to motivation they only lead to dissatisfaction Hygiene factors such as pay or working conditions, supervision, interpersonal relations, status, and security can cause dissatisfaction Satisfying these needs however will not lead to motivation 1/29/2018 Instructor: Dr Bangi, Y. I 21

22 HERZBERG (1968) TWO-FACTOR OR MOTIVATION-HYGIENE THEORY We are most preoccupied with a unmet needs what do you need to be motivated? Skill variety the job requires wearing skills, activities, tasks, and talents task identity the job allows completion of a whole and identifiable piece of work or work product task significance the work is important and has a positive impact or others in and outside of the organization autonomy the workers have a degree of discretion and control over their work feedback the work provides directing clear information on the effectiveness of performance 1/29/2018 Instructor: Dr Bangi, Y. I 22

23 EXPECTANCY THEORIES Instead of focusing on individual needs, expectancy theories suggest that people will be motivated when they expect their efforts will result in desirable outcomes 1/29/2018 Instructor: Dr Bangi, Y. I 23

24 Expectancy Theory Individual Effort Individual Performan ce Organizatio nal Rewards Personal Goals Effort- Performan ce Issue Performan ce-reward Issue Rewards- Personal Goals Issue

25 3. EXPECTANCY THEORY OF MOTIVATION The expectancy theory which is a result of work done in the USA by V. H. Vroom and E. E. Lawler, examiners the process of motivation. According to this theory, the process of motivation is based on how a person perceives the relationship between three things: 1/29/2018 Instructor: Dr Bangi, Y. I 25

26 Cont Effort, Performance and Reward. According to the Expectancy theory, people are motivated to put in effort to work by The value they place on the rewards of their effort. The belief that effort at work will lead to effective performance, and The belief that effective performance will lead to rewards. 1/29/2018 Instructor: Dr Bangi, Y. I 26

27 Cont Force of Motivation = Value placed on expected outcome/reward (VALENCE) x Expectations that effort and performance will lead to desired outcome/reward (EXPECTANCY). FORCE OF MOTIVATION=VALENCE x EXPECTANCY 1/29/2018 Instructor: Dr Bangi, Y. I 27

28 THE EXPECTANCY THEORY OF MOTIVATION PRACTICAL ISSUES Effort or motivated behaviour occurs when a person thinks that the effort will lead to effective performance, which in turn will lead to rewards which are seen as attractive. However, effort does not always result in effective performance. In sufficient resources available to do the task properly. 1/29/2018 Instructor: Dr Bangi, Y. I 28

29 Cont Similarly, effective performance may not always lead to the rewards by the individual, e.g. where the organization has no system for rewarding people, individuals and many staff may do a very good job but have to wait for years to be promoted. 1/29/2018 Instructor: Dr Bangi, Y. I 29

30 Cont The stronger the valence or value of the reward and the strength of the expectancy that a person's efforts will be successful and result in the reward, the stronger the motivational force to engage in the behavior 1/29/2018 Instructor: Dr Bangi, Y. I 30

31 Equity Theory Employees evaluate their treatment relative to the treatment of others Inputs: : Employee contributions to their jobs Outputs: : What employees receive in return The perceived ratio of contribution to return determines perceived equity

32 Equity Theories People's expectations about what is fair or equitable are learned through the process of socialization -- and also comparison of their experiences with those of others The equity norm suggest that those who contribute more to an organization should receive more rewards 1/29/2018 Instructor: Dr Bangi, Y. I 32

33 Equity Theories Motivation according to this model is a consequence of perceived inequity Perceived inequity creates tension in proportion to the magnitude of the inequity People can either feel guilty because they think they are paid too much (overpayment inequity) or be angry because they are paid too little (underpayment inequity) individuals are motivated to reduce this tension by either changing what they do or changing what they think 1/29/2018 Instructor: Dr Bangi, Y. I 33

34 Strategies for Enhancing Job Satisfaction and Morale ê ê ê ê ê Reinforcement/behavior modification Management by objectives Participative management and empowerment Job enrichment and job redesign Modified work schedules

35 Reinforcement / Behavior Modification Theory Punishment When negative consequences are attached directly to undesirable behavior Positive Reinforcement When rewards are tied directly to performance

36 Management by Objectives Collaborative Goal-setting Collaborativ e Goal Setting & Planning Communicati ng Organization al Goals & Plans Meeting Setting Verifiable Goals & Clear Plans Counseling Periodic Review Evaluation Identifying Resources

37 Participative Management and Empowerment Increasing job satisfaction by encouraging participation Team management represents a growing trend

38 Job Enrichment and Job Redesign Job Enrichment: : Adding one or more motivating factors to job activities Job Redesign: : Designing a better fit between workers and their jobs Combining tasks Forming natural work groups Establishing client relationships

39 Reinforcement, Rewards, and Punishment This is a model of human behavior suggesting that behavior is learned and that motivations and behavior can be changed by manipulating rewards and punishments Skinner (1971) is perhaps the person most closely identified with this idea His work focused on operant behavior or behavior that is controlled by the individual 1/29/2018 Instructor: Dr Bangi, Y. I 39

40 Reinforcement, Rewards, and Punishment How can operant behavior can be conditioned so the desired outcomes can occur? Skinner suggested four approaches: Positive reinforcement Negative reinforcement Punishment Extinction 1/29/2018 Instructor: Dr Bangi, Y. I 40

41 Ways of Acting Be self-reflective and proactive about your own motivation Be aware of what motivates you, not necessarily what motivates others Have realistic expectations about the extent in which we can influence the motivation of others Participate in setting clear and challenging goals Think about the salience of various rewards 1/29/2018 Instructor: Dr Bangi, Y. I 41

42 Ways of Acting Be honest with people about what rewards are possible what rewards are not Although people might be different in terms of personality, wants, goals, and needs they all want to be treated fairly Motivation is not about the characteristics of people, it is about the work that you can ask them to do It can be helpful think about the life-stages and what it means for employees and offer appropriate support 1/29/2018 Instructor: Dr Bangi, Y. I 42

43 SIGNS OF MOTIVATION 1. Energy Enthusiasm Determination Co-operation in achieving results Willingness to accept responsibility Acceptance of change High results achieved 1/29/2018 Instructor: Dr Bangi, Y. I 43

44 AMAZING DISCOVERY I SUPPOSE YOU DO REALISE THAT FOR YOUR EMPLOYEES TO ACHIEVE THE ORGANIZATIONAL GOALS THEY NEED TO BE HIGHLY MOTIVATED!! While on a ladder, never step back to admire your work. When the going gets tough, the tough get going. Failure is not an option. The best preparation for tomorrow is doing your best today. 1/29/2018 Instructor: Dr Bangi, Y. I 44

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