INFS 212 Principles of Management

Transcription

1 INFS 212 Principles of Management Session 10 Motivation Lecturer: Dr. Emmanuel Adjei Department of Information Studies Contact Information: College of Education School of Continuing and Distance Education 2014/ /2017

2 Session Overview The important task before every manager is to secure optimum performance from each of his subordinates. The performance of the subordinate, in turn, is determined by his ability to work and the extent to which he is motivated. Motivation is the process of inducing and integrating the subordinates to put in their best. In Session 10 we discuss the importance of motivation to managers. The following areas will be covered: The importance of motivation in organisations; managerial approaches to motivation; the motivation process; human factors in motivation; and selected motivation theories Slide 2

3 Session Objectives Objectives At the end of the session, the student should be able to Explain motivation and its importance in organisations Explain the motivation process Identify human factors impacting on motivation Understand some of the theories of motivation Slide 3

4 Session Outline The key topics to be covered in the session are as follows: Topic One: Define and Explain Motivation Topic Two: Theories of Motivation Topic Three: The Motivation Process Topic Four: Types of Motivators Slide 4

5 Reading List 1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read Chapter 10 pages ) 2. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapter 14 Pages ). Slide 5

6 Topic One DEFINE AND EXPLAIN MOTIVATION Slide 6

7 Defining Motivation Some definitions 1. Motivation means a process of stimulating people to action to accomplish desired goals- W.G.Scott. 2. Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward. Edwin B. Flippo. Slide 7

8 Defining Motivation Some definitions 3. Something that moves the person to action and continues the course of action already initiated Robert Dubin. 4. Motivation is the need or drive within an individual that urges him towards goal-oriented action Slide 8

9 Motivation Motivation Satisfaction Motivation is Drive and Effort is to satisfy a want or a goal Satisfaction is the Contentment experienced when a want is satisfied Slide 9

10 Topic Two THE MOTIVATION PROCESS Slide 10

11 The Motivation Process The Motivation Process 1. Awareness of Need 2. Search for Action 3. Fulfillment of Need 4. Discovery of New Need Slide 11

12 The Motivation Process The Motivation Process Slide 12

13 Topic Three TYPES OF MOTIVATORS Slide 13

14 Types of Motivators Types of Motivation Motivation can be classified on the basis of: Approach adopted by management (Positive, Negative) Incentives (Financial, Non-financial) Nature of reward (Extrinsic, Intrinsic) Slide 14

15 Types of Motivators Approach adopted by management Positive Motivation Rewards and incentives for employees Favourable environment; Necessary facilities Awards for best performance etc. Slide 15

16 Types of Motivators Negative Motivation Fear Punishment Demotion Layoff Slide 16

17 Types of Motivators Incentives Financial Motivation(Monetary benefits) Wages and salaries Bonus Fringe benefits Retirement benefits Slide 17

18 Types of Motivators Non Financial Motivation Recognition Greater involvement in decision-making Responsibility Challenging job Praise Slide 18

19 Types of Motivators Nature of Reward Extrinsic Motivation Allowances Bonuses Fringe benefits Free housing Medical care Slide 19

20 Types of Motivators Intrinsic Motivation Status Authority Challenging job Participation in decision-making Slide 20

21 Motivators Slide 21

22 Topic Four THEORIES OF MOTIVATION Slide 22

23 Theories of Motivation 1. Maslow s Need Hierarchy Theory 2. McGregor s X and Y Theories 3. Ouchi s Z theory 4. Herzberg s Two-factor theory 5. McClelland s Need theory 6. Vroom s Expectancy theory. 7. Adelfer s ERG theory Slide 23

24 Theories of Motivation DOUGLAS MCGREGOR S X AND Y THEORIES Theory X 1. People, in general, dislike work. They avoid their duties and are basically lazy. 2. Most people are unambitious. They do not voluntarily accept any responsibility. Theory Y 1. People are not averse to work. Given the proper working conditions the workers would do their work with the kind of enthusiasm they show for their other activities like playing and eating. 2. Workers are ambitious and they do come forward to accept responsibility. Slide 24

25 Theories of Motivation Theory X Theory Y 3. Most people lack creativity. They show no preference for learning anything new factors. 3. Workers do have the potentials to be creative. If the management has a positive outlook, it will certainly encourage the workers to display their creative ideas and skills. Slide 25

26 Theories of Motivation Theory X 4. Satisfaction of physiological and safety needs alone is important for most people. Workers in general are only bothered about their salary, job security and such other extrinsic factors. Theory Y 4. It is not correct to assume that only satisfaction of physiological and safety needs are important for most workers. The workers do many things to have their ego satisfied. There are workers with tremendous potentials who want to work to their maximum capabilities. Slide 26

27 Theories of Motivation Theory X 5. While at work, an employee needs to be closely supervised and watched. Theory Y 5. Workers need not be directed and closely supervised. They are good in what is called selfdirection. Slide 27

28 Theories of Motivation Characteristics of Theory X And Y Managers Theory X Managers Have little regard for people Tend to be very authoritarian Generally unlikely to motivate anyone to work willingly and well Theory Y Managers Pay attention to individual needs Unlikely to be authoritarian Boost morale of workers through incentives and rewards Slide 28

29 Maslow s Hierarchy of Needs Theory Maslow s Need Hierarchy Theory Human behaviour is directed towards the satisfaction of certain needs. Physiological Needs Safety Needs Social Needs Theories of Motivation Esteem Needs and Self-actualization Needs Slide 29

30 Theories of Motivation Maslow s Hierarchy Of Needs Theory Slide 30

31 Theories of Motivation Slide 31

32 Theories of Motivation Hierarchy Of Needs 1. Physiological Needs Food Water Air Clothing Shelter Sleep etc. Slide 32

33 Theories of Motivation 2. Safety Needs Security of body, job / employment; resources; family; property; health Protection Law and order Slide 33

34 Theories of Motivation 3. Social Needs Friendship Association Affection Love Slide 34

35 Theories of Motivation 4. Esteem Needs Ego Status Recognition Self respect by others Slide 35

36 Theories of Motivation 5. Self Actualization Needs The need to achieve our full potential Slide 36

37 Theories of Motivation HERZBERGS TWO FACTOR THEORY Herzberg, a clinical psychologist and pioneer of job enrichment, developed his motivation theory during his investigation of 200 accountants and engineers in the USA. His research centered on two questions: What are the factors that contribute to satisfaction with your work? What are the factors that demotivate you at work? Slide 37

38 Theories of Motivation People are influenced by two factors: Hygiene factors are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction. Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees. Slide 38

39 Theories of Motivation Examples of Hygiene Needs or Maintenance Factors The organisation, its policies & administration Kind of supervision (leadership & management, including perceptions) Relationship with supervisor Work conditions (including ergonomics) Salary Status Job security Interpersonal relations Slide 39

40 Theories of Motivation 1. Hygiene Needs People will strive to achieve hygiene needs because they are unhappy without them, but once satisfied, the effect soon wears off satisfaction is temporary. (Chapman) Parallels with Maslow s Hierarchy of Needs Motivational Model Slide 40

41 Theories of Motivation 2. True Motivators Achievement Recognition for achievement Work itself (interest in the task) Being given responsibility Growth and advancement Challenging work Slide 41

42 Summary Motivation is the willingness to exert high levels of effort towards organizational goals, conditioned by the effort s ability to satisfy some individual need. The motivation process begins with an unsatisfied need, which creates tension and drives an individual to search for goal that, if attained, will satisfy the need and reduce the tension. There are many theories about motivation. In this session we examined three, which are: Theory X and Y; Hygiene factors and Hierarchy of needs. Slide 42

43 Summary The traditional approach, based on theory X view of human nature relied on fear and punishment to bring about satisfactory performance. Theory Y emphasized on the full potential of workers and places responsibility for motivation on the shoulders of managers. Abraham Maslow s theory hierarchy of needs theory says that human needs, arranged in a hierarchy of relative importance, determine human behavior. Frederick Herzberg s theory discusses the importance of satisfier and dissatisfiers in job satisfaction. Slide 43

44 Sample Questions for Consideration 1. What can management do to satisfy the various the various level needs of workers as shown in Maslow s model. 2. Herzberg disagrees with Maslow to the extent that while Maslow believes that the first three level needs such as physiological, safety and social needs are motivators, Herzberg believes these are hygiene factors and not motivators. Which view do you agree with and why? Slide 44

45 Reference 1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read Chapter 10 pages ) 2. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapter 14 Pages ). Slide 45