Understanding Motivation and Performance

• A basic principle is that an individual's performance depends on both their ability and their motivation.
• Performance is a function of ability multiplied by motivation: Performance = f (ability × motivation).
• Ability, meaning the skill and competence to complete a task, is not enough alone; the person's desire to complete the task is also crucial.
• Effective organizations require employees with both abilities and a strong desire to accomplish their tasks.
• Motivation is defined as the forces that influence behaviour.

The Motivation Framework

• The framework comprises six steps.
• Motivation begins with an individual's needs, which are felt deprivations that energize individuals.
• Needs can be psychological (e.g. need for recognition), physiological (e.g. need for food), or social (e.g. need for friendship).
• Deprivations prompt the individual to seek ways to reduce or eliminate these needs.

Theories of Motivation

• Theories of motivation can be categorized into early and contemporary theories.
• Early theories: Scientific Management and Human Relations Model.
• Contemporary theories are further classified into content, process, and reinforcement categories.
• Content theories address "what" motivates, usually needs (e.g. Maslow, Herzbeg, etc).

Early Theories: Scientific Management

• Frederick Winslow Taylor's Scientific Management focuses on scientifically studying and organizing work to increase efficiency.
• Techniques from Scientific Management:
  • Scientific method for work
  • Task planning
  • Scientific worker selection, training, and remuneration
  • Standardization
  • Specialization and division of work
  • Time and motion studies
  • Mental revolution
• Taylor's theory assumed economic rewards primarily motivate people.
• Scientific Management stated:
  • Work can be scientifically studied to find the best method
  • Workers can be made more efficient through precise instructions
  • Workers will follow instructions if paid according to piece-work
• Criticisms of Scientific management: treats workers as factors of production driven by economic incentives.
• Taylor assumed workers are primarily motivated by the need for money (rabble hypothesis).
• Contrary to the rabble hypothesis, workers have various needs, including security, social fulfillment, and challenging work.

Early Theories: Human Relations Model

• The Human Relations Model recognizes the importance of social contacts and the impact of boredom and repetitiveness on motivation.
• Managers can motivate employees by acknowledging their social needs and making them feel valued.
• The model emphasizes employee involvement in decision-making and providing more information about management's intentions and organizational operations.
• In the Human Relations Model, supervisors are expected to treat workers with consideration to gain management's authority.
• Limitation: Over-reliance on social contacts for motivation, which may not always be sufficient to motivate employees.

Contemporary Theories: Content Theories

• Content theories, like Maslow's need hierarchy, use individual needs to understand job satisfaction and work behavior.
• Needs cause a tension that influences job satisfaction and work behavior.
• Managers should create a positive work environment that responds to individual needs.
• Poor performance, undesirable behavior, and decreased satisfaction often stem from unfulfilled needs.

Maslow's Need Hierarchy Theory

• Maslow's need hierarchy is a theory of motivation.
• Principles of Maslow's Need Hierarchy Theory:
  • Human beings have wants and desires that can influence their behaviour
  • Only unsatisfied needs can influence behaviour, satisfied need do not act as motivators
  • Since needs are many, they are arranged in the order of their importance, or hiearchy
  • The person advances to the next level of hierarchy, or from the basic to the complex, only when the lower-level need is, at least, minimally satisfied
  • Further up the hierarchy the person is able to go, the more individuality, humaneness, and psychological health he or she will display
• HR specialists should try to elevate employees from lower-level needs to higher-level needs.
• Maslow's hierarchy divides human needs into five levels: physiological, safety, belongingness and love, self-esteem, and self-actualization.
• If basic physiological needs are unsatisfied, they dominate a person's consciousness and have exclusive power to motivate behaviour.
• Satisfaction unleashes a new series of discontent. People do not stop wanting
• If primary needs are lost, then that level of need can be reactivated
• Physiological needs: for food, drink, oxygen, sleep, sex, protection from extreme temperature.
• In organizations, adequate salary and basic working conditions represent physiological needs.
• Safety needs: ensuring continuity, order, structure, and predictability.
• In organizations, job security, salary increases, and safe working conditions address safety needs.
• Belonging and love needs: affection and relationships with others.
• Organizations should encourage compatible work groups, peer acceptance, professional friendship, and friendly supervision to address social needs.
• Self-esteem needs: desire for competence, confidence, personal strength, achievement, independence, and freedom.
• Workplace fulfillment of self-esteem needs: managers reward high-performance behaviours
• Self-actualization needs: desire to become fully one's potential.
• Organizations that have a high level of managers that want to grow in this area use approaches to reach organizational goals.
• Impulses to self-actualization are natural.
• There are individuals who estimate most of the population can fulfill the need for self-actualization.

Evaluation of the Need Hierarchy Model

• The need hierachy: Offers useful ideas for helping managers think about motivating their employees
• The need hierachy: Recognizes that needs may be different for each employees
• The need hierachy: Offers satisfaction for the particular needs
• The need hierachy suggests possible answers to: why do some employees seem highly motivated by money
• The need hierachy suggests: Desired behaviour is most likely to occur if it results in the satisfaction of an employee's prepotent need.
• The need hierachy is dynamic in that it presents motivation as a constantly changing force
• One of the basic tenets of existential philosophy is that a man is a healthy, good and creative being, capable of working out his own destiny.
• Criticisms of the theory:
  • It is said that Maslow's theory is not a theory of work motivation
  • The hierarchy of needs simply does not exist
  • Assuming hierarchy does exist among needs, it may not be the same in all countries
  • Not only are there differences across countries in needs hierarchy, there are variations within countries
  • Maslow's assumption about psychological health is not acceptable to many
  • Managers do not have the time Leisurely diagnose as to where every employee stands on Maslow's hierarchy

Two-Factor Theory

• The two-factor theory: the dual factor theory
• There are two distinct aspects of the motivation-hygiene theory
• Intrinsic factors, such as achievement, recognition, The work itself, responsibility, advancement, and growth seem to be related to job satisfaction.
• This factors are known as motivators, satisfies
• The on the other hand, when they were dissatisfied, they tended to attribute it to extrinsic factors.
• Factors such as as company Policy and administration, supervision, working conditions, salary, status, security, and interpersonal realations.
• Managers should copy with both satisfies and dissatisfiers Criticisms of the theory are:
  • the Procdure that Herzberg adopted is limited by its methodology.
  • the reliability of Herzberg's methodology is quesitioned
  • the theroy provdes an explanation of job satisfaction
  • the theory is inconsistent with previous research
  • Herzberg assumes that there is a relatonship between satisfaction and productivity
  • the two factors are not actually distinct
  • Herzberg clears many misconceptions concerning motivation.

ERG Theory

• ERG stands for existence, relatedness and growth.
• Existence needs: desires for physiological and material well-being. Relatedness needs: desires for maintaining interpersonal relationships. Growth needs: desires for personal development.
• ERG differs from the need hierarchy there are a 3 levels of needs not 5
• Alderfer: more than one need may be operative
• ERG notes: when a higher-level need is frustrating, the individual's desire to increase a lower-level need takes place.
• ERG Limitations:
  • The theory does not offer clear guidelines.
  • newer than the theory
  • has a wider validity

Achievement Motivation Theory

• The achievement Motivation theory was advocated by McClelland
• The theory envisonages that each person has a need for all three
• there is a Need for Achievement
• Need for Power individuals exhibiting a neeeds as the ability

Induction Training in India

• Most new entrees go through different trainings.
• Those trainings are focused on new employees
• structured trainings
• customized imentation
• standards
• classroom sessions
• Internal Mobility

Purposes of Internal Mobility

• Improve organizational effectiveness
• Improve employee
• to adjust business operations
• ensure discipline
• transfers

Purposes of Transfers

• meet organizational requirements
• satisfy employees need
• utilize employees better
• make employees versatile
• adjust workforce
• provide relief
• reduce conflicts
• punish employees

Promotion

• Promotion refers to upward movement of an employee that is higher in pay and responsibility
• There are advantages to promotion Bases of Promotion: Merit based
• Seniority Based
• There might be limitations

Demotion

• emotion is the downward movement of an employee that is lower than status
• There are many cases

Employee Separations

occurs when employees cease to be members of an organization

• 1. Resignation:
• 2 Retirement: -3. Layoff:
  • 4. Retrenchment

Outplacement

Employers who are retrenched may face difficulty in finding an alternative skill

• Suspension Suspension means prohibiting an employee
• Discharge and dismal;