Motivating Employees PDF

Chapter 8 Motivating Employees © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Question Would you continue to work if you already...

Chapter 8 Motivating Employees © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Question Would you continue to work if you already had ? enough money on which to live? 2 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Introduction Motivation is a psychological state that comes from inside the employees as it is the willingness to do the work. Motivation is a key determinant of behavior. Motivated, engaged employees are a valuable asset to any organization. If managers understand employees’ motivations, they can design appropriate actions to influence their behaviors. 3 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  I/ What Is Motivation? The motivation process involves 3 components: 1. Arousal: is the intensity of energy that pushes us to initiate a behavior. For example, when we are hungry, we are driven to seek food. 2. Direction: it involves the choice of behavior. A hungry person may eat an apple, have a pizza delivered, go out for a burger, and so on. 3. Maintenance: is the persistence to continue the effort even though obstacles may exist. The longer you would continue to search for food when hungry, the more persistent you would be. 16–4 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Unsatisfied Need The Motivation Process A need is a physiological or psychological Tension deficiency which arises when there is a gap between your current and your aspired situation. Drives This gap creates a tension, that is a situation of frustration, stress and discomfort Gradually, the accumulation of tension creates an Search Behavior excitement and drive you or stimulate you to mobilize your time and energy searching for the appropriate behaviors to satisfy your needs Satisfied Need Once your needs are satisfied the tension is down temporarily. Reduction of Tension 4-5 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Types of Motivation Extrinsic motivation arises from outside of the individual and often involves external rewards such as trophies, money, social recognition, or praise. Intrinsic motivation is internal and arises from within the individual, such as doing a complicated crossword puzzle purely for the gratification of solving a problem. 6 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Why motivation matters? Decreased turnover, absenteeism and work accidents Healthier relationships among coworkers Improved customer service Increased creativity, innovation, and problem- solving Employees who are more satisfied are more efficient, have higher productivity and care more about what they’re doing. 7 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  II/ Theories of motivation Examples of classic theories of motivation - Maslow’s Hierarchy of Needs - Herzberg’s Two-Factor Theory - McGregor’s Theory X and Theory Y Examples of contemporary theories of motivation - Expectancy Theory - Equity Theory - Job Characteristics Model 8 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Classic theories of motivation: 1. Maslow’s Hierarchy of Needs ©Prentice Hall, 2001 Chapter 10 9 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Maslow’s Hierarchy of Needs As a manager, you can satisfy the needs of your employees by providing Physiological needs: comfortable working conditions, reasonable work hours and the necessary breaks. Safety needs :safe working conditions, secure compensation and job security. Belongingness needs: encouraging cooperative teamwork, being accessible and kind supervisor Esteem needs: offering praise and recognition when the employee does well, offering promotions and additional responsibility. Self-actualization needs : challenging work, participation in decision- making, flexibility and autonomy in the jobs. 10 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. How to motivate employees based on Maslow’s Theory Copyright © 2006 Thomson Bus 12–11 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. iness and Economics. All rights Classic theories of motivation: 2. Herzberg’s Two-Factor Theory Motivation at work is influenced by two sets of factors: 1) Motivaton factors: they arise from intrinsic characteristics of the job itself like achievement, recognition, responsibility, promotion... directly lead to job satisfaction because of “the need of the individual for self-growth and self-actualization 2) Maintenance factors: are extrinsic (independent of the job itself), and are linked to things related to the whole company like job security, working conditions, working relationships, rules and policies... can cause dissatisfaction if they’re not present but would not 12 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Herzberg’s Two-Factors Theory To Herzberg, the opposite of job satisfaction is not job dissatisfaction, but no job satisfaction. Conversely, the opposite of job dissatisfaction is no job dissatisfaction. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Classic theories of motivation: 3. McGregor theory X and theory Y Little Ambition Theory X Dislike Work Workers Avoid Responsibility Self-Directed Theory Y Enjoy Work Workers Accept Responsibility 14 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managers who follow Theory X assume that : 1-Employees inherently dislike work and will try to avoid it. 2-Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3-Employees avoid responsibilities and seek formal direction, if possible. 4-Most workers place security above all other work-related factors and will display little ambition. Managers who follow Theory Y assume that : 1-Employees can view work as being as natural as rest or play. 2-When committed to their objectives, people will exercise self-direction and self-control 3-The average person can learn to accept, even seek, responsibility. 4-Many workers have innovative decision-making skills. 15 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Contemporary theories of motivation: 1. Vrooms Expectancy theory “If I work hard, will I “Will I get rewards if the “Is the reward get the job done?” job is well done?” meaningful for me ?” Motivation = Expectancy x Instrumentality x Valence 16 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1. The effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. The performance-rewards relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. The rewards-personal goals relationship is the degree to which the rewards of an organization satisfy an individual’s personal goals or needs and the attractiveness of those rewards. 17 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Contemporary theories of motivation: 2. Goal Setting theory It states that specific and challenging goals (moderately difficult) contribute to higher and better task performance. An appropriate feedback of results and rewards direct the employee behavior and contribute to higher motivation and performance. Employees’ participation in setting goals makes goal more acceptable and leads to more involvement. 18 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  19 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Contemporary theories of motivation: 3. The Job Characteristics Model (JCM) The model specifies the conditions under which employees remain motivated to perform their job. It aims to improve employees’ motivation by adjusting the job itself. The JCM describes 5 motivating characteristics of work: 1-Skill variety 2-Task identity 3-Task significance 4-Autonomy 5-Feedback 20 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Skill variety: The degree to which the job requires a variety of activities, skills and Job Characteristics talents Task identity: The degree to which a job is clearly identifiable and have a visible outcome (predicted and visible) Model Task significance: The degree to which the job has an impact within the organization or even to society as a whole. Autonomy: The degree of freedom, independence, and discretion in completing work Feedback: obtaining direct and clear information about how well is their work performance. 21 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Increasing work motivation using the JCM Managers can use the JCM to increase work motivation by designing new roles (jobs) or by redesigning existing roles when an employee’s satisfaction or productivity is low. More specifically, they should: Ensure that work has variety of skills. This reduces boredom and keeps employees engaged in the work. Ensure that employees have adequate autonomy. This gives them a perceived sense of control over how they get their work done. Employees who are enabled to do their jobs with greater autonomy feel more motivated, satisfied, and creative. 22 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Increasing work motivation using the JCM Connect the work to its significance. Helping employees understand their work’s value. Feeling that you’re doing meaningful increases motivation. Ensure that employees receive enough feedback. For example, managers can bring employees and customers closer together. By doing so, they help employees get an immediate feedback from the end users of their service. This also helps them understand the impact of their work (task significance) and also allows them to learn how to deal with customers (skills variety). 23 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  III/ Job design/redesign techniques Job Rotation: employees are moved periodically from one job to another. Job rotation helps in reducing job monotony, routinization and help in developing a flexible workforce. Job rotation creates multi skilled employees. Job Enlargement: It is about increasing the number of tasks in a job for an employee. It helps in improving work efficiency and flexibility. Job Enrichment: It occurs when the employees are entrusted with additional responsibilities for scheduling, coordinating and planning their own work. 24 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Job enlargement vs Job enrichment (high) Enlarged Job Level of Responsibility (vertical job loading) Job enlargement adds more tasks at the same level of responsibility. (high) Task Task Task Task Level of Responsibility (vertical job loading) 1 2 3 4 Standard Job (low) (low) Number of Tasks (high) (horizontal job loading) (high) Level of Responsibility Task Task (vertical job loading) Enhanced Job 1 2 Job enrichment adds (low) more responsibility to the same number (low) Number of Tasks (high) Task Task of tasks. (horizontal job loading) 1 2 (low) (low) Number of Tasks (high) (horizontal job loading) 18 25 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  VI/ Flexible Work System Flexible Working System is a contemporary management concept. This is a work arrangement, which provides employees with greater freedom to perform their duties and work obligations. This system allows the employees to balance their personal and professional life. Modern workplace focuses on providing higher work flexibility to employees to increase their performance, satisfaction and productivity. 26 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Flexible Work System Compressed work-week: employees work for extra hours in exchange for a day off. Telework/Telecommuting: Work from home during some days per week Flextime: Employees can choose their work schedule (arrival, leave and lunch breaks). But the organization sets certain core hours for operational purposes where employees need to be present. Flextime improves employee motivation but is not applicable to every job. It works best with office tasks. Job Sharing: Two part-time employees share one full-time job Extended work schedules: long periods of work followed by long periods of paid time off Transition Period Part Time: Workers gradually return to work after a major life event by working part time for a set period and eventually returning to full time work. 6-27 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Benefits of flexible work systems Many benefits have been reported by various studies. Common findings include: Increased ability to attract, retain and motivate high-performing and experienced employees. Reduced absenteeism. Helps employees manage their responsibilities outside of work. It improves the overall well-being of the employees by reducing the work stress, burnout and fatigue. As a result, employees are able to perform at their full potential. Increased job satisfaction, energy and creativity. 28 © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.