Motivating Employees Lecture 8 PDF

Motivating Employees Lecture 8  Agenda 1 Definition 2 Theories of Motivation Contemporary theories Challenges in 3 of Motivation 4 Motivation  Definition Motivation Occurs as th...

Motivating Employees Lecture 8  Agenda 1 Definition 2 Theories of Motivation Contemporary theories Challenges in 3 of Motivation 4 Motivation  Definition Motivation Occurs as the result of an interaction between the person and a situation. It is not a personality trait Is the process by which a person’s effort are energized, directed and sustained towards attaining a goal Elements of Motivation Energy: Direction: Persistence: A measure Towards Exerting effort of intensity organization to achieve or drive goals goals Motivation works best when individual needs are compatible with organizational goals.  Early Theories of Motivation Maslow’s Hierarchy of Needs McGregor’s Theory X and Y Herzberg’s Two Factor Theory McClelland’s Three-Needs Theory  Maslow’s Hierarchy of Needs Needs were categorized as five levels of lower- Self- to higher-order needs. Actualization Individuals mustissatisfy Mercury lower-order the closest needs planet to the Sun before they can satisfy higher order needs. Esteem Satisfied needs will no longer motivate. Social Motivating a person depends on knowing at what level that person is on the hierarchy. Safety Hierarchy of needs Lower-order (external): Physiological — physiological, safety Higher-order (internal): — social, esteem, self-actualization  McGregor’s Theory of X and Y Theory X Theory Y Assumes that workers Assumes that workers have little ambition, can exercise self- dislike work, avoid direction, desire responsibility, and responsibility, and like require close to work. supervision Motivation is maximized by participative decision making, interesting jobs, and good group relations  Herzberg’s Motivation-Hygiene Theory Job satisfaction and job dissatisfaction are created by different factors. Motivators Hygiene Factors Intrinsic Extrinsic (psychological) factors (environmental) that create job factors that create job satisfaction. dissatisfaction. Herzberg’s Motivation-Hygiene Theory  McClelland Three-Needs Theory There are three major acquired needs that are major motives in work. Need for Need for Need for Achievement Power Affiliation (nAch) (nPow) (nAff) The drive to excel The need to The desire for and succeed influence the interpersonal behavior of others relationships Contemporary Theories of Motivation Goal-Setting Theory Reinforcement Theory Job Design Theory  Goal Setting Theory Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. Internal locus of control means Self-efficacy is the individual’s that control comes from within. belief that he or she is capable of You have personal control over performing a task your own behavior.  Reinforcement Theory This assumes that a desired behavior is a function of its consequences. Consequences that immediately follow a behavior and increase the probability that the behavior will be repeated are called reinforces. Positive reinforcement is preferred for its long-term effects on performance. Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors.  Job-Design Theory Job Design The way into which tasks can be combined to form complete jobs Managers should design jobs deliberately to reflect: The demands of the changing environment Organization’s technology Employees’ skills and abilities  Job-Design Theory Job Job Job Enlargement Enrichment Characteristic Model (JCM) Increasing the job’s scope Increasing responsibility and Framework that include five (number and frequency of autonomy (depth) in a job. core job dimensions which tasks). create meaningful work experience and higher productivity  Job-Design Theory Job Characteristic Model (JCM) 1 2 3 4 5 Task Skill Variety Task Identity Autonomy Feedback Degree to which a job Degree to which a job Significance Degree to which a job Degree to which the requires a variety of requires completion of Degree to which a job allows substantial individual performing activities so employee a whole piece of work has a substantial freedom and the job receives can use different skills impact on the lives or independence information about the and talents work of others effectiveness of their performance  Job-Design Theory Job Characteristic Model (JCM)  Job-Design Theory Job Characteristic Model (JCM): Guidelines for Job Redesign  Challenges in Motivation Cross Cultural Challenges Motivational programs are most applicable in cultures where individualism and achievement are cultural characteristics. Uncertainty avoidance of some cultures changes Maslow’s needs hierarchy. The need for achievement (nAch) is lacking in other cultures.  Challenges in Motivation Motivating unique group of workers Motivating a diverse workforce Men place more importance on having autonomy in jobs more than women Women place more importance on flexible work hours, learning and good interpersonal relationships Young employees place importance on being exposed to different experiences Older employees are interested in highly structured work opportunities  Challenges in Motivation Motivating unique group of workers Motivating a diverse workforce Compressed work-week (Longer daily hours, but fewer days) Flexible work hours (Flex-time) : Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present Job Sharing: Two or more people split a full-time job Telecommuting: Employees work from home  Challenges in Motivation Motivating unique group of workers Motivating Professionals Characteristics of professionals Strong and long-term commitment to their field of expertise Loyalty is to their profession, not to the employer Have the need to regularly update their knowledge Don’t define their workweek as 8:00 am to 5:00 pm  Challenges in Motivation Motivating unique group of workers Motivating Professionals Motivators for professionals Job challenge Organizational support of their work  Challenges in Motivation Motivating unique group of workers Motivating Contingent workers Opportunity to become a permanent employee Opportunity for training Equity in compensation and benefits  Challenges in Motivation Motivating unique group of workers Motivating Low-Skilled, Minimum-Wage Employees Employee recognition programs Provision of sincere praise THANKS! 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