Motivating Employees Lecture 8 PDF

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

Motivating Employees Lecture 8  Agenda Theories of 1 Definition 2 Motivation Contemporary theories of Challenges in 3 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 Persistenc Energy: e: Direction: A measure Exerting Towards of effort to organizatio intensity achieve n goals or drive goals Motivation works best when individual needs are compatible with  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 Self- lower- to higher-order needs. Actualizati Individuals must satisfy lower-order on needs Mercury before they is thecan satisfy closest planethigher to the order needs. Sun Esteem Satisfied needs will no longer motivate. Social Motivating a person depends on knowing at what level that person is on the hierarchy. Safety Physiologic Hierarchy of needs al Lower-order (external): — physiological, safety Higher-order (internal):  McGregor’s Theory of X and Y Theory X Theory Y Assumes that Assumes that workers have little workers can exercise ambition, dislike self-direction, desire work, avoid responsibility, and responsibility, and like to work. require close supervision Motivation is maximized by participative decision making, interesting jobs, and good group  Herzberg’s Motivation-Hygiene Theory Job satisfaction and job dissatisfaction are created by different factors. Hygiene Motivators Factors Intrinsic Extrinsic (psychological) (environmental) factors that create factors that create job satisfaction. job 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 Achieveme Power Affiliation nt (nAch) (nPow) (nAff) The drive to excel The need to The desire for and succeed influence the interpersonal behavior of relationships others 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 Self-efficacy is the means that control comes individual’s belief that he or from within. You have she is capable of performing personal control over your a task 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 Characteristi Enlargement Enrichment c Model (JCM) Increasing the job’s scope Increasing responsibility Framework that include (number and frequency of and autonomy (depth) in a five core job dimensions tasks). job. which create meaningful work experience and higher productivity  Job-Design Theory Job Characteristic Model (JCM) 1 2 Task 3 4 5 Skill Task Significanc Variety Identity Autonomy Feedback Degree to which a job Degree to which a e Degree to which a Degree to which the requires a variety of job requires Degree to which a job allows individual activities so completion of a job has a substantial substantial freedom performing the job employee can use whole piece of work impact on the lives and independence receives information different skills and or work of others about the talents 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  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!Do you have any questions? CREDITS: This presentation template was created by Slidesgo, and includes icons by Flaticon, and infographics & images by Freepik Please keep this slide for attribution