Principles of Management - Motivation PDF

Principles of Management Motivation Module Learning Outcomes Recognize the importance of employee motivation and how to promote it 11.1: Explain the importance of employee motivation in an organization 11.2: Explain needs-based theories of motivation 11.3: Explain process-ba...

Principles of Management Motivation Module Learning Outcomes Recognize the importance of employee motivation and how to promote it 11.1: Explain the importance of employee motivation in an organization 11.2: Explain needs-based theories of motivation 11.3: Explain process-based theories of motivation 11.4: Describe the job characteristics that affect motivation 11.5: Explain goal-setting theory 11.6: Explain reinforcement theory 11.7: Explain the manager’s role in promoting motivation The Importance of Employee Motivation Learning Outcomes: The Importance of Employee Motivation 11.1: Explain the importance of employee motivation in an organization 11.1.1: Explain the importance of employee motivation in an organization 11.1.2: Distinguish between internal and external motivation Understanding the Importance of Employee Motivation Employee motivation is of great concern to any organization Recent surveys show “the ratio of disengaged to actively engaged employees is roughly 2-to-1, meaning that the vast majority of U.S. workers (70%) are not reaching their full potential” Manager’s ability to motivate employees requires gaining understanding of different types of motivation Types of Motivation Motivation is collection of factors that affect what people choose to do, and how much time and effort they put into doing it Intrinsic: internal sources of motivation Interests, beliefs, personal pride, skill development and competency Personal enjoyment, sense of accomplishment, power, social status Extrinsic: motivation from outside individual Tangible rewards (commissions, bonuses, raises, promotions, additional time off work) Needs-Based Theories of Motivation Learning Outcomes: Needs-Based Theories of Motivation 11.2: Explain needs-based theories of motivation 11.2.1: Differentiate between Maslow's hierarchy of needs and Herzberger's two-factor theory of needs 11.2.2: Explain Alderfer's existence-relatedness-growth theory 11.2.3: Explain McClelland's acquired-needs theory Maslow’s Hierarchy of Needs Based on premise that human beings are motivated by needs ranked in order hierarchically Physiological needs: Air, food, water, etc. Safety: Physical safety and security and employment security Social: Need to bond with other humans (love, friendship, family) Esteem: Desire to be respected by one’s peers & feel important Self-actualization: “becoming all you are capable of becoming” ERG Theory Modified Maslow’s hierarchy of needs- existence, relatedness, and growth Doesn’t force order of needs fulfillment and supports pursuit of different levels simultaneously Theory suggests managers will need to help regressing employees see importance of pursuit of higher needs to personal growth Acquired Needs Theory People who have strong need to be successful have high need for achievement People with high need for affiliation value building relationships Managers with high need for affiliation may find it difficult to deliver unpleasant news and critical feedback- will need to see value of providing feedback People with high need for power are motivated to influence others and control their environment- focus on larger strategy Process-Based Theories of Motivation Learning Outcomes: Process-Based Theories of Motivation 11.3: Explain process-based theories of motivation 11.3.1: Explain equity theory 11.3.2: Differentiate between procedural justice and interactional justice 11.3.3: Explain expectancy theory Equity Theory About perceived fairness- motivation depends on comparison to others (referent) Employee compares input and output to colleagues If employee feels he is putting more into job then what he gets out, he will become de-motivated, disgruntled, and even disruptive Procedural and Interactional Justice Procedural Justice- degree to which fair decision-making procedures are used Interactional Justice- focuses on employees’ perceptions of quality of interpersonal treatment received during organizational procedures Expectancy Theory Focuses on cognitive process- argues that motivation depends on strength of expectation that activity will result in consistent and favorable outcome for an individual Three components Expectancy: belief that employee can accomplish goal Instrumentality: asks if management will honor bargain Valence: degree to which employee values rewards Explains why workers may be motivated to work hard in job or provide minimal effort to simply get by Job Characteristics that Affect Motivation Learning Outcomes: Job Characteristics that Affect Motivation 11.4: Describe the job characteristics that affect motivation 11.4.1: Describe the job characteristics that affect motivation Job Rotation Involves periodically shifting employee from one task or job to another in effort to decrease boredom By cross-training, companies have found reductions in repetitive motion injuries and turnover Used by Lincoln Electric as well as McDonald’s Job Enlargement Expanding jobs by increasing number and variety of tasks individual performs Seeks to motivate workers through reversing specialization Mixed results in 1993 study- looked at job enlargement efforts among staff and managers in financial services industry Extra work resulted in less satisfaction and efficiency Created stressful overload and lead to errors Job Enrichment Refers to vertical expansion of jobs Increases degree to which employee also controls planning and evaluation of work they execute Enriched jobs increase employee’s independence and responsibility Also provides feedback so employee can evaluate and improve own performance Goal-Setting Theory Learning Outcomes: Goal-Setting Theory 11.5: Explain goal-setting theory 11.5.1: Explain goal-setting theory Understanding Goal-Setting Theory Goals must be specific enough to answer who, what, when, where, why, and how- employees perform better when given specific goals Goal commitment is degree of determination person uses to achieve accepted goal Goal must present challenge to individual but still be attainable- must be specific to each individual person to increase their motivation Feedback is ongoing requirement to be aware of progression or regression- receive feedback on how well they are progressing towards goals A Manager's Role in Motivating Employees Learning Outcomes: A Manager's Role in Motivating Employees 11.7: Explain reinforcement theory 11.7.1: Explain how companies address basic needs 11.7.2: Explain how managers can individualize motivation strategies Addressing Basic Needs All needs and process-based theories of motivation can be addressed Companies start by paying appropriate wage Must be enough so employee’s aren’t distracted by mortgage Sense of belonging fulfilled by having jobs aligned to clear common purpose Social interactions (formal and informal) Clearly apply rewards and recognition Managers Are Motivators Managers have greatest influence on employee’s motivation Even though someone’s manager can’t entirely affect company’s structure, culture, and reward system, manager can link performance to recognition, bonuses, and good work assignments Manager who most directly promotes and implements any policies Best managers are able to meet each employee’s most important needs All employees will have different needs for autonomy and areas they’d like to focus on All employees need to see work is tied to common purpose of team and company Practice Question 3 What is the most important factor of reinforcement and goal-setting theory? 1. The size of the bonus. 2. The attainability of the goal. 3. The fairness of the wage. 4. The skill of the manager.