Motivation In The Workplace Chapter 6 PDF

MOTIVATION IN THE WORKPLACE Chapter 6 Presented by: Reshle Calacat Patricia Garcia Janelle Quiambao Dolly Arwen Faye Refuela Khym Sanchez  CHAPTER 6 WHAT WE WILL TALK ABOUT What is Motivation?...

MOTIVATION IN THE WORKPLACE Chapter 6 Presented by: Reshle Calacat Patricia Garcia Janelle Quiambao Dolly Arwen Faye Refuela Khym Sanchez  CHAPTER 6 WHAT WE WILL TALK ABOUT What is Motivation? Discuss Theories of Motivations Describe how “motivation” operates Discuss Impact of Motivation in the Workplace  CHAPTER 6 MOTIVATION Results when an individual interacts with a situation. It’s a state of mind where the individual determines the level of desire, interest and energy that will translate into action.  CHAPTER 6 KEY POINTS MOTIVATION in the workplace... OF MOTIVATION Motivation is important to managers as it leads to action and it is one of the key elements of Persistence - or the amount of performance. Additionally, it is also a variable that time an individual can maintain can be influenced as it is not a stable state of mind. the effort to achieve a goal. Intensity - refers to how hard a It is very individual, and what motivates one person tries to achieve a goal. worker will not necessarily motivate another. Direction - area to which an individual focuses his efforts, and In motivation, "one-size-fit all" approach do not the quality of those focused efforts. work as it varies in a case-to-case basis.  The Expectancy Framework WHO? WHAT? Yale University Professor Victor This framework shows that motivation is about how Vroom, a leading expert on employees perceive their efforts and their results, not just psychological behavior in the reality of it. To effectively motivate their team, organizations, developed this managers need to understand how employees feel about framework to analyze motivation. their work and performance. Effort Performance Outcome Expectancy Instrumentality Valence how difficult reward promised value CHAPTER 6  "Components and definition of Motivation in the workplace — it’s important for managers to understand that all of them seek to predict human behavior and understand the mystery that is motivation, and that all of them bring some amount of clarity to the issue. Most well-known useful theories " CHAPTER 6  CHAPTER 6 DIFFERENT THEORIES OF MOTIVATION  CHAPTER 6 MCGREGOR’S THEORY X AND HERZBERG TWO FACTOR THEORY Y THEORY Frederick Herzberg identified two factors that influence motivation and job satisfaction: Motivators: Factors that increase job satisfaction and motivation, such as achievement, recognition, and opportunities for personal growth. These are intrinsic to the work itself. Hygiene Factors: Factors that can cause dissatisfaction if missing but do not necessarily motivate if improved, such as salary, company policies, working conditions, and job security. These are McGregor proposed two contrasting theories of workforce extrinsic to the work itself motivation: Theory X: Assumes that employees are inherently lazy, dislike work, avoid responsibility, and require constant supervision and coercion to perform. Theory Y: Assumes that employees are self-motivated, seek responsibility, find fulfillment in their work, and are capable of self-direction.  CHAPTER 6 THE HAWTHORNE EFFECT MASLOW'S HIERARCHY OF NEEDS A change in behavior due to being observed Origin: Studies at Hawthorne Works plant (1920s- 1930s) Key Findings: Productivity increased when employees felt observed Not due to changes in working conditions, but increased attention  CHAPTER 6 INDICATORS OF UNMOTIVATED EMPLOYEES  CHAPTER 6 INDICATORS OF UNMOTIVATED EMPLOYEES WHAT IT MATTERS - MOTIVATION IN THE WORKPLACE Why learn about motivation in the workplace? The 2017 “State of the American Workplace Survey,” conducted by Gallup, showed us some enlightening information. That is: 33% of employees in the workforce were engaged 51% of employees were disengaged 16% of employees were actively disengaged  CHAPTER 6 INDICATORS OF UNMOTIVATED EMPLOYEES MOTIVATION IN DIFFERENT CULTURES Hofstede’s Cultural Dimensions Theory, developed by Geert Hofstede, is a framework used to understand the differences in culture across countries. CULTURAL DIMENSION THEORY 1. Power Distance 2. Individualism 3. Uncertainty Avoidance 4. Masculinity vs. Femininity 5. Long term Orientation vs. Short term Orientation 6. Indulgence vs. Restraint INDICATORS OF UNMOTIVATED EMPLOYEES ORGANIZATIONAL COMPONENTS OF MOTIVATION Common elements of Good Organization Organizational culture and politics - The culture encourages its associates to try new things, push the limits, and go beyond what we know as acceptable in today’s marketplace. It fosters healthy work-life balance and consistently encourages associates to live a better life. Leadership and coworkers - “The [owners] and all executives and leaders are engaged, invested and committed to our mission of helping people live healthier, better lives through food, and in doing the right thing. Sense of Equity - equity is an individual’s sense that everyone within the company is being treated fairly. CHAPTER 6  CHAPTER 6 MOTIVATION TECHNIQUES Management by Objectives a response to the goal - setting theory as a motivator advocates specific, measurable goals and feedback widely used and successful practice for many industries CHAPTER 6 CHAPTER 6  CHAPTER 6 JOB REDESIGN PROGRAMS Job Rotation Job Enrichment Flexible Hours Job Sharing Telecommuting  CHAPTER 6 TRAINING AND WORKING CONDITION Provide adequate and ongoing training for employees. Letting them learn new things.  CHAPTER 6 Extrinsic Motivation Compensation Intrinsic Punishment Motivation Reward Autonomy Mastery Purpose  Employee Needs Cultural Differences Needs tend to influence an Managers need to embrace employee’s perception of the value of cultural differences in order to a proposed reward. understand what motivates their employees  CHAPTER 6 HACKMAN-OLDHAM JOB DESIGN MODEL Published by Richard Hackman and Gary Oldham This study suggest that managers should tailor the job to meet the employee’s individual needs.  CHAPTER 6 PUTTING IT TOGETHER- MOTIVATION IN THE WORKPLACE PUTTING IT TOGETHER CHAPTER 6 Motivation in Organizations Motivation is an individual process, but can be built from individual, work, and organizational components. Managers need to understand motivation as a product of needs and wants. Variable-pay programs, employee recognition programs, and management by objective are solutions to employee needs. Managers should understand what motivates employees and studies to build innovative programs. As the world becomes smaller, managers need to understand the cultural dimensions of multi-national teams. Without motivation, effort, performance, outcomes, organization, and reward are lacking.  CHAPTER 6 INTRODUCTION TO MOTIVATION IN ORGANIZATIONAL BEHAVIOR  CHAPTER 6 WHAT YOU’LL LEARN TO DO: DESCRIBE HOW “MOTIVATION” OPERATES IN ORGANIZATIONAL BEHAVIOR Motivation is one of three key performance elements. In fact, research suggests that performance is a function of ability, motivation and opportunity: Performance = Function {Ability × Motivation × Opportunity}  CHAPTER 6 THANK YOU FOR LISTENING!