Introductory Management PDF

Week 8 , Motivation theories, Maslow- Hierarchy of Needs theory, Herzberg-Two factor motivation theory Maslow ,Hierarchy of Needs ,1943,1954 Life 1.​ Self Actualization - Having grown and developed on a spiritual level, a person can achieve a sense of personal fulfillment. Morality,...

Week 8 , Motivation theories, Maslow- Hierarchy of Needs theory, Herzberg-Two factor motivation theory Maslow ,Hierarchy of Needs ,1943,1954 Life 1.​ Self Actualization - Having grown and developed on a spiritual level, a person can achieve a sense of personal fulfillment. Morality, Creativity, Spontaneity, Prob solving, Lack of Prejudice, Acceptance of Facts 2.​ Esteem - When a person is recognized by others for their achievements, they begin to feel good about themselves. helping build self-esteem. 3.​ Love and belonging -People like to feel as though they are part of a group - they need to build close relationships and have a sense of being accepted and cared for. 4.​ Safety -Having a secure home to shelter in and a stable work environment help make a person feel safe in the company of strangers or acquaintances. 5.​ Psychological -A person’s most basic needs relate to survival: having air to breathe, having food, water warmth, sleep and somewhere to shelter and being able to reproduce. Work 1.​ Life goals, Career Provide guidance, foster career paths, and take real interest in each employee as a person 2.​ Reward,recognition/well done/ Encourage employees and reward good work with praise and recognition. 3.​ Build morale , Diversity, Friendship Cultivate(тариалах) a positive attitude within the team, encourage diversity and personal friendships 4.​ Secure Future, Safe /Costco 2-18%/ Pay employees adequately and provide a safe, stable, and clean working environment 5.​ Comfort Offer employees breaks, reasonable working horse, and comfortable conditions Herzberg, Two-Factor Motivation Theory Achievements Recognition The Work Respons Advancement Growth Motivators Itself ibility Demotivators Bureaucracy(Corpora Relationship Work Status Salary Job Security te policies, Conditions Supervision Demotivators are Hygiene Factors Motivation and 2 types of Rewards Tangible(гарт баригдахуйц) Rewards- salary increase, promotions, bonuses Intangible Rewards- Praise, interesting and challenging work, promotion Good manager= Who needs which rewards? When?, Uses Intangible rewards and applies tangible ones where possible. Negative effects= turnover, lack of production Engagement and Morale -Engaged employees work with pride, project positivity toward colleagues, and feel connected to the company. They help drive innovation and profitability -Employees who are not engaged fulfill their core responsibilities but do not seem to have passion and energy. -Actively disengaged employees express their unhappiness and dissatisfaction to coworkers on a daily basis, bringing down team morale. Motivated employees are 21% more productive and 22% more profitable than unmotivated staff. Motivation and Reward Keeping staff motivated: Employees with motivation show it through their commitment and effort. Most companies aim to encourage these people, and less engaged staff, with progress, and success. A good manager uses intangible rewards and applies tangible ones where possible. Failure to motivate members will result in high staff turnover and reduced productivity. Different employees value different rewards. Some may want to reach management level; others value positive feedback or more responsibility within their role. An effective manager chooses the most suitable reward for each person. making clear the link between reward and performance. Herzberg’s two-factor motivation theory divided factors that influence employee engagement into “Motivators” and “Hygiene Factors”. It is said that motivators, such as achievement, recognition and responsibility, have great potential to increase engagement. However, unless hygiene factors, such as poor pay, low status, and job insecurity, are eliminated, staff will be disengaged to matter how good the motivators are. Motivators 1.​ Rewarding work -​ Employees feel motivated if work is interesting,challenging, rewarding 2.​ Achievement -​ Managers can create a sense of achievement by setting clear goals and encouraging the staff to take pride in their work. 3.​ Praise and recognition -​ Praise, positive feedback and recognition of success can increase job satisfaction and motivate employees 4.​ Responsibility and Autonomy -​ Managers should not “Micromanage” but allow employees responsibility for their work. 5.​ Growth and Experience -​ Opportunities for growth and personal development 6.​ Career Development -​ Workers, junior staff will feel motivated if promoted. Hygiene Factors 1.​ Low status -​ Unmotivated employees do not feel valued or their work is meaningful. 2.​ Poor Conditions -​ Long working hours and poor facilities or equipment can reduce motivation. 3.​ Job insecurity -​ Workers are not engaged if they feel they are at risk or losing their job. 4.​ Bad Working relationships -​ Poor relations among or between staff and managers are demotivating 5.​ Unfair Pay -​ Staff will feel disengaged if their pay does not reflect their performance Aspect Maslow’s Hierarchy of Needs Herzberg's Two-Factor Theory Focus General human needs Workplace motivation and job satisfaction Structure 5 level of needs, hierarchy Two-factor model: Hygiene factors and Motivators Categories 1.​ Psychological 1.Hygiene factors : Prevent 2.​ Safety dissatisfaction 3.​ Love/Belonging 2. Motivators: Create 4.​ Esteem satisfaction 5.​ Self-actualization Approach Sequential: Lower-level needs Independent: Hygiene factors must be satisfied before higher and motivators can exist needs simultaneously Goal Achieving self-actualization Enhancing job satisfaction reducing dissatisfaction Key Examples 6.​ Psychological /Food, 1.Hygiene factors: Salary, work water conditions 7.​ Safety/ job security 2. Motivators: Achievement, 8.​ Love/Belonging recognition /relationships 9.​ Esteem /Recognition/ 10.​ Self-actualization /Growth, creativity/ Application Applicable to life and work Workplace, employee performance Motivate Source Higher levels(intrinsic) Motivators(intrinsic) Lower levels(extrinsic) Hygiene factors(extrinsic) Criticism Too rigid. Over simplified