Post on 05-Apr-2018
7/31/2019 Principles Of Management Chapter 11 GTU MBA
1/33
Human Factors & Motivation
7/31/2019 Principles Of Management Chapter 11 GTU MBA
2/33
Leading and Managing
Leading is the process of influencing people so thatthey will contribute to organizational and group goals.
Managing requires the creation and maintenance ofan environment in which individuals work together ingroups toward the accomplishment of commonobjectives.
Harmonizing Objectives: Individuals have personalgoals that may be distinct from the goals of anorganization. One of the important duties of themodern manager is to get things done through othersin such a manner that the objectives of both groupsare achieved.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
3/33
Human Factors: Multiplicity of Roles
No average person
Importance of Personal Dignity
Consideration of the Whole Person
7/31/2019 Principles Of Management Chapter 11 GTU MBA
4/33
What is Motivation? Motivation is a general term applying to
the entire class of drives, desires,
needs, wishes, and similar forces.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
5/33
Motivational Theories McGregors Theory X & Theory Y
Need Theories
Maslows Hierarchy of Needs Theory
Alderfers ERG Theory
McClellands Needs Theory of Motivation
Herzbergs Motivation-Hygiene Theory: Two Factor
TheoryExpectancy Theory of Motivation
Equity Theory
Goal Setting Theory
Skinners Reinforcement Theory
7/31/2019 Principles Of Management Chapter 11 GTU MBA
6/33
McGregors Theory X and
Theory Y
Theory X and Theory Y are two sets ofassumptions about the nature of people.
Example of Theory X Average human beings have an inherent
dislike of work and will avoid it if they can.
Example of Theory Y
The expenditure of physical and mental effortin work is as natural as play or rest.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
7/33
Clarification of Theory X and Y They are assumptions that need to be tested
against reality They are intuitive deductions They are not on a continuous scale, not a
matter of degree Theory Y is not consensus management nor
an argument against use of authority Variety of tasks & situations require different
approaches
7/31/2019 Principles Of Management Chapter 11 GTU MBA
8/33
Maslows Hierarchy of Needs
Theory
Maslow saw human needs in a form of ahierarchy, ascending from the lowest to the
highest He concluded that when one set of needs is
satisfied, this kind of need ceases to be a
motivator.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
9/33
Maslows Hierarchy of Needs
7/31/2019 Principles Of Management Chapter 11 GTU MBA
10/33
Alderfer's ERG Theory
ERG theory has three categories: existenceneeds, relatedness needs, and growth needs.
Alderfer stressed that when people experiencefrustration on one level, they may focus on theneeds at a lower level need category.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
11/33
McClelland's Needs Theory of
Motivation McClellands types of motivating needs are:
Need for power (nPow): Degree of Control a person
desires over his situation. This need can be related tohow people deal with the fear of failure or losingsuccess
Need for affiliation (nAff): The desire for friendly andclose interpersonal relationships. Reason whytelecommuting has not become as popular as
predicted
Need for achievement (nAch): The drive to excel, toachieve in relation to a set of standards, to strive to
succeed. High Achievement, sets more difficult goals,
7/31/2019 Principles Of Management Chapter 11 GTU MBA
12/33
Herzbergs
Motivation-Hygiene Theory
Dissatisfiers are not motivators. They are alsocalled maintenance, hygiene factors. This
includes salary, company policy and workingconditions.
Satisfiers are motivators and are related tojob content. This includes achievement,
recognition, responsibility, and advancement.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
13/33
Herzbergs Theories of
Motivation
7/31/2019 Principles Of Management Chapter 11 GTU MBA
14/33
The Expectancy Theory ofMotivation
Vroom holds that people will be motivated todo things to reach a goal if they believe in the
worth of that goal and if they can see thatwhat they do will help them in achieving it.
Force = Valence x Expectancy
7/31/2019 Principles Of Management Chapter 11 GTU MBA
15/33
Components of ExpectancyTheory:
Force is the strength of a persons motivation
Valence is the strength of an individuals
preference for an outcome Expectancy is the probability that a particular
action will lead to a desired outcome
The force exerted to do something will dependon both valence and expectancy.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
16/33
Expectancy TheoryCont
Think of these three components as threequestions:
1. If I do this, what will be the outcome?2. Is the outcome worth the effort to me?
3. What are my chances of achieving anoutcome that will be worthwhile for me?
7/31/2019 Principles Of Management Chapter 11 GTU MBA
17/33
Expectancy theory is more complicated asperformance-outcome, valence and effort-performance expectancy are linked in amultiplicative chain.
E.g. You are working on a project for which theoutcome of your performance is clear, you knowfrom experience the amount of effort required, butthe outcome isnt worth very much to you. The
valence is low.
In such a situation, your behaviour might be toprocrastinate until the last minute. E.g. Filing yourTax Returns, Submission of Assignments
Expectancy TheoryCont
7/31/2019 Principles Of Management Chapter 11 GTU MBA
18/33
An employee must want to perform; thedesire of the employee to do the assigned
jobs A person must have the necessary abilities
and skills
A person must have an accurate knowledgeof the requirements of the job if he isexpected to devote his energies fully on theassigned tasks
Porter and Lawlers Expectancy
Theory
7/31/2019 Principles Of Management Chapter 11 GTU MBA
19/33
Porter and Lawlers Motivation
Model
11
6
4
3
2
5
8
9
7b
7a
7/31/2019 Principles Of Management Chapter 11 GTU MBA
20/33
Equity Theory
Equity theory refers to an individuals subjective
judgment about the fairness of the reward he orshe gets, relative to the inputs, in comparison withthe rewards of others.
Outcomes by a person Outcomes by anotherperson
---------------------------- = ----------------------------
Inputs by a person Inputs by anotherperson
7/31/2019 Principles Of Management Chapter 11 GTU MBA
21/33
Equity Theory
7/31/2019 Principles Of Management Chapter 11 GTU MBA
22/33
Studies have shown that an individuals reaction to
an inequity is dependent on that persons history of
inequity
Richard Cosier & Dan Dalton point out that workrelationships are not static and that inequities arenot usually isolated or one-time events
They suggest that there is a threshold up to whichan individual will tolerate a series of unfair events,but that too many incidents can push him or herover the edge
People use different methods to reduce inequity.
Equity TheoryCont
7/31/2019 Principles Of Management Chapter 11 GTU MBA
23/33
Lockes Goal Setting Theory
According to Edwin Locke, the natural human inclination
to set and strive for goals is useful only if the individualboth understands and accepts a particular goal
For objectives to be meaningful, they must be clear,attainable and verifiable.
Furthermore, workers will not be motivated if they do notpossess and know they do not possess-the skills
needed to achieve a goal Research show that when goals are specific and
challenging, they function more effectively as motivatingfactors in both individual and group efforts. Also
motivation and commitment are higher when employeesparticipate in setting of goals
7/31/2019 Principles Of Management Chapter 11 GTU MBA
24/33
Objective Setting for Motivation
7/31/2019 Principles Of Management Chapter 11 GTU MBA
25/33
Skinners Reinforcement
Theory
Positive reinforcement or behaviour modification:
Individuals can be motivated by proper design of their workenvironment and by praise for their performance and that
punishment for poor performance produces negative results.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
26/33
Skinners Reinforcement
Theory
This theory shows how the consequences of pastbehaviour affect future actions in a cyclical learningprocess.
This process may be expressed as follows:Stimulus Response ConsequencesFuture Response
The individuals own voluntary behaviour
(response) to a situation or event (stimulus) is thecause of specific consequences.
If these consequences are unpleasant, theindividual will tend to change his or her behaviour in
order to avoid them
7/31/2019 Principles Of Management Chapter 11 GTU MBA
27/33
Behaviour Modification: Uses Reinforcement theorychange human behaviour.
Thus, a manager who wishes to change employee
behaviour must change the consequences of thatbehaviour
There are four common methods of behaviourmodification:
1. Positive Reinforcement: Desirable behaviour isencouraged
2. Avoidance Learning: Employees change behaviour toavoid unpleasant consequences like criticism or poor
evaluation
Skinners Reinforcement
Theory
7/31/2019 Principles Of Management Chapter 11 GTU MBA
28/33
Special MotivationalTechniques
Money whether in form of wages, bonus,stock options or any other form, is often themost important factor. Money is often morethan monetary value. It can also mean statusor power, or other things.
Intrinsic rewards may include a feeling ofaccomplishment, or even self-actualization.
Extrinsic rewards include benefits,recognition, status symbols, and, money.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
29/33
Special MotivationalTechniques cont.
Pay may be based on individual, group, andorganizational performance.
Participation is a form of recognition and gives people
a sense of accomplishment. Quality of working life (QWL) usually involves a
labour committee and QWL specialist or staff, whichis charged with finding ways of enhancing dignity,attractiveness, and productivity of jobs through jobenrichment and redesign.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
30/33
Job Enrichment Job enrichment is an attempt to motivate
employees by giving them the opportunity to usethe range of their abilities. It is an idea that was
developed by Frederick Herzberg in the 1950s. It can be contrasted to job enlargement which
simply increases the number of tasks by addingsimilar tasks without enhancing the responsibility.
7/31/2019 Principles Of Management Chapter 11 GTU MBA
31/33
Ways to Job enrichment
Giving more freedom in deciding work methods,sequence, etc.
Encouraging participation of subordinates
Giving workers a feeling of personal responsibility
Make sure that workers can see how their taskscontribute to the finished product
Feedback on their job performance Involving workers in the analysis and change of
physical aspects of the work environment
7/31/2019 Principles Of Management Chapter 11 GTU MBA
32/33
Limitations of Job enrichment
Technology: With specialized machinery andassembly line techniques it may not be possible
to make all the jobs meaningful There is also a question as to whether or not
workers really want job enrichment
Limitations mainly apply to low-skill jobs
7/31/2019 Principles Of Management Chapter 11 GTU MBA
33/33
Making Job EnrichmentEffective
Better understanding of people want
If productivity is the main goal of enrichment,
the program must show how workers willbenefit
People like to be involved, to be consulted, andto be given an opportunity to offer suggestions
People like to feel their managers are trulyconcerned with their welfare