Copy of Motivating Employees 2003

8/14/2019 Copy of Motivating Employees 2003

1/26


2/26


3/26

The effort element is a measure of intensity ordrive. A motivated person tries hard. But highlevels of effort are unlikely to lead to favorable jobperformance

We must consider the quality of the effort as wellas it intensity. Effort that is directed toward, andconsistent with, organizational goals

Motivating high levels of employee performance isan important organizational problem, andmanagers keep looking for a solution


4/26

Early Theories

Three early theories of motivation

Maslows hierarchy of needs

McGregors Theories X and Y Herzbergs motivation-hygiene

theory


5/26

Contd.

Maslows theory that there is ahierarchy of five human needs:

physiological,

safety,

social,

esteem, and

self-actualization


6/26


7/26

Maslow separated the five needs intohigher and lower levels;

Lower order needs are physiologicaland security needs

Higher order needs are Social,esteem and self-actualization.


8/26

McGregors Theory X andTheory Y

Theory X

The assumption that employees dislikework, are lazy, avoid responsibility, and

must be coerced to perform

Theory Y

The assumption that employees are

creative, enjoy work, seek responsibility,and can exercise self-direction


9/26

Contd.

Theory X assumes that lower-orderneeds dominated individuals

Theory Y assumes that higher-orderneeds dominated

McGregor believed that assumptionsof theory Y were more valid thanthose of theoryX


10/26

Herzbergs Motivation-HygieneTheory

The motivation theory that intrinsicfactors are related to job satisfactionand motivation, whereas extrinsic

factors are associated with jobdissatisfaction;

He believes that individual attitude

towards work determined success orfailure


11/26

MOTIVATORS(Intrinsic factors; factors relating to job

satisfaction) Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

HYGIENE FACTORS


12/26

HYGIENE FACTORSExtrinsic factors associated with job

dissatisfaction Supervision

Company policy

Relationship with supervisor

Relationship with peers

Relationship with subordinates Working conditions

Salary

Status

Security

Personal life


13/26

Contemporary Theories ofMotivation

Three-Needs Theory

Goal-Setting Theory

Reinforcement Theory Designing Motivating Jobs

Equity Theory

Expectancy Theory


14/26

THREE-NEEDS THEORY

The motivation theory that says three acquired (notinnate) needs-achievement, power, and affiliation-are major motives in work

(N-Ach)-The drive to excel, to achieve in relation to a

set of standards, and to strive to succeed

(N-Aff)The need to make others behave in a way thatthey would not have behaved otherwise

(N-Pow)The desire for friendly and close

interpersonal relationships


15/26

GOAL-SETTING THEORY

The proposition that specific goals increaseperformance and that difficult goals, whenaccepted, result in higher performance than doeasy goals

An intention to work towards a goal is a majorsource of motivation

Specific and challenging goals are superiormotivating forces; motivation is maximized by

difficult goals whereas achievement motivationis stimulated by moderately challenging goals


16/26

Reinforcement Theory

The theory says that behavior is a function of itsconsequences

Behavior is externally caused

What controls behavior are reinforcers; Any

consequence immediately following a responsethat increases the probability that the behaviorwill be repeated

It ignores factors like goals, expectations andneeds; it focuses solely on what happens to aperson when he or she takes some action

How managers use reinforcers to shape behavior


17/26

B.F.Skinner explained thereinforcement theory ;

People will most likely engage in desired

behaviors if they are rewarded in doingso; these rewards are most effective ifthey immediately follow a desiredbehavior, and behavior that is notrewarded, or is punished, is less likely tobe repeated.


18/26

Designing Motivating Jobs

Managers are interested how to motivate people on thejob so they need to design a motivating job.

Organization is composed of thousands of tasks and ifthese tasks are aggregated into jobs;

Job design refers to the way tasks are combined toform complete jobs; Managers need to design the jobs deliberately and

thoughtfully to reflect the demands of the changingcircumstances, the organizations technology, and itsemployees skills, abilities and preferences.


19/26

Contd.

Job Scope; The number of different tasks requiredin a job and the frequency with which those tasksare repeated.

Job Enlargement; The horizontal expansion of a jobby increasing job scope

Job Enrichment; The vertical expansion of a job byadding planning and evaluating responsibilities; itincreases job depth.

Job depth; The degree of control employees haveover their work

A framework for analyzing and designing jobs thatidentifies five primary job characteristics, theirinterrelationships, and their impact on outcomes


20/26

Contd.

Job Characteristics Model;

A framework for analyzing and designing jobs thatidentifies five primary job characteristics, theirinterrelationships, and their impact on outcomes.

Skill Variety; The degree to which a job requires a varietyof activities so that an employee can use a number ofdifferent skills and talents

Task Identity; The degree to which a job requirescompletion of a whole and identifiable piece of work

Task Significance; The degree to which a job has a

substantial impact on the lives or work of other people


21/26

Contd.

Autonomy; The degree to which a jobprovides substantial freedom,independence, and direction to theindividual in scheduling work anddetermining the procedures to be used incarrying it out

Feedback;The degree to which carrying

out work activities required by a job resultsin the individuals obtaining direct and clearinformation about his or her performanceeffectiveness.


22/26

Equity Theory

Equity is related to the term of fairness and equaltreatment compared with others who behave in thesame ways.

The theory that an employee compares his orher jobs input-outcomes ratio with that of relevantothers and then corrects any inequity

J. Stacey Adams developed this theory and proposesthat employees perceive what they get from the jobsituation (outcome) in relation to what they put into

it (inputs) and then compare their input-outcomes

ratio with the input-outcomes ratios of relevantothers. If an employee perceives that his/her ratioto be equal to those of relevant others, a state ofequity exists.


23/26

Expectancy Theory

The theory that an individual tends toact in a certain way based on theexpectation that the act will be

followed by a given outcome and onthe attractiveness of that outcome tothe individual.

Individual EffortIndividualPerformanceorganizational RewardsIndividual Goals


24/26

Contd.

Victor Vrooms theory includes three variableor relationships; Expectancy or Effort-Performance linkage is the

profitability perceived by the individual thatexerting a given amount of effort will lead to a

certain level of performance Instrumentality or Performance-Reward Linkage is

the degree to which the individual believes thatperforming at a particular level is instrumental inattaining the desired outcome.

Vallence or Attractiveness of Reward is theimportance that the individual places on thepotential outcome or reward that can be achievedon the job.


25/26

Integrating Contemporary Theories ofMotivation

Many of the ideas underlying thetheories are complementary andtherefore, need to fit them together

keeping the Expectancy Theory asbasic Foundation.


26/26

Current Issues in Motivation

Cross-Cultural Challenges Designing Appropriate Reward Programs

Open-Book Management Employee Recognition Programs

Pay-for-performance Stock Option Programs

Motivating Unique Group of Workers Diverse Workforce

Professionals Contingent Workers Low-Skilled, Minimum-Wage Employee s

Copy of Motivating Employees 2003

Documents

Transcript of Copy of Motivating Employees 2003