The place of the Organisational Motivation in Human Ressources Management
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The place of the Organisational
Motivation in Human Ressources
Management
By Oscar BENBEN
Uniwersytet Jagiellonski 2007/08
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Difference between stress and motivation
• Steven HOBFOLL
« stress is some kind of psychosociological conscience »
• Jan STRELAU
« it’s a state of hardly perceived negative emotions which contribue to some physiologic changes, costing us our self control in a situation »
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The step between stress and motivation is very close
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Motivation in HRM
• Jean Michel PLANE:
« motivation is what makes people act the way they do »
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Motivation in HRM
It exists two main types of motivation theories that the authors of the 20th century in Management tried to understood:
- Content Theories: focused on what motivate people
- Process Theories: focused on the maner that material and psychological factors can influence human behaviour to produce motivation
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Motivation in HRM In this presentation I will proceed in two
times to analyse the process and the place of motivation and it’s importance in the Management of the Organisations:
- Explanation of the different theories
- Analyse how to Manage it and stimulate motivation of workers
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Motivation theoriesContent theories
• Maslow’s hierarchy of needs
• Alderfer’s ERG theory
• Herzberg’s two-factor theory
Process theories
• Vroom’s expectancy theory
• Adam’s equity theory
• Mc Clelland’s self realisation theory
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ABRAHAM MASLOW’S HIERARCHY OF NEEDS
• SELF ACTUALISATION NEEDS: need to be satisfied by something you did
• SELF-ESTEEM NEEDS: need to shine inside the social group
• SOCIAL NEEDS: need to be socially recognized
• SAFETY NEEDS: feel safe, security…
• PHYSIOLOGICAL NEEDS: eat, feed, sleep, wc, sex…
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Alderfer’s ERG theory
• Existence needs (Maslow’s physiological and safety needs)
• Relatedness needs (Maslow’s social and esteem needs)
• Growth needs (Maslow’s self-actualisation needs)
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Frederick Herzberg’s Theory
• Herzberg two factors theory:• - Motivators: challenging work,
responsabilities, personal growth, recognition which gives positive satisfaction.
• - Hygiene Factors: work conditions, job security, salary which for him, do not motivate if present, but demotivate if absent
• So finally, motivation should be agregation of boths motivators+hygiene factors
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Victor Vroom’s EIV Theory
• Expectation: When the evaluation of your efforts have to be equal to the results that you expect for it
• Valence: When you make an evaluation of what you can obtain
• Instrumentalisation: When you think that the performance is related to some rewards
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Adam’s Equity Theory
• This theory is based on the fact that motivation is a result of the good balance between:
• INPUTS: what I put into my job (time, effort, tolerence, heart, personal sacrifice...)
• OUTPUTS: what I get from my job (pay, bonus, benefits, recognition, interest, development, responsability...)
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Mc Clelland’s Theory
• The mix of those following Motivational needs characterises a person's behaviour:
• -Need of achievement: the capacity to attend challenging goals and advance in the job.
• -Need of power: the need to be influential, to produce an impact and be heard
• -Need of affiliation: the need of having good relationship and the need of solidarity
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Double aspect of Motivation in Human’s behaviour:
•Subjective aspect: everybody is different, think different, have different personnality and different interests (hard to manage in multinational firms or big firms which are more impersonal than the small ones)
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Double aspect of Motivation in Human’s
behaviour:• Objective aspect: some
commons elements that you can act into to stimulate motivation
- quantitative (material): Income, Nature advantages (travels, cheep cinema tickets, restaurant tickets…)
- qualitative (immaterial): Atmosfere at work, Self confidence development, Team spirit, Organising after-works meetings
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If you want to stimulate motivation be carefull:
• To make correspond as much as possible the motivation of the workers to their work
• To make converge the goal of the organisation with the particular interests of your personnel
• To keep a hierarchy into the organisation (don’t be to much close with your workers to retain some authority on them)
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Motivation is a good phenom inside the organisation and
outside too:• INSIDE: influence positivelly your
productivity and the global performance, helping individually the workers to feel good and have a best productivity can help all your organisation because of the agregation of better individuals performances. (Max Weber approach of methodologic individualism)
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Motivation is a good phenom inside the organisation and
outside too:• OUTSIDE: it allows some gain of
competitivity against your concurrents creating:
- concurrential advantage for you
- making a better image of your firm (more attractive for the future talented workers and also for the customers)
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Motivation in HRM
A good exemple of a case of organisational motivation can be the « haka » of New Zealand national rugby team:
- Big solidarity to achieve their goal- Concurrential advantage of team spirit,
intimidation of opponents (fearness of a team that nothing can stop of achieving their common goal)
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CONCLUSION✔ Motivation is hard to stimulate but it's good
for the health of the organisation:✔ desirable phenom for the quantity of work
(act on productivity)✔ desirable for the quality of work (act on
implication and competitivity)✔ desirable for the atmosphere in the
organisation which can make the workers feel the pleasure to work despite of the obligation to do it.