Unit 4 Area of Study 1: The Human Resource Management Function Chapter 9: Motivation, Employee...
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Transcript of Unit 4 Area of Study 1: The Human Resource Management Function Chapter 9: Motivation, Employee...
Unit 4 Area of Study 1: The Human Resource Management FunctionChapter 9: Motivation, Employee Expectations and Job Satisfaction
Motivation the desire or drive to work well Process of ensuring that there is continuing
commitment to a common set of goals or a single goal
Each employee will have different expectations from their job and different factors will motivate them
Employee ExpectationsConditions of Employment
Physical environment – clean, well-lit and meets OH&S requirements
Remuneration: pay and other benefits
Professional environment: able to undertake training, work in teams and develop a career path
Occupational Health and Safety
Expect their workplace to be safe and not adversely affect their health
Employees must take care of their actions regarding their own and others health and safety and abide by all rules
Employee Expectations continued…
Job Security Many occupations have
workers on short-term contracts
This can be an advantage as workers gain experiences
However uncertainty can be stressful when people have commitments
Up to HR manager to determine needs of LSO in the future
Work/life balance
Employees will remain loyal and motivated if the workplace demonstrates some understanding of their responsibilities for their family
Family leave: workers can negotiate time off to attend family matters
Flexible work practices: flexibility to adjust their work hours to better fit their family commitments Job Share: two people divide the one
position Telecommuting: workers use ICT to
work from home Flexi-time: where workers are free to
choose their own hours of work as long as they add up to a required number
Maslow’s Theory of Motivation Five-stage hierarchy or ladder of needs An employee’s level of need in the
hierarchy must be substantially satisfied before moving to the next level
1. Lower order needs which are likely to be satisfied externally
2. Higher order needs which are likely to be satisfied internally
Maslow’s Theory of Motivation
5. Self-actualisation Needs
4. Esteem Needs
3. Social Needs
2. Safety Needs
1. Psychological Needs
Maslow’s Theory of Motivation
Level in Hierarchy What it means Relevance to HRM
1. Physiological needs Basic needs such as food, water, air, shelter
-a job-remuneration (pay)
Maslow’s Theory of Motivation
Level in Hierarchy What it means Relevance to HRM
1. Physiological needs Basic needs such as food, water, air, shelter
-a job-remuneration (pay)
2. Safety needs Security and protection from physical and emotional harm
-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management
Maslow’s Theory of Motivation
Level in Hierarchy What it means Relevance to HRM
1. Physiological needs Basic needs such as food, water, air, shelter
-a job-remuneration (pay)
2. Safety needs Security and protection from physical and emotional harm
-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management
3. Social needs Affection, affiliation, acceptance and friendship in peer groups
-friendly work associations-organised employee activities
Maslow’s Theory of Motivation
Level in Hierarchy What it means Relevance to HRM
1. Physiological needs Basic needs such as food, water, air, shelter
-a job-remuneration (pay)
2. Safety needs Security and protection from physical and emotional harm
-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management
3. Social needs Affection, affiliation, acceptance and friendship in peer groups
-friendly work associations-organised employee activities
4. Esteem needs External needs of status, recognition and attentionInternal needs of self-respect, autonomy and achievement
-Job title and task responsibility-good performance management rating-promotion-prestigious workplace facilities
Maslow’s Theory of Motivation
Level in Hierarchy What it means Relevance to HRM
1. Physiological needs Basic needs such as food, water, air, shelter
-a job-remuneration (pay)
2. Safety needs Security and protection from physical and emotional harm
-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management
3. Social needs Affection, affiliation, acceptance and friendship in peer groups
-friendly work associations-organised employee activities
4. Esteem needs External needs of status, recognition and attentionInternal needs of self-respect, autonomy and achievement
-Job title and task responsibility-good performance management rating-promotion-prestigious workplace facilities
5. Self-actualisation Ultimate needPersonal growth, achieveing own potential, self-fulfilment
-challenging work allowing for creativity-participative decision making-opportunities for personal growth and advancement
Herzberg’s Theory of Motivation Two sets of factors Motivator factors: may increase satisfaction
levels, and are all based on the concept of intrinsic motivation and relate to job content
Achievement Recognition The work itself Responsibility Promotion Growth
Herzberg’s Theory of Motivation Hygiene factors: can cause
dissatisfaction if they are not present or at a level below acceptable, but are not likely to substantially add to long-term job satisfaction
Salary and benefits Company policies and administration
practices Relationships with co-workers Physical working conditions Job security
Herzberg’s Theory of Motivation Some occupations and positions within
businesses are considered to be intrinsically motivating; that is, the work itself is interesting and highly valued (motivator factors)
Other occupations rely on extrinsic motivation in the form of pay levels and other rewards as the work itself is not interesting, or is dirty or dangerous (hygiene factors)
Herzberg’s Theory of Motivation HR managers need to adopt a two stage
process to motivate their subordinates: 1. Eliminate factors which act to dissatisfy
the subordinate (hygiene) 2. Help them find satisfaction by introducing
motivating factors associated with the work
Comparison of Maslow’s hierarchy of needs and Herzberg’s motivation hygiene theory (page 192)
Locke’s Theory of Motivation Management By Objectives (MBO):
theory devised by Peter Drucker that suggests that managers need to be clear about their objectives before they can pursue any activity
Objectives should be SMART Locke’s research showed that specific and
challenging or difficult goals led to better task performance than vague or easy goals
Motivation occurs when people experience a sense of achievement from having accomplished their goals and completed the task that was set for them
Locke’s Theory of Motivation Employees are set goals constantly –
some determined by managers, others self imposed
By ensuring goals set for workers are specific and challenging, HR managers may be able to better motivate them
Requires sound knowledge of the employees’ skills and personal characteristics so that appropriate goals can be set that are achievable
Activity 9.4 (all questions)
Motivational theories for job satisfaction and performance (don’t copy down!)
Implementing a reward and recognition system
Reward: recognition (financial and non-financial) for a job well done or to ac as a motivator to perform a job
Rewards and recognition worksheet
The design of a job Job enlargement: making a
job bigger or more challenging by combining various operations at a similar level. Acts to increase motivation and job satisfaction.
Job enrichment: Making a job more challenging so workers are required to use their full capabilities and gain personal growth
Job rotation: workers are moved between different jobs to increase variety of work and to create a flexible work force
Motivational theories for job satisfaction and performance (don’t copy down!)
Degree of flexibility built into work practices
Creating a work environment that takes into account the impact on employees of family responsibilities will lead to a more loyal and committed employee
Recognising the employee ‘holistically’, and awarding them credit for wanting to achieve the best for the organisation will translate into greater job satisfaction and better work performance
Organisational environment and corporate culture
Respect, independence, training and recognition of enjoyment at work are some of the keys to a motivational environment
‘Toxic’ work cultures have been found to kill motivation
Tolerance of errors, which is core to a culture of learning and development, is central to a motivational environment