1. Motivation Week 5 1

2. Learning Objectives Define and describe both the content and process theories of motivation Identify how managers can integrate models to enhance productivity and human resource maintenance Identify current challenges 2

3. Motivation What makes some people work hard while others do as little as possible? How can I, as a manager, influence the performance of people who work for me? Why do people leave, show up late for work, and miss work entirely? 3

4. Implications for Motivation As organisations undergo frequent changes (eg. downsizing, mergers, acquisitions, new product lines etc), what can replace old-fashioned loyalty and identification as sources of commitment for employees? What will substitute for a sense of long term continuity and security in their careers? How can employers adapt their motivational policies and practices to a work force that is increasingly diverse in terms of gender, age, ethnicity and culture? 4

5. Motivation concerns the factors which push us or pull us to behave in certain ways: Direction..What am I trying to do? Effort..How hard am I trying? Persistence..For how long do I continue? The prime task for managing motivation...is channelling and directing human energy toward the activities, tasks, and objectives that further the organisation’s mission. Motivation and Energy 5

6. Two Overall Approaches Content/Endogenous Q: What motivates within the individual? Modification is indirect Some examples: –Maslow –Herzberg –McClelland Process/Exogenous Q: How do personal and environmental factors interact? Relevant independent variables can be altered depending on the theory Some examples: –Expectancy Theory –Equity Theory 6

7. Maslow’s Hierarchy of Needs: Lower needs must be satisfied before higher needs become activated A satisfied need is no longer a motivator Self-actualisation Esteem Social Safety Physiological Content Theories 7

8. Hygiene Factors create dissatisfaction if they do NOT exist Motivators are necessary to stimulate positive motivation –Motivators –Hygiene Factors Herzberg’s Two Factor Theory 8

9. Herzberg’s two-factor theory Achievement Recognition Responsibility Advancement Work itself Possibility of growth Salary Job security Working conditions Status Company procedures Quality of technical supervision Quality of interpersonal relationships Hygiene FactorsMotivators 9

10. Adams’ Equity Theory: Three key components: Outcomes what we receive  Eg. Bonuses, job security, promotions, recognition. Process Theories 10

11. Inputs what we bring to the job Eg. Time, skill, creativity, effort Comparison level standard for assessing fairness of outcomes The referent can be relevant other/s OR system policies & precedents OR criteria related to self 11

12. Types of inequity Equity Under-reward inequity Over-reward inequity A and B have the same inputs and outcomes A has the same inputs as B, but... A’s outcomes are lower A has the same inputs as B, but... A’s outcomes are higher 12

13. 6 Possible Responses to Inequity Alter inputs Alter outcomes Cognitive Distortion of inputs & outcomes Leave the situation Act on the comparison referent Compare to a different referent 13

14. Some Implications of Equity Theory... Relevance to Inequitable Pay Relevance to Comparable Worth Equity Theory and Theories of Justice Cross-cultural Implications 14

15. Reinforcement Theory Is an approach to motivation that explains the role of rewards as they cause behaviour to change or remain the same over time. Extrinsic rewards Pay Fringe benefits Interpersonal rewards Promotions Intrinsic rewards Completion Achievement Autonomy Personal growth 15

16. Types of reinforcement Positive reinforcement providing a rewarding consequence to encourage a desired behaviour Negative reinforcement – when a response is followed by the termination or withdrawal of something unpleasant 16

17. Types of reinforcement, cont’d.. Punishment involves providing negative consequences to decrease or discourage a behaviour Extinction withholding previously available positive consequences associated with a behaviour to decrease that behaviour 17

18. Guidelines for using reinforcement theory Emphasise positive reinforcement to encourage desired behaviour Let subordinates know what behaviours will be rewarded Variable-interval and variable ratio reinforcement patterns are most effective for maintaining learned behaviours If punishment is necessary, it should be of moderate severity and should be administered quickly and consistently 18

19. Employee Recognition Programs Types of programs Personal attention Expressing interest Approval Appreciation for a job well done Benefits of programs Fulfills employees’ desire for recognition. Encourages repetition of desired behaviors. Enhances group/team cohesiveness and motivation. Encourages employee suggestions for improving processes and cutting costs. 19

20. Employee Involvement Programs A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organisation’s success. Eg: Participative management, representative participation, works councils, board representation, quality circles. 20

21. Current Issues in Motivating Diverse Workplaces Motivating : professionals contingent workers diversified workforce low-skilled service workers people doing repetitive tasks 21

22. Current Issues in Motivation, cont’d.. Motivating Professionals Provide challenging projects. Allow them the autonomy to be productive. Reward with educational opportunities. Reward with recognition. Express interest in what they are doing. Create alternative career paths. Motivating Contingent Workers Provide opportunity for permanent status. Provide opportunities for training. Provide equitable pay. 22

23. Current Issues in Motivation, cont’d.. Motivating the Diversified Workforce Provide flexible work, leave, and pay schedules. Provide child and elder care benefits. Structure working relationships to account for cultural differences and similarities. Motivating Low-Skilled Service Workers Recruit widely. Increase pay and benefits. Make jobs more appealing. 23

24. Current Issues in Motivation, cont’d.. Motivating People Doing Highly Repetitive Tasks Recruit and select employees that fit the job. Create a pleasant work environment. Mechanise the most distasteful aspects of the job. 24

25. Implications for Managers Recognise individual differences Use goals and feedback Allow employees to participate in decisions that effect them Link rewards to performance Check the system for equity Share ownership of the organisation 25