1. FOUNDATION OF EMPLOYEE MOTIVATION

2. WHAT THE DIFFERENCES BETWEEN
1. MOTIVATION
2. REWARD

3. - Return or recompense for service or merit.
FOUNDATION OF EMPLOYEE MOTIVATION
Motivation :
- Is the force within a person that affect his/ her direction intensity, and persistence of voluntary behavior.
REWARD :
- Return or recompense for service or merit.

4. Maslow’s Needs Hierachy Mcclelland’s Learned Needs Theory
Theories of Motivation
Maslow’s Needs Hierachy
Alderfer’s ERG Theory
Herzberg’s Motivator Hygiene Theory
Mcclelland’s Learned Needs Theory
Motivators
Achievement
Personal growth
Responsibility
Advancement
Recognition
Actualization
Need for
Achievement
Growth
Esteem
Need for affiliation
Belonging
Relatedness
Hygiene
Supervision relation
Co-worker relation
Job security
policies working condition
Safety
Need for power
Physiological
Existence

5. MASLOW’S NEEDS HIERARCHY
MASLOW : There are instinctive needs arranged in hierarchy, where by people are motivated to fulfill a higher need as a lower one becomes gratified.
Physiological need : The need for satisfaction to biological requirement for food, air, water and shelter.
Safety need : Need for secure and stable environment and the absent of pain, threat, or illness.
Belongingness : Need for love, affection and interaction with other people.
Esteem : Need for self esteem ( personal achievement ) as well as social esteem ( recognition ) and respect from other.
Self-actualization : Need for self fulfillment.

6. ALDERFER’S ERG THEORY
ERG’S Theory : There are three instinctive needs arranged in hierarchy, in which people progress to the next higher need when a lower need is fulfilled, and regress to a lower need if unable to fulfill a higher need.
Existence needs : Include a person’s physiological and physically related safety need such as food, shelter, and safe working conditions.
Relatedness : Include a person’s need to interact with other people, receive public recognition, and feel secure around people.
Growth need : Include both self-esteem and self actualization in MASLOW’S needs.

7. HERZBERG’S MOTIVATOR-HYGIENE
This theory states that employees are primarily motivated by growth and esteem needs, not by lower need level needs.

8. McClelland’s theory of learned needs
Need for achievement : People with nAch want to accomplish their goals through their own effort, prefer to work alone.
Need for affiliation : People desire not to have conflict and confrontation and
want to form positive relationships with others.
Need for power : Refer to a desire to control one’s environment, including people and material resources. Always want to be leader and exercise power over others.

9. PROCESS THEORY
Equity Theory
Goal Setting
Expectancy Theory

10. 2. PROCESS THEORIES OF MOTIVATION
A/ Expectancy theories
Outcome
Effort
Performance
Outcome
Outcome

11. Effort-to-performance ( E-P ) :
Individual perceives that a particular level of effort will result in a particular level of performance.
Performance-to-outcome :
Individual’s perceived that a specific behavior or perceived will lead to specific outcome.

12. B/ Equity theories
- Input
- Outcome
- Comparison with others

13. CONSEQUENCES OF INEQUITY
- What will happen when INEQUITY exists in an organization.
1. Changing input – reduce their efforts
2. Changing Outcome - Salary
3. Changing Perception - Input, Outcome in order to retain equity

14. 4. Leaving the field or get away from the situation.
5. Acting on the comparison other - changing by comparing other
Inputs/ Outcome
6. Changing the comparison other compare with some one who have more compatible outcome/ Inputs

15. C/ GOAL SETTING
Goal :
The immediate or ultimate objectives that employees are trying to accomplish from their work effort.
Goal Setting :
The process of motivating employees and clarifying their role perceptions by establishing performance objectives.

16. Job enrichment Job enlargement Job rotation
WORK MOTIVATION THEORY JOB DESIGN
Job enrichment
Responsibility for scheduling, coordinating and planning their own work
Job enlargement
Number of tasks employees perform within their job
Job rotation
( Moving employees from
one job to another )

17. Pay, Careers, and Changing Employment Relationships
It’s also important to understand how key aspects of the employment relationship can serve to encourage and maintain high level of motivation.

18. Three factors that plays a central role in this exchange relationships:
1- Performance appraisal
2- Pay and employment
relationship
3- Career.

19. Psychological Contracts (PC): Two types of Psychological Contracts
Mutual Commitments Between employees and organization decrease
Transactional contract
Short-Term
Narrow and Specific
Limited Promises and
promises and obligation
Relational contracts
Long term
General and evolving
Extensive and broad
Mutual commitments between employee
And organization increase

20. Determinants of Psychological Contracts:
Three sources of information are influential in helping individual form their PC
Direct Communication
Observations
Written document

21. Determinants of Psychological Contracts
Direct Communication
During recruitment of prospective employees
On the job information from co-workers and supervisors
Observation
How employees behave and how they are treated by the organisation
The nature of, and manner in which, important decision are made
Written Documents
Employee handbooks, organisational policies, HR documents
Company Website
Psychological Contracts
Perceived exchange relationship between an employees and organisation
Includes reciprocal promise and obligations

22. 3 - Performance Appraisal
A formal system of review and evaluation of individual or team task performance (HRM, Wayne Mondy, © 2005, p:252,,)
Evaluating performance to encourage employee motivation and performance to provide information to be used in managerial decision making
Performance Appraisal has two overarching goals:
1. To encourage high levels of employee motivation and performance
2. To provide accurate information to be used in managerial decision making

23. Process of developing an effective (PA) system:
Choosing the mix of formal and informal appraisals
Choosing what factors to evaluate (traits, behaviors, or results)
Choosing methods of appraisal (graphic rating Scales,
Choosing who appraise performance (supervisors, peers, subordinates, worker themselves, or customers/clients)
Performance appraisal system

24. Pay and the Employee Relation:
Managers and employees like – is the distribution of outcomes, such as pay benefits, vacation, promotion, and other career opportunities, job titles, offices, and privileges
Compensation and benefits:
Pay:
Benefits
Non financial rewards

25. Merit Pay Plan: A plan that based pay on performance
This plan tend to be used most heavily at the upper levels in organization. It also effective for employees at lower levels in an organization. This plan to attract, motivate , and retain employees.

26. Should merit pay be based on individual, group, ororganizational performance?
When individual performance can be accurately assessed the maximum motivational impact
When employees are highly interdependent (Group of carpenters who jointly design and construct large, elaborate pieces of custom furniture.
When organizational effectiveness depends on individuals working together. When a team of research scientists works together in a laboratory.

27. Merit pay be in the form of a salary increase or a bonus?
The are two major ways to distribute merit pay: Salary increases and bonuses.
Salary increase plan has three reason:
1- An individual’s current salary level is based on performance levels.
2- Current salary increases may be only partially are given to all employees.
3- Organizations rarely cut salaries, so salary levels across employees tend to very less than performance levels

28. Bonus
Bonuses can vary considerably form time period to time period and from employee to employee, depending on performance levels.
The Ethics of Pay Differentials and Comparable worth
The principle of comparable worth suggests that job of equivalent value to an organization should carry the same pay rates regardless of differences in the nature of the work itself and the personal characteristics of the people performing the work.

29. Careers The Nature of Careers
Career is the sum of work related experiences throughout a person’s lifetime
Type of Careers (this fall into four general categories)
1- Steady-State Careers. Reflects a one-time commitment to a certain kind of job that is maintained throughout one’s working life.
2- Linear Careers. A person progresses through a sequence of jobs, and each job entails progress over the prior one in terms of responsibility, skills needed.
3- Spiral Careers. A person holds different types of jobs that build on each other but tend to be fundamentally different.
4- Transitory Careers. A person with a transitory career changes jobs frequently, and each job is different from the one before it.

30. Career Stages Preparation for work Organizational entry Early career
Mid-career
Late career
1. Preparation for work. What kind of career they want
2. Organizational Entry. People try to find a job that will be a good start to their chosen career.
3. Early Career. Starts once a person has obtained a job in a chosen career. First step is establishment, and the second step is achievement.
4. Mid-career. generally been in the workforce between 20 and 35 years and face the challenge of remaining productive
5. Late Career. Extends as long as an individual’s career is active, organizations to take some of the steps discussed earlier to overcome these problems and help older employees remain motivated, productive, and satisfied.