Presentation on theme: "Motivating Your Employees"— Presentation transcript:
1Motivating Your Employees What is Motivation?The willingness to do something conditioned by the action’s ability to satisfy some need for the individual.
2A NeedIs a physiological or psychological deficiency that makes certain outcomes seem attractive.
3Understanding Individual Differences To varying degrees and in particular ways:We are all different
4Understanding Individual Differences And while it is also true that we are all motivated by a wide array of needs at differing levels of intensity,
5Understanding Individual Differences It is also possible to identify and generalize about certain personality characteristics that help us better understand the behavior and motivation of employees at work.
6Personality Types & Work-Related Behaviors Locus of ControlWho has control over an individual’s behavior? Is it;Internal (self-control) or,External (outside forces)
7Personality Types & Work-Related Behaviors MachiavellianismThe degree to which an individual is manipulative and believes ends justify means.
8Personality Types & Work-Related Behaviors Self-EsteemThe Degree to which individuals like or dislike themselves.
9Personality Types & Work-Related Behaviors Self-MonitoringA personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.
10Personality Types & Work-Related Behaviors Self-MonitoringHigh self-monitors are capable of presenting striking contradictions between public personas and private selves. Low self-monitors tend to display their true feelings and beliefs in every situation.
11Personality Types & Work-Related Behaviors Risk PropensityThe degree to which people are willing to take chances. Such individuals make more rapid decisions and use less information in the process.
12Early Theories of Motivation Hierarchy of Needs TheoryA theory of Abraham Maslow that states that a satisfied need no longer creates tension and therefore doesn’t motivate.
13Early Theories of Motivation Hierarchy of Needs TheoryMaslow believed that the key to motivation is to determine where an individual is along the needs hierarchy and focus motivation efforts at the point where needs become essentially unfulfilled.
14Early Theories of Motivation Hierarchy of Needs TheoryPhysiologicalSafetySocialEsteemSelf-actualization
15Early Theories of Motivation McGregor’s Theory X & YTwo diametrically opposed views on human nature. Theory X assumes people are essentially lazy, irresponsible, and lacking ambition;
16Early Theories of Motivation McGregor’s Theory X & YTheory Y assumes people are hard working, committed, and responsible.
17Early Theories of Motivation McGregor’s Theory X & YMcGregor stated that supervisors will tend to mold their behavior toward subordinates according to these assumptions.
18Early Theories of Motivation Herzberg’s Motivation-HygieneTheoryThe opposite of satisfaction is not “dissatisfaction” but “no satisfaction” and the opposite of dissatisfaction is not “satisfaction” but “no dissatisfaction.”
19Early Theories of Motivation Herzberg’s Motivation-HygieneTheoryThe factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction.Motivators - Hygiene Factors
20Early Theories of Motivation Hygiene FactorsThose that lead to job dissatisfaction, such as company policy and administration, supervision, interpersonal relations, working conditions, and salary. The elimination of such factors, however, may not necessarily bring about worker satisfaction or motivation.
21Early Theories of Motivation If we want to motivate people on their jobs, Herzberg suggests emphasizing achievement, recognition, the work itself, responsibility, and growth.
22Contemporary Theories of Motivation Need for Achievement (nAch)A compelling drive to succeed; an intrinsic motivation to do something better or more efficiently than it has been done before.
23Contemporary Theories of Motivation Reinforcement TheoryPeople will exert higher levels of effort in tasks that are reinforced.Reinforces are any consequences that, when immediately following a response, increase the probability that the behavior will be repeated.
24Contemporary Theories of Motivation Expectancy TheoryA theory that argues that individuals analyze effort-performance, performance-reward, and rewards-personal goals relationships, and their level of effort depends on the strength of their expectations that these relationships can be achieved.
25Applying Motivational Concepts Recognize individual differencesMatch people to jobsSet challenging goalsEncourage participationIndividualize rewardsLink rewards to performanceCheck for equityDon’t ignore money
26Challenges For Today’s Supervisor A diverse workforceLow-paid service workersProfessionals
27Pay-for-Performance (Does Money Motivate?) Compensation plans that pay employees on the basis of some performance measure.ESOP(Employee Stock Ownership Plan)A compensation program that allows the employees to become part owners of an organization by receiving stock as a performance incentive.
28Job Design and Motivation Job Design: combining tasks to form complete jobs.Skill VarietyTask IdentityTask SignificanceAutonomyFeedback
29Job Design and Motivation Job Enrichment: The degree to which a worker controls the planning, execution, and evaluation of his or her work.