1. HUMAN RESOURCE Management BM Unit 2 - LO21 Success Criteria: Learning Intentions: You should be able to: Describe motivational theory with the aid of a diagram Describe motivational techniques To introduce motivational theory

2. HUMAN RESOURCE Management Arguably one of the most influential factors is how an employee is treated or how their ‘boss’ communicates with them. 1 Autocratic Their way or no way!Dictating instructions Lack of consultationStaff feel they are being controlled Don’t feel valuedMay create ‘them and us’ vibe Doesn’t encourage independent thinking May be appropriate when: deadlines have to be met consistent message needed Motivation: Leadership styles

3. HUMAN RESOURCE Management Arguably one of the most influential factors is how an employee is treated or how their ‘boss’ communicates with them. 2Democratic Employees views soughtFeedback is part of ethos Encourages independencePromotes togetherness Promotes a can-do attitudeEncourages open-ness Could generate more ‘meetings’ and slow decision making May be appropriate when: Change is required – opinions on best way forward Motivation: Leadership styles

4. HUMAN RESOURCE Management Arguably one of the most influential factors is how an employee is treated or how their ‘boss’ communicates with them. 3Laissez-faire Employees given much more responsibility Less direction from the ‘manager’ Promotes personal responsibility May prove ineffective: Projects/targets could drift/lack focus without direction With less supervision this may result in less productivity Motivation: Leadership styles

5. HUMAN RESOURCE Management HUMAN RESOURCE Management Motivation (what makes people work) Write down 3 reasons why people work

6. HUMAN RESOURCE Management Money Security Job Satisfaction To make friends To make progress To make use of talents Why is it important for a business to be aware of this? Motivation (what makes people work)

7. HUMAN RESOURCE Management Question! A motivated workforce can lead to ….. Better quality of customer service Better relationships between staff Improved time-keeping Reduced absenteeism Reduced labour turnover Increased workrate Motivation

8. HUMAN RESOURCE Management (a) Heirarchy of Needs Survival Needs Food, shelter Security Needs protection from danger Social Acceptance Affection, trust, accepted Self esteem Needs respect of others, self respect Self Actualisation Realising potential, ambitions Motivation theories

9. HUMAN RESOURCE Management Motivation and needs Maslow’s hierarchy of needs Needs at the top more important than those at the bottom. Lower needs have to be satisfied first.

10. HUMAN RESOURCE Management (b) Theory X and Theory Y (McGregor) McGregor researched how people work and came to the conclusion that employers usually think of their staff as being either an X or a Y type person. Theory X assumes staff areTheory Y assumes staff are Lazy and can’t be botheredEnjoy their work Are not to be trustedLike to take responsibility Have no initiativeWill want to progress Have to be supervisedCan work on their own Money is the only motivatorMotivated by non-financial Motivation theories

11. HUMAN RESOURCE Management (c) Hertzberg Hygiene factors Herztberg researched how people work and came to the conclusion that there two main factors that businesses should consider when trying to motivate employees. 1 - Hygiene factors: the ‘basics’ a workplace should have They don’t motivate as such but are likely to cause conflict or resentment if these are not present or are not prioritised - a company policy- suitable wage/salary - supervision to staff- good staff relationships - working conditions- job security Motivation theories

12. HUMAN RESOURCE Management (c) Hertzberg Hygiene factors 2 – Motivational factors: Research indicated that most people are motivated by the desire to progress, be recognised and achieve at their work. If staff are motived to achieve the above then …. - Staff will have greater job satisfaction - Staff will work above and beyond the minimum - Staff will try to achieve status – go for promotion - Staff will try to take responsibility, take on leadership Herzberg said business should create a culture that allows this to flourish so that employees are empowered. 2 – Motivation theories

13. HUMAN RESOURCE Management (d) Mayo – Hawthorne Studies (2.48) (1927) Hawthorne Studies Hawthorne Studies Mayo researched the physical and environmental influences of the workplace (e.g. brightness of lights, humidity) and later, moved into the psychological aspects (e.g. breaks, group pressure, working hours, managerial leadership). In summary he proposed that what motivates staff are: - Their work colleagues - Group norms (what the group ‘accepts’ as good or bad, hard work or lazy…) - The role of supervisors and the amount of attention they gave Motivation theories

14. HUMAN RESOURCE Management (1) Financial methods Time rate£x per hour. At least the Minimum Wage Piece rate£x per unit produced. (not as common now) Commission% of a sale added to basic pay Overtimetime and a half, double time eg weekends Performance related paya bonus if targets are achieved Profit sharingemployees share profits Share ownershippart of salary given in shares Remuneration packagesperks eg cheaper health care, subsidised meals, gym membership Motivational methods

15. HUMAN RESOURCE Management (2) Non-Financial methods Pension/insurancejoining company scheme Employee rewardsemployee/dept of month Work environmentmodern IT, café, sports/leisure facility Company caruse of car for business/personal use Leadership opportunitieseg leading working groups/projects Job rotationworking in different areas Quality circlesregular discussion to improve standard Flexible workingstaff choice in hours/home working Supportassistance with bereavement, stress Career structureopportunities to progress Motivational methods

16. HUMAN RESOURCE Management Factors of motivation -Summary Pay levels Job security Promotional prospects Responsibility Working conditions Fringe benefits Participation in decision-making Working in a team