MGT100 Organization and Management Topic V

2 Motivating Employees ContentContent –About motivation –Theories of motivation –Job design for motivation –Summary

3 About Motivation Factors to restated employee performanceFactors to restated employee performance –The ability to perform –The availability of needed resources –The desire to perform The willingness to exert effort reflects one’s Motivation to work Motivation

4 About Motivation Motivation –T–T–T–The degree to which a person wants and chooses to behave in certain ways –A–A–A–A simple model of human motivation Rewards: satisfy needs: intrinsic or extrinsic rewards Behavior: results in actions to fulfill needs Need: creates desire to fulfill needs Feedback: reward informs person whether behavior was appropriate and should be used again

5 Theories of Motivation CC oooo nnnn tttt eeee nnnn tttt p p p p eeee rrrr ssss pppp eeee cccc tttt iiii vvvv eeee –E–E–E–Emphasize the needs that motivate people PP rrrr oooo cccc eeee ssss ssss p p p p eeee rrrr ssss pppp eeee cccc tttt iiii vvvv eeee –E–E–E–Explain how workers select behavioral actions to meet their needs and determine whether their choices were successful RR eeee iiii nnnn ffff oooo rrrr cccc eeee mmmm eeee nnnn tttt p p p p eeee rrrr ssss pppp eeee cccc tttt iiii vvvv eeee –T–T–T–The relationship between behavior and its consequences

6 Content Perspective Maslow’s hierarchy of needs theoryMaslow’s hierarchy of needs theory Food, water, oxygenPhysiological needsHeat, air, base salary Freedom from war, pollution, volence Safety needs Safe work, fringe benefits, job security Family, friends, community groups Belongingness needs Work groups, clients, coworkers, supervisors Approval of family, friends, community Esteem needs Recognition, high status, increased responsibilities Education, religion, hobbies, personal growth Self- actualization needs Opportunities for training, advancement, growth, and creativity Fulfillment off the job Need Hierarchy Fulfillment on the job

7 Content Perspective Alderfer’s ERG theoryAlderfer’s ERG theory –Existence needs These are the needs for physical well-beingThese are the needs for physical well-being –Relatedness needs These pertain to the need for satisfactory relationships with othersThese pertain to the need for satisfactory relationships with others –Growth needs These focus on the development of human potential and the desire for personal growth and increased competenceThese focus on the development of human potential and the desire for personal growth and increased competence

8 Content Perspective Herzberg’s two-factor theoryHerzberg’s two-factor theory Motivators Achievement Recognition Responsibility Work itself Personal growth Hygiene factors Working conditions Pay and security Company policies Supervisors Interpersonal relationship Highly satisfied Neither satisfied nor dissatisfied Highly dissatisfied Area of satisfaction Area of dissatisfaction Motivators influence level of satisfaction Hygiene factors influence level of dissatisfaction

9 Content Perspective McClelland’s acquired needs theoryMcClelland’s acquired needs theory –Need for achievement The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass othersThe desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others –Need for affiliation The desire to form close personal relationships, avoid conflict, and establish warm friendshipsThe desire to form close personal relationships, avoid conflict, and establish warm friendships –Need for power The desire to influence or control others, be responsible for others, and have authority over othersThe desire to influence or control others, be responsible for others, and have authority over others

10 Process Perspective Adams’ equity theoryAdams’ equity theory –Input-to-outcome ratio A state of equity exists whenever the ratio of one’s is balanceA state of equity exists whenever the ratio of one’s is balance Inequity occurs when the ratios are out of balanceInequity occurs when the ratios are out of balance –Methods for reducing a perceived inequity Change inputChange input Change outcomesChange outcomes Distort perceptionsDistort perceptions Leave the jobLeave the job

11 Process Perspective Vroom’s expectancy theoryVroom’s expectancy theory EffortPerformance Outcomes (pay + recognition, other rewards) E→P expectancy Probability that effort will lead to desired performance P→O expectancy Probability that performance will produce desired outcomes Valence (value of outcomes)

12 Process Perspective Locke’s goal-setting theoryLocke’s goal-setting theory –Goal specificity The degree to which goals are concrete and unambiguousThe degree to which goals are concrete and unambiguous –Goal difficulty Hard goals are more motivating than easy onesHard goals are more motivating than easy ones –Goal acceptance Employees have to ‘buy into’ the goals and be committed to themEmployees have to ‘buy into’ the goals and be committed to them –Feedback Get information about how well they are doing in progressing toward goal achievementGet information about how well they are doing in progressing toward goal achievement

13 Reinforcement Perspective Praise employee Recommend pay raise Avoid reprimands, negative statements Reprimand employee Make negative statements Withhold raise, merit pay, praise Employee increases work rate Employee continues slow work Slow work rate Supervisor requests faster work Positive reinforcement Increases likelihood that behavior will be repeated Avoidance leading Increases likelihood that Behavior will be repeated Punishment Reduces likelihood that behavior will be repeated Extinction Reduces likelihood that behavior will be repeated

14 Job Design for Motivation Job simplificationJob simplification –Improve task efficiency by reducing the number of tasks a single person must do Job rotationJob rotation –Systematically moves employees from one job to another to provide them with variety and stimulation Job enlargementJob enlargement –Combines a series of tasks into one new, broader job to give employees variety and challenge Job enrichmentJob enrichment –Incorporate achievement, recognition, and other high-level motivators into the work

15 Summary In turbulent times, managers can utilize motivational ideas in two approaches:In turbulent times, managers can utilize motivational ideas in two approaches: –Empowering people to meet higher needs –Giving meaning to work By these two approaches to increase the job satisfactions among employees