1. Contemporary Management NEW ERA OF MANAGEMENT LECTURE7 Dr. Mohamed Hesham Mansour

2. Motivation Chapter 16

3. Copyright © 2008. All rights reserved. 3 Motivation Employee motivation theories and models – Needs –processes – Reinforcement How job design can affect employee satisfaction & productivity Empowerment Topics Chapter 16

4. What is Motivation? Motivation is the act of moving forward, the act of taking action, it’s a decision on our part. We really can’t motivate anybody else, but we can sure set it up for them to make that decision.

5. It is a process of creating conditions that increase the probability of disclosing the best outcomes of individuals. A + M = P Ability + Motivation = Performance What is Motivation?

6. The Workers Knew It All Along As Ranked By Workers FactorAs Ranked By Supervisors 5Money1 7Job security2 8Good working conditions3 9Good health benefits4 10Good pension plan5 6Respect6 4Chance for advancement7 3Interesting work8 2Challenging work9 1Feeling of being “in” on things10

7. Copyright © 2008. All rights reserved. 7 Two Types of Rewards  Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.  Extrinsic rewards--given by another person.

8. Copyright © 2008. All rights reserved. 8 Model of Motivation NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement). BEHAVIOR- Results in actions to fulfill needs. REWARDS-Satisfy needs; intrinsic or extrinsic rewards. FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

9. Copyright © 2008. All rights reserved. 9 Foundations of Motivation Traditional Human Relations Human Resources Contemporary systematic analysis of an employee’s job economic rewards for high performance noneconomic rewards, such as congenial work groups workers studied as people and the concept of social man was born introduce the concept of the whole person employees are complex and motivated by many factors (X& Y Theory) content theories stress the analysis of underlying human need process theories concern the thought processes that influence behavior reinforcement theories focus on employee learning of desired work behaviors

10. Copyright © 2008. All rights reserved. 10 Motivation Content Theories  Hierarchy of Needs Theory  ERG Theory  Two-Factor Theory  Acquired Needs Theory Emphasize the needs that motivate people

11. Copyright © 2008. All rights reserved. 11 Hierarchy of Needs Theory Physiological Needs most basic human physical needs Safety Needs safe and secure physical and emotional environment Belongingness Needs desire to be accepted by one’s peers Esteem Needs desire for a positive self- image and to receive attention Self-Actualization Needs represent the need for self-fulfillment Human beings are motivated by a hierarchy of unsatisfied needs. Abraham Maslow

12. Copyright © 2008. All rights reserved. 12 Maslow’s Hierarchy of Needs Once a need is satisfied, it declines in importance and the next higher need is activated There are opportunities for fulfillment off the job and on the job in each of the five levels of needs

13. Copyright © 2008. All rights reserved. 13 ERG Theory Existence Needs the needs for physical well-being Relatedness Needs the need for satisfactory relationships with others Growth Needs human potential, personal growth, and increased competence Clayton Alderfer

14. Copyright © 2008. All rights reserved. 14 ERG Theory FRUSTRATION-REGRESSION PRINCIPLE Clayton Alderfer

15. Copyright © 2008. All rights reserved. 15 Motivation Process Theories Equity Theory (J. Stacy Adams)  focuses on individuals’ perceptions of how fairly they are treated compared with others  motivated to seek social equity in the rewards they expect for performance  People evaluate equity by a ratio of inputs to outcomes

16. Copyright © 2008. All rights reserved. 16 Methods for Reducing Perceived Inequities Change inputs Change outcomes Distort perceptions Leave the job

17. Copyright © 2008. All rights reserved. 17 Motivation Process Theories Expectancy Theory (Victor Vroom)  motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards  concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards  based on the effort, performance, and desirability of outcomes

18. Copyright © 2008. All rights reserved. 18 Expectancy Theory Efforts Performance Outcomes (pay, recognition, other rewards( E > P Expectancy Probability that effort will lead To desired performance Valance (value of outcomes) E > O Expectancy Probability that performance will lead to desired outcome

19. Copyright © 2008. All rights reserved. 19 Reinforcement Perspective on Motivation Reinforcement Tools Positive reinforcement in the administration of a pleasant and rewarding consequence. Avoidance learning is the removal of an unpleasant consequence following a desired behavior. Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.

20. Copyright © 2008. All rights reserved. 20 Schedules of Reinforcement Continuous Reinforcement Partial Reinforcement Fixed-Interval Schedule Fixed-Ratio Schedule Variable-Interval Schedule Variable-Ratio Schedule

21. Copyright © 2008. All rights reserved. Intermittent Schedules of Reinforcement

22. Copyright © 2008. All rights reserved. Intermittent Schedules of Reinforcement (cont’d)

23. Copyright © 2008. All rights reserved. Schedules of Reinforcement (cont’d) Fixed-ratio

24. Copyright © 2008. All rights reserved. 24 Job Design for Motivation Job design = application of motivational theories to the structure of work for improving productivity and satisfaction Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do

25. Copyright © 2008. All rights reserved. 25 Job Design for Motivation Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge

26. Copyright © 2008. All rights reserved. 26 Job Characteristics Model

27. Copyright © 2008. All rights reserved. 27 Motivational Ideas for Turbulent Times Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance Variable compensation and forms of at risk pay are key motivational tools

28. Copyright © 2008. All rights reserved. 28 Empowering People to Meet Higher Needs  Information - Employees receive information about company performance  Knowledge - Employees have knowledge and skills to contribute to company goals  Power - Employees have the power to make substantive decisions  Rewards - Employees are rewarded based on the company performance Four Empowering Elements

29. Copyright © 2008. All rights reserved. 29 Continuum of Empowerment

30. Copyright © 2008. All rights reserved. 30 Giving Meaning to Work To meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness

31. Copyright © 2008. All rights reserved. 31 Motivational Ideas for Turbulent Times Role of today’s manager is not to control others but to organize the workplace in such a way that each person Can learn Contribute Grow

32. Copyright © 2008. All rights reserved. 32 THANK YOU