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

Contemporary ManagementNEW ERA OF MANAGEMENT

LECTURE7

Dr. Mohamed Hesham Mansour

Motivation

Cha

pter

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Copyright © 2008. All rights reserved.

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Motivation

Employee motivation theories and models

–Needs –processes

–Reinforcement

How job design can affect employee satisfaction & productivity

Empowerment

Topics Topics Chapter 16Chapter 16

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.

It is a process of creating conditions that increase the probability of disclosing the best outcomes of individuals.

A + M = PAbility + Motivation = Performance

What is Motivation?

The Workers Knew It All Along

As Ranked BySupervisors

Factor As Ranked ByWorkers

1 Money 5

2 Job security 7

3 Good working conditions 8

4 Good health benefits 9

5 Good pension plan 10

6 Respect 6

7 Chance for advancement 4

8 Interesting work 3

9 Challenging work 2

10 Feeling of being “in” on things 1


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Two Types of Rewards

Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.

Extrinsic rewards--given by another person.


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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.


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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


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Motivation Content Theories

Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory

Emphasize the needs that motivate people


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Hierarchy of Needs Theory

Physiological Needsmost basic human physical needs

Safety Needssafe and secure physical and emotional environment

Belongingness Needsdesire to be accepted by one’s peers

Esteem Needsdesire for a positive self-image

and to receive attention

Self-ActualizationNeeds

represent the need forself-fulfillment

Human beings are motivated by a hierarchy of unsatisfied needs.

Abraham Maslow


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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


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ERG Theory

Existence Needsthe needs for physical well-being

Relatedness Needsthe need for satisfactory relationships

with others

Growth Needshuman potential,

personal growth, and increased competence

Clayton Alderfer


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ERG Theory

FRUSTRATION-REGRESSION PRINCIPLE

Clayton Alderfer


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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


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Methods for Reducing Perceived Inequities

Change inputs Change outcomes Distort perceptions Leave the job


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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


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Expectancy Theory

Efforts PerformanceOutcomes

(pay, recognition, other rewards(

E > P ExpectancyProbability that effort will lead

To desired performanceValance

(value of outcomes)

E > O ExpectancyProbability that performance will lead to desired outcome


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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.


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Schedules of Reinforcement

Continuous Reinforcement

Partial Reinforcement

•Fixed-Interval Schedule

•Fixed-Ratio Schedule

•Variable-Interval Schedule

•Variable-Ratio Schedule


Intermittent Schedules of Reinforcement


Intermittent Schedules of Reinforcement (cont’d)


Schedules of Reinforcement (cont’d)

Fixed-ratio


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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


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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


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Job Characteristics Model


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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


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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


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Continuum of Empowerment


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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


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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 learnContributeGrow


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THANK YOU

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