MOTIVATION

MOTIVATIONBy: Mrs. Belen Apostol

What is motivationthe force that causes an individual to behave in a specific waya highly motivated person works hard at a job; an unmotivated person does not. an internal process

Factors Contributing to Motivation

Willingness to do the jobSelf confidence in carrying out the taskNeeds Satisfaction

The Process of MotivationNeedsMotivationNeeds SatisfactionAction or Goal Oriented Activitiesplusleads towhich results to which leads to readiness for the next needs

Theories of Motivation

Maslows needs hierarchy theoryHerzbergs two-factor theoryExpectancy theoryGoal-setting theory

Maslows Needs Hierarchy Theory

Need - a physiological or psychological deficiency that a person feels the compulsion to satisfy.- can create tensions that can influence a person's work attitudes and behaviors.

Physiological Needs concerned with biological needs like food, shelter, clothing, etc. These needs take priority over the other needs.Safety needs include freedom from bodily harm and financial security. Love needs or social needs ; strive to secure love, affection and the need to be accepted by peersEsteem needs need for positive self-image and self respect and the need to be respected by others.Self-Actualization needs realization of ones potential as a human being and becoming someone he could be.

Maslows Needs Hierarchy Theory

Self Actualizing Manager

Characteristics of the Self-Actualizing ManagerHas warmth, closeness, and sympathyRecognizes and shares negative information and feelingExhibits trust, openness, and candorDoes not achieve goals by power, deception, or manipulationDoes not project own feelings, motivations, or blame onto othersDoes not limit horizons; uses and develops body, mind, and sensesIs not rationalistic; can think in unconventional waysIs not conforming; regulates behavior from within

Herzbergs Two-factor Theory

Two-factor theoryHygiene factors or Dissatisfiers include salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing. Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation.


Implications of Herzbergs TheorySatisfaction is not the opposite of dissatisfaction.There is a need to think carefully about what motivates employees.Problems with TheoryAssumption of job performance improving with satisfaction is weakly, at best, supported.One persons dissatisfier is another persons satisfier

Expectancy Theory

an employee will be motivated to exert a high level of effort when he or she believes that: Effort will lead to a good performance appraisal.A good appraisal will lead to organizational rewards.The organizational rewards will satisfy his or her personal goals.

Expectancy Theory

Relevance of Expectancy Theory to ManagersEmployee expectations can be influenced by managerial actions and organizational experience.Training increases employee confidence in their efforts to perform.Listening provides managers with insights into employees perceived performance-reward probabilities.

Goal-Setting Theory

intentions to work toward a goal are a major source of work motivation. Goals - tell employees what needs to be done and how much effort should be expanded. The more difficult the goal, the higher the level of performance expected.

Goal-Setting Theory

A Model of How Goals Can Improve Performance

Techniques of Motivation

Motivation through job design;Motivation through rewards;Motivation through employee participation; andMotivation Through Quality-of-Work-Life Programs

Motivation Through Job Design

Job Design - the delineation of task responsibilities as dictated by organizational strategy, technology, and structureTwo strategies of Job Design: Fitting People to JobsFitting Jobs to People


Two strategies of Job Design: Fitting People to JobsImproving the motivation of routine-task personnelRealistic job previews: Honest explanations of what a job actually entailsJob rotation: Moving people from one specialized job to anotherLimited exposure: Using an incentive such as contingent time off (CTO) to motivate performance


Two strategies of Job Design: 2. Fitting Jobs to PeopleJob enlargement: Combining two or more specialized tasks (horizontal loading) to increase motivationJob enrichment: Redesigning a job to increase its motivating potential by introducing planning and decision-making responsibility (vertical loading)


Five Core Dimensions of WorkSkill variety: The variety of activities required in carrying out the workTask identity: The completion of a whole and identifiable piece of workTask significance: How much impact the job has on the lives of other peopleAutonomy: The freedom, independence, and discretion that one has to do the jobJob feedback: How much performance feedback the job provides to the worker


How Job Enrichment Works

Motivation Through RewardsClassification of Rewards: Extrinsic RewardsIntrinsic Rewards

Motivation Through RewardsExtrinsic RewardsPayoffs granted to the individual by other peopleMoney, employee benefits, promotions, recognition, status symbols, and praiseImproving Performance with Extrinsic RewardsRewards must satisfy individual operative needs.Cafeteria compensation: A plan that allows employees to select their own mix of benefitsEmployees must believe effort will lead to reward.Rewards must be equitable.Rewards must be linked to performance.

Motivation Through RewardsIntrinsic RewardsSelf-granted and internally experienced payoffsSense of accomplishment, self-esteem, and self-actualization

Motivation Through Rewards

Motivation through Employee ParticipationParticipative Management - The process of empowering employees to assume greater control of the workplaceSetting goalsMaking decisionsSolving problemsDesigning and implementing organizational changes

Motivation through Employee ParticipationThree approaches to participationQuality control circlesOpen-book management (OBM)Self-managed teams

Motivation through Employee ParticipationQuality Control (QC) CirclesVoluntary problem-solving groups of five to ten employees from the same work area who meet regularly to discuss quality improvement and ways to reduce costsAssume responsibility for recommending, implementing, and evaluating solutions to quality problemsVoluntary participation that taps into the creative potential of every employee

Motivation through Employee ParticipationOpen-Book Management (OBM)Sharing a companys key financial data and statements with all employees and providing the education that will enable them to understand how the company makes money and how their actions affect its success and bottom lineBenefits of OBMDisplays a high degree of trust in employeesCreates strong commitment to employee trainingTeaches patience when waiting for results

Motivation through Employee ParticipationThe Four STEP Approach to Open-Book ManagementStep 1: Share financial data with employees.Step 2: Teach employees the business model.Step 3: Empower employees to make decisions.Step 4: Pay employees a fair share of profits through bonuses and incentive compensation.

Motivation through Employee ParticipationSelf-Managed Teams (Autonomous Work Groups)High performance teams (with assigned membership) assume traditional managerial duties such as staffing and planning as part of their normal work routine.Self-management fosters creativity, motivation, and productivity.

Motivation through Employee ParticipationKeys to Successful Employee Participation ProgramsBuilding Employee Support for ParticipationA profit-sharing or gain-sharing planA long-term employment relationship with good job securityA concerted effort to build and maintain group cohesivenessProtection of the individual employees rights

Motivation through Quality-of-Work-Life ProgramsFlexible Work SchedulesAlternativesFamily Support ServicesWellness ProgramsSabbaticals

Motivation through Quality-of-Work-Life ProgramsFlexible Work SchedulesFlextime: A work schedule that allow employees to choose their own arrival and departure times within specified limitsBenefitsBetter employee-supervisor relationsReduced absenteeismSelective positive impact on job performance (improves productivity for some jobs, but not for others)

Motivation through Quality-of-Work-Life ProgramsFlexible Work Schedules

Motivation through Quality-of-Work-Life ProgramsAlternatives Expanded concept of flextimeReduced time, paid leaves, telecommutingCompressed workweeks: 40 or more hours in fewer than five daysSemipermanent and permanent part-time: work weeks with fewer than 40 hours.Job sharing: complementary scheduling that allows two or more part-timers to share a single full-time job

Motivation through Quality-of-Work-Life Programs Family Support ServicesTop family-friendly benefitsDependent care flexible spending accountsFlextimeFamily leave above required no. of leavesTelecommuting on a part-time basisCompressed workweeks

Motivation through Quality-of-Work-Life Programs Wellness ProgramsEmployer-provided programs to help employees cope with stress and burnout

SabbaticalsGiving long-term employees extended periods of paid time off to refresh themselves and bolster their motivation and loyalty

Documents

MOTIVATION