Motivating

MOTIVATING

Motivating

- refers to the "act of giving employees reasons or incentives... to work to achive organizational objectives

MOTIVATING

Motivation-refers to the process of activating behavior sustaining it, and directing toward a particular goal

on the other hand...

Factors Contributing to Motivation

Willingness to do a job.

- People who like what they are doing are higly motivated to produce the expected output.

Self-confidence in Carrying Out a Task.

- When employees feel that they have the required skill and training to perform a task, the motivated they become.

Needs Satisfaction

- People will do their jobs well if they feel that by doing so, their needs will be satisfied.

Theories of Motivation

• Maslow's Needs Hierarchy Theory• Herzberg's Two-Factor Theory• Expectancy Theory• Goal Setting Theory


Maslow's Needs Hierarchy Theory

Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are as follows:– physiological– security– social– esteem– self-actualization

Maslow’s Heirarchy of Needs


Herzberg's Two-Factor Theory

• Also called as Herzberg's Motivation-Hygeine Theory• Developed by Frederick Herzberg• He indicated that a satisfied employee is motivated from

within to work harder and that a dissatisfied employee is not self motivated


• Job satisfaction and job dissatisfaction are created by different factors: Hygiene factors

extrinsic ( job environment) factors that create job dissatisfaction. Motivators

intrinsic (psychological factors/job content) factors that create job satisfaction.



Expectancy Theory

• Victor H. Vroom is the author of this theory• States that an individual tends to act in a certain way based

on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

• Key to the theory is understanding and managing employee goals and the linkages among and between effort, performance and rewards. Effort: employee abilities and training/development Performance: valid appraisal systems Rewards (goals): understanding employee needs

Expectancy Theory

Expectancy Relationships• Expectancy (effort-performance linkage)

- The perceived probability that an individual’s effort will result in a certain level of performance.

• Instrumentality

- The perception that a particular level of performance will result in the attaining a desired outcome (reward).

• Valence

- The attractiveness/importance of the performance reward (outcome) to the individual.

Expectancy Theory

Expectancy Theory is based on the following assumptions:

• A combination of forces within the individual and in the

environment determines behavior.• People make decisions about their own behavior and that of

organizations.• People have different types of needs, goals, and desires.• People make choices among alternative behavior based on

the extent to which they think a certain will lead a desired outcome.

Simplified Expectancy Model


Goal Setting Theory

• Goal setting refers to the process of "improving performance with objectives, deadlines or quality standard.“

Goal Setting Theory

• The goal setting model drawn by Edward Locke and his associates consists of the following components: Goal Content– To be sufficient in content, goal must be challenging, attainable,

specific and measurable, time limited, and relevant. Goal Commitment– When individuals or groups are committed to the goals they are

supposed to achieve, there is a chance that they will be able to achieve them.work behavior

Work Behavior– Goals influence behavior in terms of direction, effort, persistence,

and planning. Feedback Aspects– Feedback provides the individuals with a way of knowing how far

they have gone in achieving objectives. Feedback also facilitates the introduction of corrective measures whenever they are found to be necessary.

Techniques of Motivation

• Motivation Through Job Design• Motivation Through Rewards• Motivation Through Employee Participation• Other Motivation Techniques


Motivation Through Job Design

• Job Design

specifying the tasks that constitute a job for an individual or a group

• Approaches of Motivation Through Job DesignFitting People to JobsFitting Jobs to People

Fitting People to Jobs

• Realistic job previews

- where management provides honest explanations of what a job actually entails

• Job Rotation

- where people are moved periodically from one specialized job to another

• Limited exposure

- where a worker's exposure to a highly fragmented and tedious job is limited

Fitting Jobs to People

• Job enlargement

- where two or more especialized tasks in a work flow sequence is combined into a single job

• Job enrichment

- where efforts are made to make jobs more interesting, challenging, and rewarding


Motivation Through Rewards

Rewards consist of material and psychological benefits to employees for performing tasks in the workplace.

Two Categories of Rewards Extrinsic

- those which refer to payoffs granted to the individual by another party. Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.

Intrinsic

- those which are internally experienced payoffs which are self granted. Examples are a sense of accomplishment, self esteem and self actualization.

Motivation Through Rewards

Management of Extrinsic Rewards

To motivate job performance effectively, extrinsic rewards

must be properly managed in line with the following: it must satisfy individual needs; the employees must believe effort will lead to reward; rewards must be equitable; rewards must be linked to performance


Motivation Through Employee Participation

The specific activities identified where employees may

participate are as follows: setting goals making decisions solving problems, and designing and implementing organizational changes


The more popular approaches to participation includes the

following:• Quality Control Circles (QCC) method of direct employee participation the objective of the QCC is to increase productivity and

quality of output the circle consists of "a group of three to ten employees

usually doing realted work, who met at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions."

the circle icludes "a leader such as a foreman, but rely on democratic processes."


• Self-managed Teams when workers have reached a certain degree of discipline,

they may be ripe for forming self-managed teams. also knowns as autonomous work groups or high

performance teams, self-managed teams take on traditional managerial tasks as part of their normal work routine

The Quality Control Circle Process

Quality circle members

brainstorm, gather data, and establish cause and effect.

Quality circle members prepare

solutions and recommendations

Results are measured and feedback,

recognition and rewards given to

quality control circle members.

Management considers quality

circle recommendations

and makes decisions.


Requisites to Succesful Employee Participation Program

To succeed, an employee participation program will require

the following:

a profit-sharing or gain sharing plan a long-term employment employment relationship with good

job security a concerted effort to build and maintain group cohesiveness protection of the individual employee's rights


• Other Motivation Techniques

1. Flexible Work Schedules there is an arrangement, called flextime, which allows

employees to determine their own arrival and departure times within specified limits.

2. Family Support Services employees are oftentimes burdened by family obligations

like caring for children progressive companies provide day care facilities for

children of employees

Other Motivation Techniques

3. Sabbaticals a sabbatical leave is one to an employee after a certain

number of years of service the employee is allowed to go on leave for two months to

one year with pay to give him time for family, recreations, and travel

END

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Education

Motivating