PERSONNEL

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PERSONNEL

• Motivation, Conflict Management Stress Burnout

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Motivation

• The act or process of motivating (Motive -
  something (as a need or desire) that causes a
  person to act)
  
• 3 common fallacies that need to be recognized
  avoided
  
• Attitudes produce behavior
• Opposite actually occurs People respond in given
  ways based on their environment life
  experiences
  
• Work is a process for which the worker receives
  either a reward or a punitive action carrot
  stick theory
  
• When the carrot is removed the worker will no
  longer produce whether or not there is a stick
  
• Fear or implied threat can be an effective
  motivator
  
• May increase performance in short term, but is
  self-defeating

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Motivation

• 5 factors that motivation can be attributed to
• Need internal state that makes certain outcomes
  viable
  
• Tension unfulfilled needs lead to increased
  tension
  
• Drive people strive to meet the unfulfilled
  needs
  
• Search Behavior fulfillment of need must be
  within the persons grasp or motivation to
  complete task decreases greatly
  
• Satisfied Need need is met and tension is reduced

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Motivation - Content vs. Process Theories

• Content derived from internal characteristics of
  people
  
• Process look at how an individual behavior is
  directed maintained
  

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Theories of Motivation Content Theories

• Theory of Needs Abraham Maslow
• Based theory on 2 underlying assumptions
• Deficit Principle a Satisfied Need is not a
  motivator
  
• Progression Principle a Need does not become
  activated until the next lower level is already
  satisfied
  
• Physiological needs basic needs
• Food, water, warmth, clothing
• Safety needs
• Freedom from environmental threats of a physical,
  psychological, or economic nature (fringe
  benefits, job security)
  
• These needs can never be satisfied only met for
  a moment
  
• Social Affiliation needs
• Friendship, love, affection, acceptance by
  formal or informal groups
  
• Esteem needs
• Self-respect, titles, status symbols, power,
  prestige, promotion
  
• Self-actualization needs
• Learning, competence, achievement, creativity,
  success

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Content Theories Maslows Theory of Needs

• The hierarchy of these needs is arranged with
  survival needs at the bottom self-actualization
  needs at the top
  
• As each level is met, beginning at the bottom,
  new needs in the hierarchy surface seek to be
  satisfied
  
• Reality is that individual differences exist with
  wants needs
  
• People put different priorities on needs may
  choose to satisfy higher-order needs prior to
  lower-order
  
• Maslows Assumption people try to fulfill their
  needs in a fixed order

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Content Theories David McClellands Theory

• Workers are motivated by needs that are acquired
  or developed as a result of individual life
  experiences
  
• 3 basic needs that all people have learned
• Need for Achievement
• Need for Power
• Need for Affiliation

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Content Theories David McClellands Theory

• Need for Achievement individuals with a high
  need of this will seek job having individual
  responsibility for results, challenging but
  attainable goals for themselves feedback on
  their performance
• They have a need to excel will seek out
  situations where there is an element of risk or
  even a possibility of failure (jobs in
  professional athletics, DI, director of sports
  medicine clinics)
• They need a challenge

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Content Theories David McClellands Theory

• Need for Power these individuals enjoy being
  in charge place more importance on making
  others conform to their expectations on gaining
  public recognitions than they do in competence at
  a particular task
• The need to influence others behavior for the
  good of the organization predominates

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Content Theories David McClellands Theory

• Need for Affiliation these individuals are
  motivated by the need for close interpersonal
  relationships, companionship, social approval
  in the workplace
• Interested in the morale of their
  patients/assistants than in completing a task on
  time
  
• Often, these individuals will avoid confrontation
  rather than making an unpopular decision (work in
  one-on-one situations)

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Content Theories David McClellands Theory

• Problems with this theory
• The gap between employees psych needs demands
  must be good
  
• The greater the interaction of job needs, the
  more committed the employee will be
  
• Tasks must be delegated to workers who find them
  stimulating fulfilling
  
• High achievement needs people should have
  responsibilities of achieving well-defined tasks
  
• Employers must assess a potential employees
  psych needs during hiring process
  
• Kuhl said to redefine areas as Flirt (sex
  affiliation), Flow (achievement hunger), Fight
  (aggression power)

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Content Theories Two-Factor Theory Frederick
Herzberg

• Built on Maslows work
• Performed research to find out what made workers
  happy unhappy with their jobs
  
• 2 factors that influence motivation levels
• Intrinsic factors that had to do with the
  nature of the job itself
  
• Achievement, recognition, the work itself,
  responsibility, advancement, possibility for
  growth
  
• If all these were at adequate levels, job
  satisfaction increased if absent there was only
  mild dissatisfaction
  
• Extrinsic factors that relate to the work
  setting
  
• Supervision, company policy administration,
  working conditions, relationships w/ supervisors,
  peers subordinates, salary, status, job
  security, personal life
• If all were present, the employee was neutral
  about the job if absent the employee was
  dissatisfied with job

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Content Theories Intrinsic Extrinsic Rewards
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Content Theories Edward Decis Theory

• Defined Herzbergs intrinsic factors as those
  things that are rewards in themselves (remaining
  current with certification by pursuing
  educational competence arent detrimental to
  their athletes vs. those that dont keep current
  and may harm others)
• Hypothesized that most people need seek
  stimulation in their external environment if no
  external then internal creates illusions of
  external (ATR can produce resentment from lack
  of care from others)

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Theories of Motivation Process Theories

• Equity Theory J. Stacey Adam
• Workers compare their efforts rewards with
  others in a similar situation
  
• Based on assumption that people wish to be
  treated equal
  
• Each person establishes a ratio of what they
  input into a job with what they receive (hours
  salary) compare to others
  
• Workers who perceive inequity can respond by
  changing inputs, outputs, change jobs

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Theories of Motivation Process Theories

• Vrooms Expectancy Theory
• 3 factors (variables)
• Expectancy - belief that a person will actually
  achieve a specific outcome
  
• Instrumentality belief that rewards other
  outcomes will occur as a result of successful
  performance
  
• Valance value a person assigns to specific
  outcomes

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Process Theories Vrooms Expectancy Theory

• Defined factors in terms of 3 areas
  effort-performance linkage, performance-reward
  linkage, attractiveness
  
• Effort-performance linkage perception of how
  hard the achievement of a behavior will be
  (passing exam) the probability of actually
  achieving the behavior
• Performance-reward linkage belief that taking
  action will get the desired results (relationship
  between what you do what you get)
  
• Attractiveness importance a worker places on a
  preferred outcome that the worker does not yet
  have but wants (promotion, money, etc)

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Conflict Management

• Type of competition in which the parties to the
  conflict are aware of the directly opposite
  nature of their positions in which each side
  wishes to continue to hold its position
• Frustration where one or more goals is blocked by
  competing goals
  
• Conflict is not necessarily negative to
  growth.
  
• Reassessment of position
• Conflict is usually personal.
• People do engage in conflicts specifically
  because they do take them personally
  
• Disruptive conflict may sabotage an
  organization.
  
• When psychological energy that should be directed
  at the job is spent on plotting acting out
  plots, the organization suffers

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Conflict Management

• Causes communication difficulties,
  organizational structures, other psychological
  social factors
  
• 3 mechanisms that can cause disagreements to
  become open conflicts
  
• Competition for scarce resources
• The use of threatening, antagonistic power
  strategies
  
• Personal characteristics of the group members

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Conflict Management

• Competition someone will succeed, someone else
  will fail
  
• Contrasts cooperation an individuals success
  that leads to group success
  
• Threats, punishments, bullying tactics
• These usually increase hostility, counteractions,
  and unwillingness to compromise
  

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Conflict Management

• Roles of an organization
• Must define roles to reduce competition
• Mandatory roles that are basic to employment
• Allowable roles that are not a required part of
  the job but that a worker chooses to do
  
• Disallowed roles that may not be done
• Job descriptions can help with this
• Defensiveness must lessen this to reduce
  conflict
  
• Management must assess the causes of defensive
  behavior
  
• Management must show equality professionalism
• Management must remember that defensive people do
  not listen well have a need to express
  frustration anger
  
• Management must control their own defensive
  feelings when dealing with defensive people

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Conflict Management Resolution

• Feedback positive problem-centered
  (constructive criticism)
  
• Make it a win-win situation. Integrate
  situations from both sides, if feasible.
  
• Other?

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Stress Burnout Management

• The bodys response is both physiological and
  psychological
  
• Positive Negative Stressors
• General Adaptation Syndrome (GAS)
• Alarm, resistance, exhaustion
• Occupational Stress
• 5 determinants of stress in the workplace
• Factors intrinsic to a job (too much or too
  hard)
  
• Role in the organization (ambiguity, conflict,
  responsibilities)
  
• Career development (job security status)
• Relationships at work
• Organizational structures and climate (decision
  making process)

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Stress Burnout Management

• Individual personal characteristics play a part
  in determining the amount of stress
  
• Characteristics? Outside stresses?
• Different employees have differing levels of the
  characteristics

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Stress Burnout Management

• Signs symptoms of overload at work
• Job dissatisfaction
• Lower self-esteem
• Low motivation
• Escapist activity
• Physical symptoms
• Other?

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Stress Burnout Management

• Burnout emotional physical exhaustion due to
  too much work or frequent frustration at work
  syndrome encompassing emotional exhaustion,
  depersonalization, reduced personal
  accomplishment
• Symptoms fatigue, illnesses, migraines, ulcers,
  feelings of helplessness resignation,
  irritability, sleeplessness, withdrawal,
  depression, high blood pressure, smoking,
  drinking, illicit drug use, distancing, paranoia,
  inflexibility of thinking

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Stages of Burnout

• Job contentment (honeymoon period)
• Job disappointment (1st symptoms may appear
  here)
  
• Job disillusionment - anger resentment
• Job despair being trapped, inescapable
• Work redefined new profession

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Stress Burnout Management

• Be proactive
• Acknowledge when under stress
• Physical exercise
• Good diet
• At the end of the day, leave all behind
• Time management
• Set realistic achievable goals
• Take vacations
• Develop social support systems
• Being a perfectionist may cause problems, but
  perform to the best of your abilities
  
• Quantity of work is not always better than quality