Employee Motivation

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Employee Motivation

• Chapter 14

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Objectives

• Identify a few theories of employee motivation.
• Apply motivational strategies to managing
  workers.
• Recognize differences in individual motivators.
• Apply techniques to motivate groups.

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• HR manager is the teacher, reinforcement agent
  and guardian of motivation applications on the
  part of all the managers within the organization
• Management educator
• Communication expert
• Managers manager

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People Management

• Applied Human Behavior
• Understanding of the underlying factors that
  influence individuals to behave in certain ways
• Employee Motivation
• Benefits

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MotivationWillingness to do something

• Workers who are willing to do the work, do better
  jobs
• Willing workers permit the manager to act as
  leader instead of a manager
• Motivated people do not need to be managed
• Require leadership to remain focused on the
  collective attainment of objectives

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Motivation

• Based on the perception of unfulfilled wants,
  needs, and desires
• Various factors motivate individuals in different
  ways
• Money
• Challenging work
• Achievement
• Recognition
• Personal sense of accomplishment as an important
  member of an organization
• These perceptions vary among individuals

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Motivation

• Motivation comes from within a person
• Individuals have varying needs and priorities of
  need
• There is no general rule concerning motivators
  for different people
• The best a manager can do is to get employees to
  motivate themselves by
• identifying unfulfilled perceived needs and
  wants
• Once needs are identified, the manager makes
  every attempt to combine the needs with the
  performance outcomes

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I. Content Theories - Hierarchy of Needs

• 5 categories of needs exist in a hierarchy
  ranges from lower-level needs to higher-order
  needs
• As one set of needs becomes mostly fulfilled, the
  set of needs on the next level become motivators
• Self-actualization- occurs when a person seeks to
  be all that a person can be in a holistic sense
• gt 2 of the worlds population attains the level
  of being completely self-actualized.

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Hierarchy of Needs- figure 14.1
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According to Herzberg

• Money is not an effective motivator!
• Potential dis-satisfier
• Organizations may have limited resources
  concerning the amount of money that can be paid
  to workers
• When a worker receives a pay raise, that person
  is content for a few weeks
• After that time period, the amount of the
  paycheck becomes the expectation and the worker
  feels that more money is deserved

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Monetary Reward

• Some companies attach financial rewards to
  performance achievements
• In these organizations money can serve as a
  strong motivator
• Transform into intrinsic meaning to the worker

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Theories of Motivation

• Content theories
• The WHY of human motivation
• Maslow Hierarchy of Needs
• Herzberg Two Factor Theory
• Other ERG Theory of Need
• Process theories
• The HOW to motivate people
• Behavioral Modification
• Expectancy Theory
• Equity Theory
• Management by Objectives

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I. Content Theories - Two-Factor Theory

• Frederick Herzberg
• Hygiene factors- e.g., survival, safety, social
  needs
• The lower order-needs are extrinsically based
  (external)
• Not motivate people to perform better work
• The absence of needs fulfillment will make
  workers dissatisfied.
• E.g., pay, working conditions, and safety,
• Dissatisfied workers will not be motivated by
  higher-order needs.
• Motivator factors-
• The higher-order needs are
• Lower-level needs do need to be satisfied for
  individuals to pursue higher-order needs.

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Other Content Theories of Motivation

• Managers must be well versed in the substance of
  the theories and work to apply them to the
  practice of understanding the whys of human
  behavior for members of the staff.

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II. Process Theories-Behavioral Modification

• Reinforcement and punishment are
  associated with stimulus and
  response to explain motivation. (B.F.Skinner)
• A model of reinforcement of desired behaviors as
  a form of motivation.
• Reinforcement occurs in response to a desired
  behavior.
• For instance, praise for a job well done will
  reinforce future positive performance.
• Only positive actions should receive a response
• Punishment does not provide a sustainable change
  in a persons behavior or attitude

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II. Process Theories- Behavioral Modification

• Reinforcement of desired behaviors
• Positive reinforcement
• Attaches something pleasant to the performance of
  desired behaviors.
• Negative reinforcement
• Takes away something considered to be unpleasant
  as a reward for desired behavior.
• Not a bad thing
• Just another way of providing a reward.

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II. Process Approaches- Expectancy Theory

• Structures rewards that hold value relative
  
  to the amount of energy
  expended by the worker to earn the reward
• The reward will actually be received by the
  worker upon achieving the stated goal
• Ex- 50 for the leading seller of wine

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II. Process ApproachesEquity Theory
the same, more or less
OUTCOME INPUTS
OUTCOME INPUTS
lt gt
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A person evaluates their work by comparing it
with others
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II. Process Approaches- Equity Theory

• Relevant to compensation practices
• Based on perceived fairness in pay and benefits
  among the workers in the department
  
• Individuals who believe they are paid less than
  others performing similar work are likely to lose
  motivation to perform
• Managers should keep this in mind when designing
  compensation structures

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II. Process ApproachesMBO

• Powerful motivational tool
• Shared goal setting from the top of the
  organization through every level of the
  organization.
• Establishing (department) goals and sharing those
  with the workers.
• Based on these goals, each worker contributes
  with his or her objectives for performance.
• Supervisors and workers agree on these goals and
  use them to evaluate performance.
• Advantage
• Workers feel a sense of buy-in to the
  objectives for the department.
• Generates a sense of ownership and
  empowerment on the part of each worker.
• When we own a goal, we usually strive to make
  it happen.

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Other Factors that Contribute to Motivation

• A motivated workforce does not necessarily
  guarantee productivity
• Not only psychological factors but also
  engineering factors
• Work area layout
• Division of tasks
• Tools to do the job
• technology
• A combination of engineering design and
  management of behaviors is required to impact
  worker satisfaction and enhance productivity.

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Other Factors that Contribute to Motivation Job
Design and Motivation

• Job Rotation
• Job Enlargement
• Job Enrichment

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Other Factors that Contribute to Motivation Job
Design and Motivation- Job rotation

• Provide different forms of work with equal levels
  of responsibility
• Break the monotony of doing a single fragmented
  task.
• Not necessarily a motivational technique for
  improved performance.

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Job Design and MotivationJob enlargement

• Give a worker added responsibilities or duties
• The additional duties do not usually include
  added responsibility and authority.
• Not a motivational technique
• Sometimes managers inadvertently penalize good
  workers by adding additional responsibilities to
  their jobs.
• may discourage workers from becoming top
  performers.
• Popular alternative in corporate downsizing

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Job Design and Motivation- Job enrichment

• Restructuring a job to provide added autonomy,
  responsibility and authority
  
• A motivational job design method
• Provides benefits to those workers who prove they
  are capable of more important positions based on
  their performance.