© 2006 mcgraw-hill australia pty ltd. powerpoint slides t/a management foundations: a pacific rim...
TRANSCRIPT
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–1
Chapter 8
Motivation
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–2
Lecture outline
• The nature of motivation• Need theories• Cognitive theories• Reinforcement theory• Social learning theory• The human resource management
framework
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–3
The nature of motivation
Motivation is the force energising or giving direction to behaviour.
It is a complex interaction of behaviours, needs, rewards and reinforcement and cognitive activities.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–4
The nature of motivation
ability motivationenvironmental
conditions performance=X X
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–5
Need theories
Hierarchy-of-needs theory (Maslow)
Argues that individual needs form a five-level hierarchy.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–6
Hierarchy of needs
Physiological
Safety
Belongingness
Esteem
Self-actualisation
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–7
Need theories
Two-factor theory (Herzberg)Argues that hygiene factors are necessary
to keep workers from feeling dissatisfied, but only motivators can lead workers to feel
satisfied and motivated.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–8
Need theories
Two-factor theory (Herzberg)• Hygiene factors
Factors seeming to make individuals feel dissatisfied with their jobs
• MotivatorsFactors seeming to make individuals feel satisfied with their jobs
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–9
Need theories
Two-factor theory (Herzberg)• Hygiene factors
- Pay
- Working conditions
- Supervisors
- Company policies
- Fringe benefits
These factors help prevent dissatisfaction.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–10
Need theories
Two-factor theory (Herzberg)• Motivators
- Achievement
- Responsibility
- Work itself
- Recognition
- Growth
- Advancement
These factors promote satisfaction.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–11
Need theories
ERG theory (Alderfer)Alternative to Maslow’s hierarchy of needs theory, which argues that there are three levels of individual needs.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–12
Need theories
ERG theory (Alderfer)• Existence needs
Material and physiological desires
• Relatedness needs
Need to be accepted and to interact
• Growth needs
Need for creativity and productive impact
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–13
Need theories
Acquired-needs theory (McClelland)Argues that our needs are acquired or learned on the basis of our life experiences.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–14
Need theories
Acquired-needs theory (McClelland)
• Need for achievement
Desire to accomplish challenging tasks
• Need for affiliation
Desire to have warm, friendly relationships
• Need for power
Desire to influence and control
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–15
Cognitive theories
Expectancy theory (Vroom)Argues that we consider three main issues (effort-performance, performance-outcome and valence) before we expend effort necessary to perform at a given level.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–16
Cognitive theories
Expectancy theory (Vroom)• Effort-performance expectancy
Our assessment of the probability our efforts will lead to the required level of performance.
• Performance-outcome expectancyOur assessment of the probability our successful performance will lead to desired outcomes.
• ValenceOur assessment of anticipated value of various outcomes or rewards.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–17
Cognitive theories
Equity theory (Adams)Argues that we prefer situations of balance, or equity.
Implications for managers:– Communication essential to assess equity/inequity
perceptions in employees– Complementary to expectancy theory
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–18
Cognitive theories
Goal-setting theoryGoal-setting theory [technique] works by focusing attention and action, mobilising effort, increasing persistence, and encouraging the development of strategy to achieve goals.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–19
Reinforcement theory
Argues that our behaviour can be explained by consequences in the environment.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–20
Reinforcement theory
Types of reinforcement:• Positive
Uses pleasant, rewarding consequences to encourage desired behaviour. Use of shaping.
• Negative Uses unpleasant stimuli so that an individual will engage in the desired behaviour to stop the stimuli.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–21
Reinforcement theory
Types of reinforcement (contd):• Extinction
Stopping previously available positive outcomes from a behaviour to decrease the behaviour.
• Punishment Providing negative consequences to decrease or discourage a behaviour.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–22
Reinforcement schedules
Fixed interval: given on fixed time schedule. Unevenresponses; extinctionrapid if reinforcementlate, or stops
Fixed interval: given on fixed time schedule. Unevenresponses; extinctionrapid if reinforcementlate, or stops
Fixed ratio: given after fixed number of cases of desired behaviour.High response rates, rapid extinguishment if stoppedeven temporarily
Fixed ratio: given after fixed number of cases of desired behaviour.High response rates, rapid extinguishment if stoppedeven temporarily
Variable ratio: given on variable or random frequencyof behaviour basis. High response rate, very slow extinguishment
Variable ratio: given on variable or random frequencyof behaviour basis. High response rate, very slow extinguishment
Variable interval:given on variable orrandom time basis. High, steadyresponse rate, slow extinguishment if stopped
Variable interval:given on variable orrandom time basis. High, steadyresponse rate, slow extinguishment if stopped
Using reinforcementtheory:encourage desiredbehaviour, be clear on what is desired. Use variable interval& variable ratioreinforcement. Punish moderatelyseverely & promptly.
Using reinforcementtheory:encourage desiredbehaviour, be clear on what is desired. Use variable interval& variable ratioreinforcement. Punish moderatelyseverely & promptly.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–23
Social learning theory
Social learning theory (Bandura)Argues that learning occurs through continuous reciprocal interaction of our behaviours, various personal factors and environmental forces.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–24
Social learning theory
Learning occurs by continuous interaction between our behaviours, personal factors and environmentalforces.
3 related processes:• Symbolic processes• Self-control/regulation• Vicarious learning
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–25
Motivation and strategic HRM
Human resource management (HRM)
Those management functions concerned with attracting, maintaining and developing people in the employment relationship.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–26
The HRM framework
Theories of HRM• Proactive approach, link to strategic
planning & cultural change• View of people as capital, not cost• Possibility of mutually beneficial
relationship between stakeholders
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–27
Establishing the employment relationship
Job analysisThe systematic collecting and recording of information about the purpose of a job, its major duties, the conditions under which it is performed, the required contacts with others and the knowledge, skills and abilities needed to performit effectively.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–28
Establishing the employment relationship
RecruitmentThe process of finding and attracting job candidates capable of effectively filling job vacancies.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–29
Establishing the employment relationship
• Selection process: The decision-making system used to identify which job
applicants are best suited to the vacant position.
• Reliability:The degree to which the decision process will measure the same thing consistently.
• Validity:Whether the decision process actually measures what it sets out to measure.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–30
Maintaining the relationship• Remuneration/benefits
The financial payment to employees for their work.
• TrainingThe process of equipping people with skills and competencies.
• DevelopmentBroad preparation of employee for future opportunities through the acquisition of new knowledge or skills.
• Performance management/appraisalJudgmental assessment of employee performance.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–31
HRIS, Internet, intranets and extranets
• HRISHuman Resource Information System
• InternetGlobal connection of computer servers through which users can access stored information from their PCs
• IntranetsClosed networks of information databases and systems within an organisation
• ExtranetsClosed networks of information systems between organisations
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–32
The future of work
• Fewer core employees• Increased part-time, casual and
temporary staff• Teleworking• Temporary agency work, short-term
labour hires, on-call and contract workers
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–33
Terminating the relationship
• RetrenchmentThe forced termination of the employment relationship due to financial, technological or organisational circumstances.
• RedundancyA forced termination of the employment relationship resulting from the permanent deletion of specific positions.
• DismissalOccurs when the employer gives the required notice to terminate the employment relationship.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–34
Corporate responsibility
The human resource challenge: Achieving a balance of profit in conjunction with socially responsible practices
HRM helps shape behaviour in
organisations and promotes motivation.
© 2006 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management Foundations: A Pacific Rim Focus 1e by Bartol et al.
8–35
Lecture summary• Understanding motivation: ability, environment and
performance• Need theories: Maslow, Herzberg, ERG,
McClelland’s acquired needs• Cognitive theories: expectancy, equity, goal setting• Reinforcement theory: positive and negative
reinforcement, extinction and punishment• HRM: aligning with organisational goals–
establishing, maintaining and managing the employment relationship