hrm 3 b motivation

HRM & Performance Management

Motivation

Motivation Drive? Energy? Flow? Desire? Goal-directed drive? Need? Want?

>> performance / act / result / goal / behavior

Motivation TheoriesIntrinsic & Extrinsic

The three components: Triggers Direction; what is he trying to do Effort; how hard? Persistence; how long

Focus of the theory: Instrumental; rewards and punishment Content; needs Process

Motivation theories

Personal ContextualFunctional

MotivationAn interplay of dynamics

Internal / Intrinsic Personality talents needs of ... Maslow: hierarchy of needs

Job Characteristics: Clear targets Autonomy Feedback Identity & Significance skill varietyJob design= rotation & enlargement& enrichment

External / Extrinsic Leadership styles Culture Teamwork Rewards Organization Career Herzberg’s Two factors theory

Process theories: expectancy & goal & equity

Personal: Maslow‘Hierarchy of needs’

Personal: Maslow‘Hierarchy of needs’

Personal: Alderfer’s‘Need hierarchy’

Existence Physiological needs Material needs

Relatedness Friendship Social contact

Growth Using skills Development

Personal: McClelland‘Character & Jobs’

n-ach: Need for achievement: Seeks achievement,attainment of goals and advancement. Strong need for feedback, sense of accomplishment and

progress. Responsible

n-affil: Need for affiliation: Cooperative Need for friendships, interaction and to be liked.

n-pow: Need for power: Authority motivated, needs to influence and make an impact.

Competitive Strong need to lead and to increase personal status and

prestige.

Functional: Job Characteristics Theory

Five core job characteristics:1. Clear goals/ Targets2. Autonomy3. Feedback4. Skill variety5. Task identity6. Task significance

Three critical psychological sates:1. Experienced meaningfulness (1,2,5)2. Experienced responsibility (2,6)3. Knowledge of results (3)

>> Job design

Functional: SMART targets

S Specific / concrete M Measurable: quality & quantity A Attractive: positive &

challenging R Relevant T Time framed / when

Contextual: Leadership style

Theory XEmployees: inherently dislike work and will

attempt to avoid it they must be coerced, controlled, or

threatened with punishment to achieve desired goals

shirk responsibilities and seek formal direction whenever possible

place security above all other factors associated with work and will display little ambition

Theory YEmployees: view work as being as natural as rest

or play exercise self-direction and self-

control if they are committed to the objectives

accept, even seek, responsibility have the ability to make good

decisions are willing to take risks; seek

challenges

Self-fulfilling prophecy

Process theories: Vroom

‘It can be done’‘Leads to good result’‘Gives the reward I want’

Motivation: Core ‘handles’ Create clear, positive and challenging targets: MBO

& SMART Design significant jobs with ‘skill variety’ Give regular and positive feedback on performance Create autonomy / responsibility / participation Create generous and fair systems of rewarding and

recognition Use a positive and confirming leadership style Create a positive organizational climate & values &

culture Create ‘smoothing’ working conditions Management of the ‘Cultural factors’

SIMASystem for Identifying Motivated Abilities

What are you good at; your strengths Your unique pattern of gifts and skills What gives energy / things you enjoy Your history of actual performances Your career roadmap; ‘what are you good at’Coaching process:

Step 1: recalling the good times Step 2: writing down your achievements Step 3: talking about your achievements Step 4: finding patterns; your natural inner ‘tools’ Step 5: learn and apply

Seven sources of Energy Physical wellness Working together Appreciation Good results Growth Being what I am; ‘my core competence’ ‘Higher cause’