human resource management lecture-31. motivation the inner drive that directs a person’s behavior...

Human Resource Human Resource ManagementManagement

Lecture-31

MotivationThe inner drive that directs a

person’s behavior toward goals.

More money forunexpected medical expenses

Need

Ask for a raiseWork harder to gain a promotion

Look for a higher-paying jobSteal

More money

Goal-directed behavior

Need Satisfaction

NEEDS BEHAVIOURINCENTIVESAND GOALS

Direction

PersistenceIntensity

Determinants of Job Performance

Capacity toperform

Capacity toperform

Opportunityto perform

Opportunityto perform

Willingnessto perform

Willingnessto perform

Job performanceJob performance

Performance FormulaPerformance = f (ability X motivation X

opportunity)

Ability = individual’s knowledge, skills, and ability to accomplish task

Motivation = level of individual energy for the task

Opportunity = right performance opportunity

Why Do We Care?

OpportunityMotivation

Performance = f (Ability, Motivation, Opportunity)

Ability

PERFORMANCE

Self-Actualization

Esteem

Affiliation

Security

Physiological

14.8

McClelland’sTheory

of Needs

McClelland’sTheory

of Needs

Need forAchievement

(nAch)

Need forAchievement

(nAch)

Need forPower(nPow)

Need forPower(nPow)

Need forAffiliation

(nAff)

Need forAffiliation

(nAff)

ExistenceExistenceExistenceExistence GrowthGrowth

RelatednessRelatednessRelatednessRelatedness

Alderfer’s ERG Theory

McGregor’s Theory-X and

Theory-Y

Theory XManagement view that assumes workers generally dislike work and must be forced to do their jobs.

Theory YManagement view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

Theory XWorkers

Dislike Work

Avoid Responsibility

Little Ambition

Theory YTheory YWorkersWorkers

Enjoy WorkEnjoy Work

Accept ResponsibilityAccept Responsibility

Self-DirectedSelf-Directed

Specific

Relevant

ChallengingTaskeffort

Taskperformance

Effective goal setting

Rewarding

Participation

Commitment

E-to-PExpectancy

P-to-OExpectancy

Outcomes

Outcome 1+ or -

Effort Performance

Outcome 3+ or -

Outcome 2+ or -

Expectancy Theory of Motivation

Can I get it?Do I want it?

Equity Theory Expectancy Theory

What Iput in

What Iget back

Reinforcement Theory

Consequences

Rewards

No Rewards

Punishment

Behavior

Physiological needs(hunger, thirst)

Safety needs(security, protection)

Social needs(sense of belonging, love)

Esteem needs(self-esteem, recognition, status)

Self-actualization needs(self-development, realization)

Three Approaches to Motivation

Individual Differences Approach

Treats motivation as a characteristic of the individual

Job & Organization Approach

Emphasizes the design of jobs and the general organizational environment

Managerial Approach

Focuses on behaviors of managers, in particular, their use of goals and rewards

Motivation

14.2

When someone

says, “It’s not the

money, it’s the principle,

it’s the money!-- Anonymous

Challenging Challenging JobsJobs

Challenging Challenging JobsJobs

EquitableEquitableRewardsRewardsEquitableEquitableRewardsRewards

Good WorkGood WorkEnvironmentEnvironmentGood WorkGood Work

EnvironmentEnvironmentSupportiveSupportiveColleaguesColleaguesSupportiveSupportiveColleaguesColleagues

Challenges of motivating employees

Changing workforce–younger generation employees have different needs and expectations to senior workers

–people have more diverse values – results in more variety in what motivates employees

Cultural values–globalisation has added to diversity

Motivating Professionals

Provide challenging projects.Allow them the autonomy to be

productive.Reward with educational opportunities.Reward with recognition.Express interest in what they are doing.

Provide flexible work, leave, and pay schedules.

Provide child and elder care benefits.

Structure working relationships to account for cultural differences and similarities.