Download - Human Resource Management
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Human Resource Human Resource ManagementManagement
Lecture-31
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MotivationThe inner drive that directs a
person’s behavior toward goals.
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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
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NEEDS BEHAVIOURINCENTIVESAND GOALS
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Direction
PersistenceIntensity
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Determinants of Job Performance
Capacity toperform
Capacity toperform
Opportunityto perform
Opportunityto perform
Willingnessto perform
Willingnessto perform
Job performanceJob performance
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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
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Why Do We Care?
OpportunityMotivation
Performance = f (Ability, Motivation, Opportunity)
Ability
PERFORMANCE
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Self-Actualization
Esteem
Affiliation
Security
Physiological
14.8
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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)
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ExistenceExistenceExistenceExistence GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
Alderfer’s ERG Theory
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McGregor’s Theory-X and
Theory-Y
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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.
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Theory XWorkers
Dislike Work
Avoid Responsibility
Little Ambition
Theory YTheory YWorkersWorkers
Enjoy WorkEnjoy Work
Accept ResponsibilityAccept Responsibility
Self-DirectedSelf-Directed
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Specific
Relevant
ChallengingTaskeffort
Taskperformance
Effective goal setting
Rewarding
Participation
Commitment
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E-to-PExpectancy
P-to-OExpectancy
Outcomes
Outcome 1+ or -
Effort Performance
Outcome 3+ or -
Outcome 2+ or -
Expectancy Theory of Motivation
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Can I get it?Do I want it?
Equity Theory Expectancy Theory
What Iput in
What Iget back
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Reinforcement Theory
Consequences
Rewards
No Rewards
Punishment
Behavior
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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)
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Three Approaches to Motivation
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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
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When someone
says, “It’s not the
money, it’s the principle,
it’s the money!-- Anonymous
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Challenging Challenging JobsJobs
Challenging Challenging JobsJobs
EquitableEquitableRewardsRewardsEquitableEquitableRewardsRewards
Good WorkGood WorkEnvironmentEnvironmentGood WorkGood Work
EnvironmentEnvironmentSupportiveSupportiveColleaguesColleaguesSupportiveSupportiveColleaguesColleagues
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Challenges of motivating employees
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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
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Motivating Professionals
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Provide challenging projects.Allow them the autonomy to be
productive.Reward with educational opportunities.Reward with recognition.Express interest in what they are doing.
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Provide flexible work, leave, and pay schedules.
Provide child and elder care benefits.
Structure working relationships to account for cultural differences and similarities.