Download - Most Popular Motivation Theory

8/8/2019 Most Popular Motivation Theory

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Saturday, January 08, 2011 Makerere University Business School 1

MOTIVATION AND WORKDISCIPLINE & RULES

Presented by:

Moses Bazibu

Lecturer Faculty of Commerce

Makerere University Business SchoolKampala Uganda


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Objectives

Over view and definition of motivation.

Appreciate how to motivate employees to

improve performance. Understand the different views of

motivation.

To realize the different techniques ofmotivation.


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1.0 Introduction

At one time, employees were considered just another input into the production ofgoods and services.

What perhaps changed this way ofthinking about employees was research,

referred to as the Hawthorne Studies,conducted by Elton Mayo from 1924 to1932 (Dickson, 1973).


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Introduction Contd

This study found employees are notmotivated solely by money and employeebehavior is linked to their attitudes

(Dickson, 1973).

The Hawthorne Studies began the humanrelations approach to management,

whereby the needs and motivation ofemployees become the primary focus ofmanagers (Bedeian, 1993).


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Motivation has been defined as: thepsychological process that gives behaviorpurpose and direction (Kreitner, 1995);

A predisposition to behave in a purposivemanner to achieve specific, unmet needs(Buford, Bedeian, & Lindner, 1995);

An internal drive to satisfy an unsatisfied

need (Higgins, 1994); And the will to achieve (Bedeian, 1993).

2.0 Motivation defined


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For this paper, motivation is operationallydefined as the inner force that drivesindividuals to accomplish personal andorganizational goals.

That is, Work motivation refers toconditions which influence the arousal,

direction, and maintenance of behavioursrelevant in work settings.

Definition Contd


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3.0Role of Motivation

Why do we need motivated employees? Theanswer is survival (Smith, 1994).

Motivated employees are needed in our

rapidly changing workplaces. Motivated employees help organizations

survive. Motivated employees are moreproductive.

To be effective, managers need tounderstand what motivates employeeswithin the context of the roles theyperform.


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Role Contd

Of all the functions a manager performs,motivating employees is arguably themost complex. This is due, in part, to the

fact that what motivates employeeschanges constantly (Bowen &Radhakrishna, 1991). E.g. Researchsuggests that as employees' income

increases, money becomes less of amotivator (Kovach, 1987). Also, asemployees get older, interesting workbecomes more of a motivator.


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Content Theories of motivation

The Need Hierarchy Theory

The ERG Theory

McClellands perspective

Two Factor Theory Hertzberg.

The Process theories of Motivation

Expectancy Theory Victor Vroom

Equity Theory J- Stacy Adams

The reinforcement Theory B. F Skinner.

4.0 Different Views of

Motivation


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4.1 Content Theories of motivation

These focus on the content of an individualspersonal needs. These theories focus on individualunderlying factors that predispose them to behave

in certain ways. There is a belief that employeesbehave in ways that will lead to the satisfaction oftheir needs.

Content theories of work are attributed to scholarslike Abraham Maslow (NHT), Alderfer (ERGtheory), Mc clelland (n Ach. Theory) andHertzberg (Two factor theory).


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4.2 The Needs Hierarchy Theory

This is the most popular motivation theory thatmanagers use to motivate employees. The NHTis based on certain assumptions/premises.

Employees are motivated by a desire to satisfy severaltypes of needs.

Only needs which have not been satisfied can act asmotivators i.e. once a need is satisfied, it ceases to be

a motivator. Needs are arranged in a hierarchical order of

importance from the most basic physiological to morecomplex psychological needs.


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4.3 McClellands perspective

Mc Clelland focused his attention on three learnedneeds; I.e. The Need for achievement, Need foraffiliation and Need for power.

People with high need for achievement havecertain characteristics:

Set themselves moderately difficult goals to beaccomplished.

They like to take personal responsibility for work

results. They desire frequent feedback and consultation. Prefer a job in which success depends on effort

rather than chance.


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McClellandsContd

Need for Power refers to the desire to

influence others that it to exert control over

others. Such people seek for positions of

leadership in the groups which they work.

Need for Affiliation - Individuals with high

need for affiliation are motivated by

companionship. Such people seek out personal

approval from those they admire.


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4.3 The Process theories ofMotivation

These theories focus on the underlyingpsychological processes that generate motivationwithin individuals. There are two theories under

the process theories:1.Expectancy Theory Victor Vroom

This theory states that people are motivated

depending on their perceived a job expectancy.Expectancy theory suggests that people will bemotivated if they feel that performance will lead tocertain outcomes.


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ProcesstheoriesContd

2. Equity Theory J- Stacy Adams

This theory suggests that the motivation of

employees is influenced by the extent towhich they perceive they are treated fairly.Individual at work evaluate their inputsagainst a comparison person. A comparison

person is someone in a comparableorganisational situation the person can bewithin or outside the organisation.


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4.4 The reinforcement Theory B. F Skinner.

This theory explains the ways in which varioustypes of rewards and punishments influenceemployee behaviour and performance in

organisations. According to this theory, employeebehaviour is largely determined by itsconsequences, that is pleasant consequences tendto be repeated, while unpleasant consequencesare less likely to be repeated.

Therefore, managers should put rewards to highperformance and punishment to low performance.The underlying notion is issue of behaviouralreinforcement.


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5.0 Motivation Techniques

Management by Objectives

Job enlargement

Job rotation Behaviour Modification.

Flexitime

Part-Time Work and Job Sharing

Telecommuting

Employee Empowerment.

Self-Managed Work Teams


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TechniquesContd

5.1 Management by Objectives

The primary purpose of MBO is to clarify the

roles that the employees are expected to play inreaching the organization's goals. MBO allows

subordinates to participate in goal setting and in

performance- evaluation.

5.2 Behaviour Modification.

This is the use of a systematic program of

reinforcement to encourage desirable behavior.


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TechniquesContd

5.3 Job enlargement.

This Involves expanding a worker's assignments to

include additional but similar tasks. It increases job

scope; that is, it increases the number of different

operations required in a job.

Instead of only sorting the incoming mail by

department, for instance, a mail sorters job could be enlarged to include physically delivering the

mail to the various departments.


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TechniquesContd

5.4 Job rotation

This allow workers to diversify their activities to

offset boredom. There are two types of rotation:vertical and horizontal.

Vertical rotation relates to promotion and

demotions. When we talk about job rotation,

however, we are referring to the horizontal

variety, or what may be more accurately called a

lateral transfer.


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TechniquesContd

5.5 Flextime

This is a system in which employees set their own workhours within certain limits set by the employer.

Typically the firm establishes two bands of time: a)Core time is when all employees must be at work andb) Flexible time is the time employees may choosewhether to be at work.

5.6 Part-Time Work and Job SharingPart-time work is permanent employment in whichindividuals work less than a standard work week. Jobsharing is an arrangement whereby two people share

one full-time position.


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TechniquesContd

5.7 Telecommuting

A growing number of companies allow working athome all of the time or for a portion of the workweek.

5.8 Employee Empowerment

Empowerment means giving employees greaterinvolvement in their jobs and in the operations of theorganization by increasing their participation indecision making.

5.9 Self-Managed Work Teams

These are groups of employees with the authority andskills to manage themselves).


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6.0 Conclusion

The overall objective of human resourcemanagement is to make employees performmaximally.

Maximum performance can be achievedthrough employee motivation. Motivationleads to employee Commitment to work.Every manager has a task to create a

workforce that is committed to work. Thus, managers, we are concerned with

motivating workers to achieve higher levels ofproductivity.


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Thank You

Questions

Supplements

Clarifications Experiences


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DISCIPLINE

AND WORK

RULES


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Discipline & Rules defined

Discipline may be defined as ones being obedient,

self-controlled, and skilful. It is sometimes referred

to as the key to success you must be disciplined

to finish your work on time!

Rule is the statement of what can, should or must

be done on a given type of work. Rules set standardsof conduct and performance at work and make clear to

employees what is expected of them.


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Key points about rules &disciplinary procedures at work

Rules are necessary because they set standards. A gooddisciplinary procedure helps employees* keep therules, and helps employers deal fairly with those who

do not. Rules normally cover issues such as absence,

timekeeping and holiday arrangements, health andsafety, use of the organization's equipment andfacilities, misconduct, sub-standard performance, anddiscrimination, bullying and harassment.

Rules and procedures should be clear, and should preferably be put in writing and be known by allemployees.


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Key pointsContd

Management should aim to secure the involvement of

employees and any recognized trade union or other

employee representatives when rules and disciplinary

procedures are introduced or revised Rules should be reviewed from time to time and

revised if necessary.

Management should ensure that those responsible for

operating disciplinary rules understand them and

receive appropriate training.


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How should rules be drawn upand communicated?

It is therefore good practice to develop rules inconsultation with employees (via theirrepresentatives if appropriate) and those who will

have responsibility for applying them. The rules should be made clear to employees,

and ideally they should be given their own copy.

In a small organisation, it may be sufficient for

rules to be displayed in a prominent place. Inlarge organisations, it is good practice to include asection on rules in the organisation's handbook,and to discuss them during the inductionprogramme.


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RulesContd

Special attention should be paid to ensure thatrules are understood by any employees with littleexperience of working life (for instance young

people or those returning to work after a lengthybreak), and those whose English or reading abilityis limited.

Rules are more readily accepted and adhered to if

people understand the reasons for them. Forinstance, if an employee is required to wearprotective clothing, it is sensible to explain if thisis for a particular reason.


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RulesContd

Rules should apply to all employees at all levelsin the organisation.

The rules should not discriminate on the

grounds of sex, marital status, racial group,sexual orientation, religion or belief, disabilityor age.

Where a rule has fallen into disuse or has not been applied consistently, employees shouldalways be told before there is any change inpractice.


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Scope of work rules

Timekeeping 'clock-in' times & lateness.

Absence from work - authorizing absence,approval of holidays, notification of absence.

Health and safety - personal appearance anyspecial requirements regarding, for example,protective clothing, hygiene.

Use of organisation facilities - privatetelephone calls, computers, email and theinternet, etc.

Discrimination, bullying and harassment


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Disciplinary procedure

A disciplinary procedure is the means by which

rules are observed and standards are maintained.

It provides a method of dealing with anyshortcomings in conduct or performance and

can help an employee to become effective

again. The procedure should be fair, effective,

and consistently applied.


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Designing disciplinary procedures

Employers should always bear in mind the

requirements of natural justice. E.g., employees

should be informed of the allegations against

them, together with the supporting evidence, in

advance of the meeting.

Employees should be given the opportunity to

challenge the allegations before decisions arereached and should be provided with a right to

appeal.


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Qualities of Good disciplinary

procedures

Say who they apply to (if there are different rulesfor different groups).

Be non-discriminatory

Provide for matters to be dealt with speedily.

Allow for information to be kept confidential.

Tell employees what disciplinary action might be

taken. Say what levels of management have the

authority to take the various forms of disciplinaryaction.


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QualitiesContd

Require employees to be informed of the complaintsagainst them and supporting evidence, before anymeeting.

Give employees a chance to have their say before

management reaches a decision. Provide employees with the right to be accompanied.

Provide that no employee is dismissed for a first breachof discipline, except in cases of gross misconduct.

Require management to investigate fully before anydisciplinary action is taken.

Ensure that employees are given an explanation for anysanction and allow employees to appeal against adecision.


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Conclusion

Those responsible for using and operating thedisciplinary rules and procedures should be trained forthe task. Ignoring or circumventing the procedureswhen dismissing an employee is likely to have a

bearing on the outcome of any subsequent tribunalcomplaint.

Good training helps managers achieve positiveoutcomes, reducing the need for any furtherdisciplinary action. If the organisation recognizes tradeunions, it can be useful to undertake training on a jointbasis everyone then has the same understanding andhas an opportunity to work through the procedure,clarifying any issues that might arise.

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