Motivation

Why Work ? Money

Self respect

Need to be appreciated by others

Hope of promotion

To achieve

Power

To meet people

To be able to buy things

Satisfaction

Tell others what to do

To do a job well

Minneapolis Gas Company

A survey 31 000 men, 13 000 women

1945 – 65. Found most important factors

1.Job security

2.Advancement

3.Type of work

4.Pride in company

Pay, benefits and working conditions low

ratings

Why Work ?

Motives

or Need

Goals or

satisfied

needs

Intangible

Tangible

Theory X

• Average human has dislike of work and

will avoid it if possible

• The average human prefers to be directed

and does not like responsibility.

• Need for tough control and punishment

Wrong as need more than financial rewards

i.e fulfillment

Theory Y. McGregor

• Theory Y Physical and mental work a natural human requirement

• If satisfied leads to commitment shown and responsibility resulting in creativity and imagination

Maslow

• Mans behaviour is dominated by

unsatisfied needs

• When one is satisfied he aspires to the

next

• Highest self actualisation, characterised by

integrity, responsibility and magnamity

Maslow’s Hierarchy of Needs

Basic

• Lunch and tea breaks

• Facilities

Security • Health and safety

• Insurance

Belonging

• Acceptance

• Friendship

Status/ego

• Responsibility

• Achievement

• Promotion

Self fulfilment

• Job satisfaction

Likert

Based on 4 management styles;

1.Exploitative Authoritative,

2.Benevolent Authoritative,

3.Consultative

4.Participative Group

•Participative best as based on economic rewards, common goals, teamwork and shared responsibility

•Employees seen as individuals with their own needs values and self worth

Herzberg

Hygiene/Motivation

• Hygiene factors. Do not lead to motivation

but without them dissatisfaction (working

conditions, salary status, the organisation,

its management, job security)

• Motivation factors; achievement,

recognition, advancement and interest

Both approaches need to be done together

Herzberg’s motivation hygiene

theory

McClelland

• Need for achievement is a distinct

personal need and can be developed

• Done by setting moderately difficult but

acheiveable goals

• Concern for personal achievement higher

than rewards

• Need for feedback

• Can be taught

Argyris

• Structure of organisations should be

designed to utilise the psychological

energy of the workers i.e not pyramidal

• Decisions taken by small groups rather

than a single boss

• Satisfaction from work more important that

material rewards

Vroom

Expectancy theory

• Leadership style should be tailored to the

situation and group.

• Individual should be rewarded with what

he /she perceives as important rather than

the manager

No Statement Rank Need

1 More Money

2 More influence

3 Security of work

4 Status

5 Skills

6 Experience

7 Freedom

8 Responsibility

9 Recognition

10 Achievement

Why would you want to be a manager ?

Payment

• Time rate (Wage)

• Piece Rate

• Salary

Signs of Motivation

• Energy enthusiasm determination

• Co-operation in achieving results

• Willingness to accept responsibility

• Acceptance of change

• Good results

Signs of Demotivation

• Late, absenteeism, ‘stolen minutes’

• Slow

• Complaints

• Arguing

• Uncaring attitude

How to deal with demotivation

• Make every employee feel valued

• Provide scope for development

• Recognise achievements

• Rotate jobs

• Job enlargement

• Add variety

Strategies to Motivate

• Positive reinforcement

• Effective discipline and punishment

• Treating people fairly

• Satisfying employee needs

• Setting work related goals

• Restructuring jobs

• Base rewards on job performance

Managers try to reduce the gap between an individuals desired state and actual state to a desired goal

How to motivate staff

• Salary

• Incentive/bonuses

• Products/services

• Vehicle

• Holiday/time off

Empowerment

Give more responsibility to staff