principles of management chapter 11 gtu mba

7/31/2019 Principles Of Management Chapter 11 GTU MBA

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Human Factors & Motivation


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Leading and Managing

Leading is the process of influencing people so thatthey will contribute to organizational and group goals.

Managing requires the creation and maintenance ofan environment in which individuals work together ingroups toward the accomplishment of commonobjectives.

Harmonizing Objectives: Individuals have personalgoals that may be distinct from the goals of anorganization. One of the important duties of themodern manager is to get things done through othersin such a manner that the objectives of both groupsare achieved.


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Human Factors: Multiplicity of Roles

No average person

Importance of Personal Dignity

Consideration of the Whole Person


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What is Motivation? Motivation is a general term applying to

the entire class of drives, desires,

needs, wishes, and similar forces.


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Motivational Theories McGregors Theory X & Theory Y

Need Theories

Maslows Hierarchy of Needs Theory

Alderfers ERG Theory

McClellands Needs Theory of Motivation

Herzbergs Motivation-Hygiene Theory: Two Factor

TheoryExpectancy Theory of Motivation

Equity Theory

Goal Setting Theory

Skinners Reinforcement Theory


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McGregors Theory X and

Theory Y

Theory X and Theory Y are two sets ofassumptions about the nature of people.

Example of Theory X Average human beings have an inherent

dislike of work and will avoid it if they can.

Example of Theory Y

The expenditure of physical and mental effortin work is as natural as play or rest.


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Clarification of Theory X and Y They are assumptions that need to be tested

against reality They are intuitive deductions They are not on a continuous scale, not a

matter of degree Theory Y is not consensus management nor

an argument against use of authority Variety of tasks & situations require different

approaches


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Maslows Hierarchy of Needs

Theory

Maslow saw human needs in a form of ahierarchy, ascending from the lowest to the

highest He concluded that when one set of needs is

satisfied, this kind of need ceases to be a

motivator.


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Maslows Hierarchy of Needs


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Alderfer's ERG Theory

ERG theory has three categories: existenceneeds, relatedness needs, and growth needs.

Alderfer stressed that when people experiencefrustration on one level, they may focus on theneeds at a lower level need category.


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McClelland's Needs Theory of

Motivation McClellands types of motivating needs are:

Need for power (nPow): Degree of Control a person

desires over his situation. This need can be related tohow people deal with the fear of failure or losingsuccess

Need for affiliation (nAff): The desire for friendly andclose interpersonal relationships. Reason whytelecommuting has not become as popular as

predicted

Need for achievement (nAch): The drive to excel, toachieve in relation to a set of standards, to strive to

succeed. High Achievement, sets more difficult goals,


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Herzbergs

Motivation-Hygiene Theory

Dissatisfiers are not motivators. They are alsocalled maintenance, hygiene factors. This

includes salary, company policy and workingconditions.

Satisfiers are motivators and are related tojob content. This includes achievement,

recognition, responsibility, and advancement.


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Herzbergs Theories of

Motivation


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The Expectancy Theory ofMotivation

Vroom holds that people will be motivated todo things to reach a goal if they believe in the

worth of that goal and if they can see thatwhat they do will help them in achieving it.

Force = Valence x Expectancy


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Components of ExpectancyTheory:

Force is the strength of a persons motivation

Valence is the strength of an individuals

preference for an outcome Expectancy is the probability that a particular

action will lead to a desired outcome

The force exerted to do something will dependon both valence and expectancy.


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Expectancy TheoryCont

Think of these three components as threequestions:

1. If I do this, what will be the outcome?2. Is the outcome worth the effort to me?

3. What are my chances of achieving anoutcome that will be worthwhile for me?


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Expectancy theory is more complicated asperformance-outcome, valence and effort-performance expectancy are linked in amultiplicative chain.

E.g. You are working on a project for which theoutcome of your performance is clear, you knowfrom experience the amount of effort required, butthe outcome isnt worth very much to you. The

valence is low.

In such a situation, your behaviour might be toprocrastinate until the last minute. E.g. Filing yourTax Returns, Submission of Assignments

Expectancy TheoryCont


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An employee must want to perform; thedesire of the employee to do the assigned

jobs A person must have the necessary abilities

and skills

A person must have an accurate knowledgeof the requirements of the job if he isexpected to devote his energies fully on theassigned tasks

Porter and Lawlers Expectancy

Theory


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Porter and Lawlers Motivation

Model

11

6

4

3

2

5

8

9

7b

7a


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Equity Theory

Equity theory refers to an individuals subjective

judgment about the fairness of the reward he orshe gets, relative to the inputs, in comparison withthe rewards of others.

Outcomes by a person Outcomes by anotherperson

---------------------------- = ----------------------------

Inputs by a person Inputs by anotherperson


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Equity Theory


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Studies have shown that an individuals reaction to

an inequity is dependent on that persons history of

inequity

Richard Cosier & Dan Dalton point out that workrelationships are not static and that inequities arenot usually isolated or one-time events

They suggest that there is a threshold up to whichan individual will tolerate a series of unfair events,but that too many incidents can push him or herover the edge

People use different methods to reduce inequity.

Equity TheoryCont


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Lockes Goal Setting Theory

According to Edwin Locke, the natural human inclination

to set and strive for goals is useful only if the individualboth understands and accepts a particular goal

For objectives to be meaningful, they must be clear,attainable and verifiable.

Furthermore, workers will not be motivated if they do notpossess and know they do not possess-the skills

needed to achieve a goal Research show that when goals are specific and

challenging, they function more effectively as motivatingfactors in both individual and group efforts. Also

motivation and commitment are higher when employeesparticipate in setting of goals


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Objective Setting for Motivation


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Skinners Reinforcement

Theory

Positive reinforcement or behaviour modification:

Individuals can be motivated by proper design of their workenvironment and by praise for their performance and that

punishment for poor performance produces negative results.


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Theory

This theory shows how the consequences of pastbehaviour affect future actions in a cyclical learningprocess.

This process may be expressed as follows:Stimulus Response ConsequencesFuture Response

The individuals own voluntary behaviour

(response) to a situation or event (stimulus) is thecause of specific consequences.

If these consequences are unpleasant, theindividual will tend to change his or her behaviour in

order to avoid them


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Behaviour Modification: Uses Reinforcement theorychange human behaviour.

Thus, a manager who wishes to change employee

behaviour must change the consequences of thatbehaviour

There are four common methods of behaviourmodification:

1. Positive Reinforcement: Desirable behaviour isencouraged

2. Avoidance Learning: Employees change behaviour toavoid unpleasant consequences like criticism or poor

evaluation


Theory


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Special MotivationalTechniques

Money whether in form of wages, bonus,stock options or any other form, is often themost important factor. Money is often morethan monetary value. It can also mean statusor power, or other things.

Intrinsic rewards may include a feeling ofaccomplishment, or even self-actualization.

Extrinsic rewards include benefits,recognition, status symbols, and, money.


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Special MotivationalTechniques cont.

Pay may be based on individual, group, andorganizational performance.

Participation is a form of recognition and gives people

a sense of accomplishment. Quality of working life (QWL) usually involves a

labour committee and QWL specialist or staff, whichis charged with finding ways of enhancing dignity,attractiveness, and productivity of jobs through jobenrichment and redesign.


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Job Enrichment Job enrichment is an attempt to motivate

employees by giving them the opportunity to usethe range of their abilities. It is an idea that was

developed by Frederick Herzberg in the 1950s. It can be contrasted to job enlargement which

simply increases the number of tasks by addingsimilar tasks without enhancing the responsibility.


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Ways to Job enrichment

Giving more freedom in deciding work methods,sequence, etc.

Encouraging participation of subordinates

Giving workers a feeling of personal responsibility

Make sure that workers can see how their taskscontribute to the finished product

Feedback on their job performance Involving workers in the analysis and change of

physical aspects of the work environment


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Limitations of Job enrichment

Technology: With specialized machinery andassembly line techniques it may not be possible

to make all the jobs meaningful There is also a question as to whether or not

workers really want job enrichment

Limitations mainly apply to low-skill jobs


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Making Job EnrichmentEffective

Better understanding of people want

If productivity is the main goal of enrichment,

the program must show how workers willbenefit

People like to be involved, to be consulted, andto be given an opportunity to offer suggestions

People like to feel their managers are trulyconcerned with their welfare

principles of management chapter 11 gtu mba

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