Unit – 3Staffing and motivation

Staffing # Staffing means matching the jobs with people. It is

concerned with selection, placements growth and development of people.

Main features of staffing –• Staffing involves people• Staffing is development oriented• Staffing is continuous• Staffing is a three step process – Hiring, developing

and creating favourable conditions to work.

Importance of staffing

# People are key to everything in the organization. It helps in the following way-• Key to other managerial functions• Designing a sound organization structure• Motivation to do outstanding work

Elements of staffing process

• Human resource planning• Job analysis• Recruitment• Selection• Placement and orientation• Training and development• Performance appraisal

MotivationScott defined as “Process of stimulating people to

action to accomplish desired goal” Features of motivation –• Motivation is internal feeling• Produces goal directed behavior• Contains system orientation• Can be either positive or negative• Motivation means bargaining• Motivation is a complete process• Motivation is different from job satisfaction

Importance of Motivation

• Productive use of resources• Increased efficiency and output• Achievement of goals• Development of friendly relationships• Stability in work force

The Motivation Framework

NEED(deficiency)

BEHAVIOR•Work hard•Find another job•Become union member and pressure management

GOAL• Get a pay

raise

Tension reduction

Theories of motivationBasically three types of theories:1. Content theories - Insight into the needs of people in the

organization, that helps managers understand how needs can be satisfied in the work place

• Maslow’s Hierarchy of Needs theory• Alderfer’s ERG model• Hertzberg’r two factor theory• Achievement Motivation theory• Theory X and theory Y• Theory Z

2. Process theories: Focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have satisfied these goals.

• Equity theory• Vroom’s Expectancy theory• Porter and Lawler model• Goal Setting theory

3. Reinforcement theories: Focus on employee learning of desired behaviors. Argue that the behavior that is rewarded is likely to be repeated.

Maslow’s theory

Self Actualization

Esteem

Social

Safety

Physiological

Alderfer’s ERG Model Physiological, Safety – Existence needs: Needs required to

preserve human life. They include all of what Maslow termed as physiological needs relating to material safety.

Social Needs – Relatedness needs: They refer to all socially intended needs. How people relate to their surrounding social environment. Include need for meaningful social and interpersonal relationships.

Esteem self actualization needs – Growth needs: Individual’s desire to be self confident, productive and creative; desire to engage in tasks that require the full utilization of abilities and that develop additional capabilities and skills.

Hertzberg’s two factor theory

Also called dual factor theory or “Motivation - hygiene” theory of motivation.

HYGIENE FACTORS MOTIVATING FACTORS

1. Company policy and administration2. Relationship with superiors3. Work conditions4. Salary5. Relationship with peers6. Personal life7. Relationship with subordinates8. Status9. Security10. Supervision

1. Achievement2. Recognition3. Work itself4. Responsibility5. Advancement6. Growth

Achievement Motivation Theory

David McClelland at Harvard University – proposed achievement motivation theory and also called “three needs theory”

• Power need• Affiliation need• Achievement need

Theory X and theory Y Douglas McGregor proposed two sets of assumptions

about what motivates people. One basically negative and the other basically positive.

Theory X Assumptions Theory Y assumptions

• Employees inherently dislike work and will try to play

• They must be coerced, controlled and threatened

• Employees will shirk responsibilities and seek direction whenever possible

• Most employees want security above all in their work and display little ambition

• Employees can view work as being as natural as rest or avoid it

• Exercise self direction and self control

• Under proper conditions, they do not avoid responsibility

• Want security but also have other needs such as self actualization and esteem

Theory Z William Ouchi proposed this theory after studying

American and Japanese management practices. Has following mixed/ hybrid system

• Trust and openness• Organization – employee relationship• Employee participation• Structure less Organization• Holistic concern for employees.

Process theories Equity theory It is J. Stacey Adams who formulated the equity theory, based on

simple assumption that people want to be treated fairly.

Many employees concerned not only with satisfying their own needs and compare with what others receive.

The theory defines equity as the belief that we are being treated fairly in relation to others and inequity as the belief that we are treated unfairly in relation to others. Employees feel satisfied or dissatisfied with comparative

observation of their friends, neighbors and colleagues.

Adam describes the equity comparison process in terms of input/output relation. Inputs are individual contribution to the organization, such as persons training, education, skills, experience, Ethic back ground, effort and loyalty.

Outputs are what he receives in turn. Individual may receivepositive and negative outcomes. Comparisons made as below: Person’s Outcomes Other’s outcomes Person’s Inputs Other’s Inputs If equal, it is equity If more, Positive inequity If less, Negative inequity.

Individual perceives inequity

Individual experiences tension

Individual wants to reduce tension

Individual takes action

Inequity as motivation force

1. Change inputs2. Change outcomes3. Alter perceptions of self4. Alter perception of other5. Change comparisons6. Leave situation

Expectancy Theory: Victor Vroom Made an important contribution to the

understanding of the motivation and the decision process that people use to determine how much effort they should expend on the job.

Person’s motivation for an action any time would be determined by Individual’s perception that certain type of action would lead to a specific outcome and his personal preference for this outcome.

There are three variables in Vroom’s model – Motivation = Valence X Expectancy X Instrumentality 1. Valence: Valence means attraction or repulsion for an outcome to

an individual. Whenever an individual has preference for a reward, valence is strength of that preference.

Valence is zero if individual is indifferent to outcome. It is negative if individual prefers not attaining outcome.

2. Expectancy: It is referred to Effort – Performance probability. It refers to the extent to which person believes his effort will lead to the first level outcome( Completion of task). Expectancy is the probability that a particular action will lead to the outcome. If the probability is higher he will put more efforts to achieve the desired outcome.

3. Instrumentality: Instrumentality refers to belief and expectation of a person that his performance will lead to particular desired reward.

Porter and Lawler theory: This is a multi variate model which explains the

relationship that exists between job attitude and job performance.

Based on four basic assumptions - 1. Individual behavior is determined by a combination of factors in the individual and in the environment. 2. Individuals are assumed to be rational human beings who make conscious decisions about their behavior in the organization. 3. Individuals have different needs, desires and goals. 4. On the basis of their expectation, individuals decide between alternate behaviors and such decided behavior will lead to a desired outcome.

Porter and Lawler Model of Motivation

Value of reward

(Valence)

Perceived effort-reward

probability

Efforts

Ability and traits

Role Perception

Performance Accomplishment

Perceived equitable rewards

Intrinsic rewards

Extrinsic rewards

satisfaction

Various elements are –1. Effort – Efforts refer to amount of energy person exerts on a job2. Value of reward – People try to figure out whether rewards will be

attractive to them. This is Vroom’s valence !3. Perceived reward-effort possibility – People will assess the probability

of certain level of effort – performance and probability of performance – reward. Will then decide about level of effort.

4. Performance – Effort leads to performance. Expected level performance will depend on amount of effort, abilities and traits of the individual and his role perception. Abilities include knowledge, skills and intellectual capacity. Traits which are important for many jobs are endurance, perseverance and goal directedness. Thus abilities and traits will moderate the effort performance relationship. In addition, people should have accurate role perception.

5. Rewards: Performance leads to rewards. Two types of rewards –Extrinsic and intrinsic.

6. Satisfaction: Satisfaction results from both. People compare actual rewards with perceived rewards for satisfaction.

Goal Setting Theory: Propounded by Locke in 1981 Goals play an important role in motivating superior

performance. People examine whether current behavior is sufficient to achieve the goals. If not – they will either modify their

behavior or choose more realizable goals. “Feeling of satisfaction comes from what one receives and

what he feels he should receive”. Similarly, if managers translate organizational goals for employees as worthwhile to accept and pursue, they can harness a source of motivation to perform.

Reinforcement Theory

Four types of reinforcement –

• Positive reinforcement• Negative reinforcement• Extinction• Punishment

Improving Motivation

1. Recognize individual difference2. Match people to jobs3. Use goals4. Individualize rewards5. Link rewards to performance6. Ensure system for equity7. Don’t ignore money8. Non-financial incentives

Pay and job performance:

• Should be designed to reward results and behavior.

• Introducing variable pay.• Emphasis on team and individual rewards, with

employee sharing financially organization's success.

Quality of work life: Personal Life & Work life – both influence each

other. Factors influencing work life-• Employee compensation• Physical working conditions• Roles and responsibilities• Culture and Values• Company rules and facilities• Employee treatment

Employee Morale Mayo defined as: “ Maintenance of cooperative living”

Dr. Leighton :“ Capacity of a group of people to pull together

persistently and consistently in pursuit of common purpose”

Prof. Kossen: Links morale with employee attitude.

Components of morale:

• Intrinsic job satisfaction• Satisfaction with company• Satisfaction with supervision• Satisfaction with rewards• Satisfaction with co-workers

Morale Building:

• Remuneration• Job security• Participation• Job enrichment• Organization structure• Grievance redressal• Employee counselors• Sound leadership * * * * *