Co-relation of Motivational theories to strategy
Apr 12, 2017
Self Actualiza-tion
Esteem needs
Social needs
Safety needs
Physiological needs
Maslow's Hierarchy Pyramid
Performance Manage-ment Training And Devel-opment
Employee Engage-ment
Compensa-tionRecruitment And Se-lection
Herzberg’s Theory
High Low
Low High
Satisfaction
Motivating factors
Hygiene factors No dissatisfaction
No Satisfaction
Dissatisfaction
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Company policy
Supervision
Relationship w/Boss
Work conditions
Salary
Relationship w/Peers
Motivating fac-tors
Hygiene factors
ERG Theory
ERG The-ory
Existence
Growth Related-ness
• Existence – salary , insurance benefit ,job security
• Relatedness - employee engagement• Growth – Training and Development
Comparison Of Motivation Theories
Motivation Self – Actualiza-tion
Growth
EsteemHygiene Social Relatedness
Safety ExistencePhysiological
Herzberg Maslow AlderferHigher Order Needs
Lower Order Needs
Intrinsic Motivation
Extrinsic Motivation
Co-relationTheory X
– Code of conduct – Rules & regulations– Disciplinary actions
Theory Y– Job enrichment – Participative programme
McClelland's Needs Theory• Need for achievement – To achieve in relationship
to a set of standards , & to strive to succeed
• Need for affiliation – the desire for friendly & close interpersonal relationships
• Need for power – the need to make others be-have in a way in which they would not have be-haved otherwise
• Need for achievement – performance management system ,
Rewards And Recognition • Need for affiliation – employee engagement • Need for power – career planning
Equity Theory Individual compare their job IN-PUT and OUTCOME with those of others and then respond to eliminate in-equities Establishing Pay Structure
• Balancing Internal equity• Balancing External equity
Expectancy Theory
Indi-vidual Effort
Individual Perform-ance
Organiza-tional Rewards
Personal Goal
1 2 3
1. Effort- Performance Relationship
2. Performance-Rewards Relationship
3. Rewards-Personal goals Relationship
Flexible Benefit Program
Modular plans – predesigned packages to meet the needs of a
specific groupCore-plus plans – core of essential benefits and
menu of options to choose fromFlexible spending plans – full choice from menu of
options
Ways To Put JCM into Prac-tice:
• Job Rotation The periodic shifting of an employee from one task to another
• Job EnlargementIncreasing the number and variety of tasks
• Job Enrichment Increasing the degree to which the worker controls the planning, execution and evaluation of the work
Alternate Work Arrange-mentsFlextime
– Some discretion over when worker starts and leaves
Job Sharing– Two or more individuals
split a traditional jobTelecommuting
– Work remotely at least two days per week
Employee Involvement
A participative process that uses the input of employ-ees to increase their commitment to the organiza-tion’s success
Two types:Participative ManagementRepresentative Participation