Motivation

MOTIVATION Chap 16

MOTIVATION The factors that cause, channel, and sustain an individual’s behaviour.

Highly motivated people, with adequate ability and understanding of the job, will be highly productive

Managers must know what behaviors they want to motivate people to exhibit

THEORIES OF MOTIVATION

Goal setting theory

People have conscious goals that energize them and direct their thoughts and behaviors toward one end

Goals that motivate1.goals should be

acceptable to employees

2.goals should be challenging but attainable

3.goals should be specific, quantifiable, and measurable

Law of effect

Behavior that is followed by positive consequences probably will be repeated

ReinforcersPositive consequences that motivate behavior

Consequences of behaviorpositive reinforcement - applying valued consequences that increase the likelihood that a person will repeat the behavior that led to it

Consequences of behaviornegative reinforcement - removing or withholding an undesirable consequence

can involve the threat of punishment

Consequences of behaviorpunishment - administering an aversive consequence

Consequences of behaviorextinction - withdrawing or failing to provide a reinforcing consequence

Maslow’s need hierarchy

• physiological - food, water, sex, and shelter

• safety or security - protection against threat and deprivation

• social - friendship, affection, belonging, and love

• ego - independence, achievement, freedom, recognition, and self-esteem

• self-actualization - realizing one’s potential

“The intelligent want self-control; children want candy.”Maulana Rumi

Alderfer’s ERG theory

Postulates that people have three basic need sets

1. Existence needs - material and physiological desires

2. Relatedness needs - involve relationships with other people

3. Growth needs - motivate people to productivity or creativity

DESIGNING MOTIVATING JOBS

1.EXTRINSIC REINFORCERS

2.INTRINSIC REWARD3.JOB ROTATION4.JOB ENLARGEMENT5.JOB ENRICHMENT6.EMPOWERMENT

Job rotation means an individual is moved through a schedule of assignments designed to give him or her a breadth of exposure to the entire operation.

Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company and to increase job satisfaction through job variation.

Job enlargement means increasing the scope of a job through extending the range of its duties and responsibilities. This contradicts the principles of specialization and the division of labour whereby work is divided into small units, each of which is performed repetitively by an individual worker.

The boredom and alienation caused by the division of labour can actually cause efficiency to fall. Thus, job enlargement seeks to motivate workers through reversing the process of specialization.

The process of improving work processes and environments so they are more satisfying for employees. Many jobs are monotonous and unrewarding. Workers can feel dissatisfied in their position due to a lack of a challenge, repetitive procedures, or an over-controlled authority structure. Job enrichment tries to eliminate these dysfunctional elements.

Job enrichment techniquesProvide enough freedom to facilitate job excellence. Encourage and reward employee initiative. Flextime or compressed hours could be offered.

Job enrichment techniquesProvide adequate recognition, appreciation, and other motivators.

Job enrichment techniques

Provide skill improvement opportunities. This could include paid education at universities or on the job training.

Job enrichment techniques

Provide job variety. This can be done by job sharing or job rotation programmes.

Job enrichment techniques

It may be necessary to re-engineer the job process. This could involve redesigning the physical facility, redesign processes, change technologies, simplification of procedures, elimination of repetitiveness, redesigning authority structures.

Empowerment often refers loosely to processes for giving subordinates (or workers generally) greater discretion and resources: distributing control in order to better serve both customers and the interests of employing organizations.