MOTIVATION

What motivates you?

Factors that stimulate and influence motivation individual needs ability to make choices environmental opportunities

Theories of Motivation (Content theories) Maslow’s Hierarchy of Needs (1943) Herzberg’s Hygiene Theory (1975)

Maslow’s Hierarchy of Needs SELF ACTUALIZATION NEEDS Reaching your potential Independence Creativity Self expression ESTEEM NEEDS Responsibility Self respect Recognition Sense of accomplishment SOCIAL NEEDS Companionship Acceptance Love and affection Group membership SAFETY NEEDS Security for self possession Avoidance of risks Avoidance of harm Avoidance of pain PHYSICAL NEEDS Food Shelter Clothing Comfort Self preservation

Maslow’s Hierarchy of Needs Theory is based on four premises: Only an unsatisfied need can influence behavior. A satisfied need is not a motivator A person’s needs are arranged in a priority of importance: moving from basic needs to self actualization A person will at least minimally satisfy each level of need before feeling the need at the next level If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again

How does the Maslow Hierarchy of Needs apply to you?

Implications for managers Applies to any environment, not only the workplace By analyzing employee comments, attitudes, quality and quantity of work and personal circumstances, the managers can try to identify the particular need level that individual workers are attempting to satisfy Managers can build into the work environment opportunities that will allow persons to satisfy their needs

Herzberg’s Hygiene Theory Two factor content theory Hygiene factors lead to job dissatisfaction Motivators lead to job satisfaction and motivation

Herzberg’s Hygiene Theory HYGIENE FACTORS Extrinsic to job, but do not relate directly to work activities Part of work environment, context of job When hygiene factors are of low quality, job dissatisfaction arises When hygiene factors are of sufficient quality, they do not motivate but lead to a lack of employee dissatisfaction

HYGIENE FACTOR ACTION Salary Adequate wages, salaries, fringe benefits Job security Company grievance procedures, seniority privileges Working conditions Heat, light, ventilation, work hours Status Privileges, job titles, symbols of rank and position Company policies Guidelines for behavior, fair policies Quality of technical supervision Answers to job related questions Quality of interpersonal relations among peers, supervisors and subordinates Social opportunities, comfort

Herzberg’s Hygiene Theory MOTIVATORS Primary cause of job satisfaction Intrinsic to job, directly relates to nature of job performed

MOTIVATOR ACTION Achievement Accomplish or contribute something of value Recognition Employees know their efforts are worthwhile, appreciation Responsibility Potential for getting new duties and responsibilities, job expansion, delegation Advancement Able to improve one’s position through good performance The work itself Tasks allow self expression, personal satisfaction, meaningful challenge, allow enthusiasm Possibility of growth Opportunity to increase knowledge, personal development

What hygiene factors and motivators can you identify in the classroom/school?

Implications for managers Managers can use knowledge to ensure hygiene factors are in place in the environment as a foundation to build motivation The absence of quality hygiene factors can lead to dissatisfaction

Financial motivational strategies Payment systems: hourly or time wage rate, piece rate, salary, commission, performance related pay, profit sharing, fringe benefits Appraisal: analysis of employee performance yearly to against pre set targets, to set new targets to ensure future performance is linked to business objectives Job evaluation: formal process of comparing jobs so a rank order is created on demands of each job, for fair wage structure Work study (FW Taylor) : aimed at improving effective use of labor by analyzing work rates, work methods to arrive at best or most efficient way of working (boost labor productivity)

Non-financial motivational strategies Individual job needs Participation: in decision making Job satisfaction Job enrichment: employees get opportunities to use their full abilities, less supervision, more responsibility, decision making authority Job enlargement: increasing the scope of a job by broadening or deepening the tasks, includes job rotation and job enrichment Self-motivation Opportunities for promotion

For more info and advantages and disadvantages of each strategies, see handout uploaded to www.batcemob.weebly.com

Implications for managers Getting the best out of individuals: by understanding worker needs and using appropriate financial and non financial measures Appreciation of work: for work well done Appropriate reward systems High levels of productivity increases firm’s competitiveness Low levels of labor turnover: stable staff, low recruitment and training costs High quality work Good business reputation, attracts high quality applicants for job vacancies