Unit 4 Area of Study 1: The Human Resource Management Function Chapter 9: Motivation, Employee Expectations and Job Satisfaction

Motivation  the desire or drive to work well  Process of ensuring that there is continuing commitment to a common set of goals or a single goal  Each employee will have different expectations from their job and different factors will motivate them

Employee Expectations Conditions of Employment  Physical environment – clean, well-lit and meets OH&S requirements  Remuneration: pay and other benefits  Professional environment: able to undertake training, work in teams and develop a career path Occupational Health and Safety  Expect their workplace to be safe and not adversely affect their health  Employees must take care of their actions regarding their own and others health and safety and abide by all rules

Employee Expectations continued… Job Security  Many occupations have workers on short-term contracts  This can be an advantage as workers gain experiences  However uncertainty can be stressful when people have commitments  Up to HR manager to determine needs of LSO in the future Work/life balance  Employees will remain loyal and motivated if the workplace demonstrates some understanding of their responsibilities for their family  Family leave : workers can negotiate time off to attend family matters  Flexible work practices: flexibility to adjust their work hours to better fit their family commitments  Job Share: two people divide the one position  Telecommuting: workers use ICT to work from home  Flexi-time: where workers are free to choose their own hours of work as long as they add up to a required number

 What Motivates Workers? Activity sheet

Maslow’s Theory of Motivation  Five-stage hierarchy or ladder of needs  An employee’s level of need in the hierarchy must be substantially satisfied before moving to the next level  1. Lower order needs which are likely to be satisfied externally  2. Higher order needs which are likely to be satisfied internally

Maslow’s Theory of Motivation 5. Self-actualisation Needs4. Esteem Needs3. Social Needs2. Safety Needs1. Psychological Needs

Maslow’s Theory of Motivation Level in HierarchyWhat it meansRelevance to HRM 1. Physiological needsBasic needs such as food, water, air, shelter -a job -remuneration (pay)

Maslow’s Theory of Motivation Level in HierarchyWhat it meansRelevance to HRM 1. Physiological needsBasic needs such as food, water, air, shelter -a job -remuneration (pay) 2. Safety needsSecurity and protection from physical and emotional harm -job security -benefits -Safe and healthy work conditions -Competent, consistent and fair management

Maslow’s Theory of Motivation Level in HierarchyWhat it meansRelevance to HRM 1. Physiological needsBasic needs such as food, water, air, shelter -a job -remuneration (pay) 2. Safety needsSecurity and protection from physical and emotional harm -job security -benefits -Safe and healthy work conditions -Competent, consistent and fair management 3. Social needsAffection, affiliation, acceptance and friendship in peer groups -friendly work associations -organised employee activities

Maslow’s Theory of Motivation Level in HierarchyWhat it meansRelevance to HRM 1. Physiological needsBasic needs such as food, water, air, shelter -a job -remuneration (pay) 2. Safety needsSecurity and protection from physical and emotional harm -job security -benefits -Safe and healthy work conditions -Competent, consistent and fair management 3. Social needsAffection, affiliation, acceptance and friendship in peer groups -friendly work associations -organised employee activities 4. Esteem needsExternal needs of status, recognition and attention Internal needs of self-respect, autonomy and achievement -Job title and task responsibility -good performance management rating -promotion -prestigious workplace facilities

Maslow’s Theory of Motivation Level in HierarchyWhat it meansRelevance to HRM 1. Physiological needsBasic needs such as food, water, air, shelter -a job -remuneration (pay) 2. Safety needsSecurity and protection from physical and emotional harm -job security -benefits -Safe and healthy work conditions -Competent, consistent and fair management 3. Social needsAffection, affiliation, acceptance and friendship in peer groups -friendly work associations -organised employee activities 4. Esteem needsExternal needs of status, recognition and attention Internal needs of self-respect, autonomy and achievement -Job title and task responsibility -good performance management rating -promotion -prestigious workplace facilities 5. Self-actualisationUltimate need Personal growth, achieveing own potential, self-fulfilment -challenging work allowing for creativity -participative decision making -opportunities for personal growth and advancement

Herzberg’s Theory of Motivation  Two sets of factors  Motivator factors: may increase satisfaction levels, and are all based on the concept of intrinsic motivation and relate to job content  Achievement  Recognition  The work itself  Responsibility  Promotion  Growth

Herzberg’s Theory of Motivation  Hygiene factors: can cause dissatisfaction if they are not present or at a level below acceptable, but are not likely to substantially add to long-term job satisfaction  Salary and benefits  Company policies and administration practices  Relationships with co-workers  Physical working conditions  Job security

Herzberg’s Theory of Motivation  Some occupations and positions within businesses are considered to be intrinsically motivating; that is, the work itself is interesting and highly valued (motivator factors)  Other occupations rely on extrinsic motivation in the form of pay levels and other rewards as the work itself is not interesting, or is dirty or dangerous (hygiene factors)

Herzberg’s Theory of Motivation  HR managers need to adopt a two stage process to motivate their subordinates:  1. Eliminate factors which act to dissatisfy the subordinate (hygiene)  2. Help them find satisfaction by introducing motivating factors associated with the work  Comparison of Maslow’s hierarchy of needs and Herzberg’s motivation hygiene theory (page 192)

Locke’s Theory of Motivation  Management By Objectives (MBO): theory devised by Peter Drucker that suggests that managers need to be clear about their objectives before they can pursue any activity  Objectives should be SMART  Locke’s research showed that specific and challenging or difficult goals led to better task performance than vague or easy goals  Motivation occurs when people experience a sense of achievement from having accomplished their goals and completed the task that was set for them

Locke’s Theory of Motivation  Employees are set goals constantly – some determined by managers, others self imposed  By ensuring goals set for workers are specific and challenging, HR managers may be able to better motivate them  Requires sound knowledge of the employees’ skills and personal characteristics so that appropriate goals can be set that are achievable  Activity 9.4 (all questions)

Motivational theories for job satisfaction and performance (don’t copy down!) Implementing a reward and recognition system  Reward: recognition (financial and non- financial) for a job well done or to ac as a motivator to perform a job  Rewards and recognition worksheet The design of a job  Job enlargement: making a job bigger or more challenging by combining various operations at a similar level. Acts to increase motivation and job satisfaction.  Job enrichment: Making a job more challenging so workers are required to use their full capabilities and gain personal growth  Job rotation: workers are moved between different jobs to increase variety of work and to create a flexible work force

Motivational theories for job satisfaction and performance (don’t copy down!) Degree of flexibility built into work practices  Creating a work environment that takes into account the impact on employees of family responsibilities will lead to a more loyal and committed employee  Recognising the employee ‘holistically’, and awarding them credit for wanting to achieve the best for the organisation will translate into greater job satisfaction and better work performance Organisational environment and corporate culture  Respect, independence, training and recognition of enjoyment at work are some of the keys to a motivational environment  ‘Toxic’ work cultures have been found to kill motivation  Tolerance of errors, which is core to a culture of learning and development, is central to a motivational environment

 Activity 9.5  Activity 9.6  Chapter Summary questions 1-5, 7, 8  Examination preparation Questions

Over the Holidays!!  Finish Chapter 9 Activities, chapter summary questions and Examination Preparation Questions  Practice Questions (make sure you practice these using time constraints!!)  Checklist  Revision!!