Page 1 Management excellence

Page 2 Section 5 Motivation- The Link To Productivity

Page 3 Motivation-The link to productivity Motivation definition. Maslow’s Hierarchy of needs. Alfred ERG theory. Equity theory. Expectancy theory. Increasing motivation & performance. Determinants of task performance. Leader involvements and subordinate performance. Three R strategy for modifying behavior. Designing highly motivation job. Model for motivation enhancements.

Page 4 Motivation Definition: The set of forces that cause people to behave in certain ways. The Motivation Framework Evaluation of need satisfaction Search for ways to satisfy need Determination of future needs and search/choice for need satisfaction Choice of behavior to satisfy need Unsatisfiedneed

Page 5 Maslow’s Hierarchy of Needs Self- actualization Esteem Belongingness Security PhysiologyFood Achievement Status Friendship Stability Job Friends Pension Base NEEDS General Examples Organizational Examples Challenging job title at work plan salary

Page 6 Maslow’s Hierarchy of Needs A Content Perspective What factor or factors motivate people Weakness of Theory –Five levels of need are not always present –Order is not always the same –Cultural differences Need’s Hierarchy in China …an example: –Belonging –Physiological –Safety –Self actualizing in service to society

Page 7 Comparison of Satisfiers and Dissatisfiers Achievement Recognition Work itself Responsibility Advancement Growth Company policy and administration Supervision Relationship with supervisor Work conditions Salary Relationship with peers Personal life Relationship with subordinates Status Security % %0 Percentage of frequency Factors characterizing 1,844 events on the job that led to extreme dissatisfaction Factors characterizing 1,844 events on the job that led to extreme satisfaction 80% % Ratio and percentage All factors contributing to job dissatisfaction All factors contributing to job satisfaction Hygiene Motivators

Page 8 Alderfer’s ERG Theory Satisfaction-Progression Frustration-Regression Growth Needs Relatedness Needs Existence Needs

Page 9 Needs Theory Need for achievement - drive to excel Need for power - need to make others behave your way Need for affiliation - desire for friendly and close interpersonal relationships

Page 10 Equity Theory Individuals equate value of rewards to effort and compare it to other people. Inputs/Outcomes Comparison of self with others Equity Inequity Motivation to maintain current situation Ways to reduce inequity Change inputsChange inputs Change outcomesChange outcomes Alter perceptions of selfAlter perceptions of self Alter perceptions of otherAlter perceptions of other Leave situationLeave situation Change comparisonsChange comparisons outcomes(self) inputs (self) = outcomes (other) inputs (other)

Page 11 1.Diagnosing work performance problems 2.Enhancing individuals’ abilities 3.Fostering a motivating work environment 4.Elements of an effective motivation program Establish clear performance expectations Remove obstacles to performance Reinforce performance-enhancing behavior Provide salient rewards Use an equitable process Provide timely rewards and accurate feedback Increasing Motivation and Performance

Page 12 Performance = Ability X Motivation Ability = Aptitude X Training X Resources Motivation = Desire X Commitment Determinants of Task Performance

Page 13 To Diagnose Poor Performance, Ask How difficult are the assigned tasks? How capable is the individual of doing the tasks? How hard is the individual trying to do the tasks? How much improvement is the individual making?

Page 14 Leader Involvement & Subordinate Performance Leader’s Involvement (How much should I provide?) Subordinates’ expectations (How much help do they want?) Task characteristics (How much help is needed?) Organizational structure and systems (How much help is already available?) Subordinate’s performance and satisfaction

Page 15 “3 R’s” Strategies for Modifying Behaviors + Reprimand Reinforce Redirect Discipline Reward - 0 Unacceptable Behavior Acceptable Behavior Exceptional Behavior