Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.1 Motivation as a Mechanism Motivation is about ‘Motives’ and ‘Needs’ An individual phenomenon Intentional and results in conscious behaviours considered to be under the workers control A multifaceted concept involving arousal direction and duration of effort

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.2 Content Theories of Motivation Content – How individuals are motivated Taylor – scientific management – rational economic man motivated by monetary rewards Hawthorne studies – recognised employees have social needs which are important motivators

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.3 Content Theories of Motivation Maslow – Hierarchy of needs Herzberg – Two factor theory: –Motivators: personal growth, well being, sense of achievement –Hygiene Factors: money, working conditions, job security McGregor – ‘Theory X’ & ‘Theory Y’

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.4 Job Characteristics Approach Five core job dimensions: Skill Variety Task Identity Task Significance Autonomy Feedback

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.5 Process Theories of Motivation Process – Why individuals are motivated Procedural and Distributive Justice – important aspects of motivational theory Equity Theory – individual perceptions concerning ‘fairness of rewards’ Expectancy Theory – Valence Instrumentality and Expectancy Goal-Setting Theory – individual intentions influence behaviour

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.6 Psychological Contract Subjective, dynamic & unwritten Goes beyond formal contract of employment Has ‘Transactional’ and ‘Relational’ elements Trust, Violation and Obligation are important aspects of a healthy psychological contract

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.7 HRM and Performance Management Likely to appraise the following factors: Job Knowledge Adaptability Productivity Quality of work Attitude to work Interaction with others Originality of thought

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.8 HRM and Performance Management Perception Judgement Attendance Safety Awareness Need for Supervision Performance against targets