1. Human Resource Management
Lecture-31

2. The inner drive that directs a person’s behavior toward goals.
Motivation
The inner drive that directs a person’s behavior toward goals.

3. More money for unexpected medical expenses Goal-directed behavior
Need
Ask for a raise Work harder to gain a promotion Look for a higher-paying job Steal
More money
Goal-directed behavior
Need Satisfaction

4. INCENTIVES
AND GOALS
NEEDS
BEHAVIOUR

5. Direction Intensity Persistence
Motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort toward the attainment of a goal. Intensity is concerned with how hard a person tries. This is the element most of us focus on when we discuss the topic of motivation. However, unless effort is channeled in a direction that benefits the organization, high intensity is no guarantee of favorable job-performance outcomes. Quality of effort, therefore, is just as important as intensity of effort. Finally, persistence (how long a person can maintain effort) is important. A motivated person stays with a task long enough to achieve his or her goal.

6. Determinants of Job Performance
Willingness
to perform
Job performance
Capacity to
perform
Opportunity
to perform

7. Performance Formula
Performance = f (ability X motivation X opportunity)
Ability = individual’s knowledge, skills, and ability to accomplish task
Motivation = level of individual energy for the task
Opportunity = right performance opportunity

8. f (Ability, Motivation, Opportunity)
Why Do We Care?
Ability
PERFORMANCE
Opportunity
Motivation
Performance =
f (Ability, Motivation, Opportunity)
Material pertinent to this illustration is found on pages

9. 14.8
Self-
Actualization
Esteem
Affiliation
Security
Physiological 4

10. McClelland’s Theory of Needs
Need for
Achievement
(nAch)
McClelland’s
Theory
of Needs
Need for
Power
(nPow)
David McClelland proposed that three learned needs motivate behavior. The need for achievement (nAch) is the need to excel, to achieve in relation to a set of standards, to succeed. The need for power (nPow) is the need to make others behave in ways that they would not have behaved otherwise. The need for affiliation (nAff) is the desire for interpersonal relationships. He believed that these needs are acquired from the culture of a society.
Need for
Affiliation
(nAff)

11. Alderfer’s ERG Theory Existence Growth Relatedness
Clayton Alderfer argued that there are three groups of core needs: existence, relatedness, and growth.
The existence group is concerned with providing our basic material existence requirements. The relatedness group reflects our desire to maintain interpersonal relationships. Growth needs reflect our intrinsic desire for personal development. ERG theory does not assume that needs are hierarchical. Instead, it proposes a frustration-regression relationship: frustration of higher-order needs prompts demand for satisfaction of lower-order needs. This demand creates a vicious cycle of depravation, regression, and temporary gratification--deprived of higher-order gratification of needs, employees come to expect more and more lower-order-focused rewards.

12. McGregor’s Theory-X and Theory-Y

13. Theory X
Management view that assumes workers generally dislike work and must be forced to do their jobs.
Theory Y
Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

14. Accept Responsibility
Theory X
Workers
Dislike Work
Avoid Responsibility
Little Ambition
Theory Y
Workers
Enjoy Work
Accept Responsibility
Self-Directed
Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following:
1. Employees inherently dislike work and, when they can, will try to avoid it.
2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals.
3. Employees avoid responsibilities and seek formal direction, if possible.
4. Most workers place security above all other work-related factors and will display little ambition.
Seeing people as responsible and conscientious, managers who follow Theory Y assume the following:
1. Employees can view work as being as natural as rest or play.
2. When committed to their objectives, people will exercise self-direction and self-control
3. The average person can learn to accept, even seek, responsibility.
4. Many workers besides managers have innovative decision-making skills.
Unfortunately, no hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may be situationally appropriate.

15. Effective goal setting
Specific
Relevant
Challenging
Task
effort
performance
Commitment
Participation
Rewarding

16. Expectancy Theory of Motivation
Outcomes
E-to-P
Expectancy
P-to-O
Expectancy
Effort
Performance
Outcome 1
+ or -
Outcome 2
+ or -
Outcome 3
+ or -

17. Equity Theory Expectancy Theory What I get back What I put in
Can I get it?
Do I want it?
Equity Theory
Expectancy Theory
What I put in
What I get back

18. Reinforcement Theory Consequences Behavior Rewards No Rewards
Rather than taking a cognitive approach (as goal-setting theory), reinforcement theory is a behavioral approach which assumes that reinforcement conditions behavior and that behavior is environmentally caused.
Reinforcement theory does not concern itself with what initiates behavior, so it is not a “true” theory of motivation. (See Chapter 12 for a discussion of how using reinforcers to condition behavior gives us considerable insight into how people learn.) Reinforcement theory ignores feelings, expectations, and attitudes, all cognitive variables that are known to influence behavior. But it also has a wide following as a motivational device.
Punishment

19. Self-actualization needs
(self-development, realization)
Esteem needs
(self-esteem, recognition, status)
Social needs
(sense of belonging, love)
Safety needs
(security, protection)
Physiological needs
(hunger, thirst)

20. Three Approaches to Motivation

21. Motivation Job & Organization Approach Individual
14.2
Job & Organization Approach
Emphasizes the design of jobs and the general organizational environment
Individual
Differences Approach
Treats motivation as a characteristic of the individual
Motivation
Managerial Approach
Focuses on behaviors of managers, in particular, their use of goals and rewards

22. money, it’s the principle,
When someone
says, “It’s not the
money, it’s the principle,
it’s the money!
-- Anonymous
This material is found in the beginning of the chapter.

23. Challenging Jobs Equitable Rewards Supportive Colleagues Good Work
Based on a review of the job satisfaction literature, four recommendations can promote employee satisfaction. But there is no assurance that they will boost either motivation or performance.
Give employees mentally challenging jobs. Employees tend to prefer jobs that give them opportunities to use their skills and abilities and that offer task variety, freedom, and feedback.
Provide equitable rewards. When pay or other rewards are seen as being fair and unambiguous, satisfaction is likely to result.
Offer supportive working conditions. Employees want a work environment that provides comfort and facilitates work. Most prefer working close to home, in clean and relatively modern facilities, and with adequate tools.
Encourage supportive colleagues. For most, work also fills the need for social interaction. Therefore, having friendly, supportive coworkers and a supportive supervisor leads to increased satisfaction.
Good Work
Environment

24. Challenges of motivating employees

25. Changing workforce
younger generation employees have different needs and expectations to senior workers
people have more diverse values – results in more variety in what motivates employees
Cultural values
globalisation has added to diversity

26. Motivating Professionals

27. Provide challenging projects.
Allow them the autonomy to be productive.
Reward with educational opportunities.
Reward with recognition.
Express interest in what they are doing.

28. Provide flexible work, leave, and pay schedules.
Provide child and elder care benefits.
Structure working relationships to account for cultural differences and similarities.