HRM IN RELATION TO EMPLOYEE MOTIVATION AND JOB PERFORMANCE …
Hrm 3 B Motivation
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Transcript of Hrm 3 B Motivation
HRM & Performance Management
Motivation
Motivation Drive? Energy? Flow? Desire? Goal-directed drive? Need? Want?
>> performance / act / result / goal / behavior
Motivation TheoriesIntrinsic & Extrinsic
The three components: Triggers Direction; what is he trying to do Effort; how hard? Persistence; how long
Focus of the theory: Instrumental; rewards and punishment Content; needs Process
Motivation theories
Personal ContextualFunctional
MotivationAn interplay of dynamics
Internal / Intrinsic Personality talents needs of ... Maslow: hierarchy of needs
Job Characteristics: Clear targets Autonomy Feedback Identity & Significance skill varietyJob design= rotation & enlargement& enrichment
External / Extrinsic Leadership styles Culture Teamwork Rewards Organization Career Herzberg’s Two factors theory
Process theories: expectancy & goal & equity
Personal: Maslow‘Hierarchy of needs’
Personal: Maslow‘Hierarchy of needs’
Personal: Alderfer’s‘Need hierarchy’
Existence Physiological needs Material needs
Relatedness Friendship Social contact
Growth Using skills Development
Personal: McClelland‘Character & Jobs’
n-ach: Need for achievement: Seeks achievement,attainment of goals and advancement. Strong need for feedback, sense of accomplishment and
progress. Responsible
n-affil: Need for affiliation: Cooperative Need for friendships, interaction and to be liked.
n-pow: Need for power: Authority motivated, needs to influence and make an impact.
Competitive Strong need to lead and to increase personal status and
prestige.
Functional: Job Characteristics Theory
Five core job characteristics:1. Clear goals/ Targets2. Autonomy3. Feedback4. Skill variety5. Task identity6. Task significance
Three critical psychological sates:1. Experienced meaningfulness (1,2,5)2. Experienced responsibility (2,6)3. Knowledge of results (3)
>> Job design
Functional: SMART targets
S Specific / concrete M Measurable: quality & quantity A Attractive: positive &
challenging R Relevant T Time framed / when
Contextual: Leadership style
Theory XEmployees: inherently dislike work and will
attempt to avoid it they must be coerced, controlled, or
threatened with punishment to achieve desired goals
shirk responsibilities and seek formal direction whenever possible
place security above all other factors associated with work and will display little ambition
Theory YEmployees: view work as being as natural as rest
or play exercise self-direction and self-
control if they are committed to the objectives
accept, even seek, responsibility have the ability to make good
decisions are willing to take risks; seek
challenges
Self-fulfilling prophecy
Process theories: Vroom
‘It can be done’‘Leads to good result’‘Gives the reward I want’
Motivation: Core ‘handles’ Create clear, positive and challenging targets: MBO
& SMART Design significant jobs with ‘skill variety’ Give regular and positive feedback on performance Create autonomy / responsibility / participation Create generous and fair systems of rewarding and
recognition Use a positive and confirming leadership style Create a positive organizational climate & values &
culture Create ‘smoothing’ working conditions Management of the ‘Cultural factors’
SIMASystem for Identifying Motivated Abilities
What are you good at; your strengths Your unique pattern of gifts and skills What gives energy / things you enjoy Your history of actual performances Your career roadmap; ‘what are you good at’Coaching process:
Step 1: recalling the good times Step 2: writing down your achievements Step 3: talking about your achievements Step 4: finding patterns; your natural inner ‘tools’ Step 5: learn and apply
Seven sources of Energy Physical wellness Working together Appreciation Good results Growth Being what I am; ‘my core competence’ ‘Higher cause’