Motivating the Employees for Better Performance

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Motivating the employees for

better performance

Early Theories of Motivation

Maslow’s Hierarchy of Needs

MacGregor’s Theories X and Y

Hertzberg’s Two-Factor Theory

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MacGregor’s Theories X and YHertzberg’s Two-Factor Theory

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Early Theories of Motivation (cont’d)

McGregor’s Theory X and Theory Y

Theory XAssumes that workers have little ambition, dislike

work, avoid responsibility, and require close supervision.

Theory YAssumes that workers can exercise self-

direction, desire responsibility, and like to work.

Assumption:Motivation is maximized by participative decision

making, interesting jobs, and good group relations.

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MacGregor’s Theories X and Y

Hertzberg’s Two-Factor Theory

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Hertzberg’s Motivation-Hygiene Theory

Job satisfaction and job dissatisfaction are created by,

Hygiene factors: extrinsic ( job environment) factors that create job dissatisfaction.

Motivators: intrinsic (psychological factors/job content) factors that create job satisfaction.

Attempted to explain why job satisfaction does not result in increased performance.

The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.

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Exhibit 1Contrasting Views of Satisfaction-Dissatisfaction

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Exhibit 2Hertzberg’s Motivation-Hygiene Theory

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Motivators

Achievement: This is a measure of the opportunities for you to use your full capabilities and make a worthwhile contribution.

Responsibility: A measure of freedom of action in decision-taking, style and job development.

Recognition: An indication of the amount and quality of all kinds of ‘feedback’, whether good or bad, about how you are getting on in the job.

Advancement: This shows the potential of the job in terms promotion. The story of the monkey.

Work itself: The interest of the job, usually involving variety, challenge and personal conviction of one’s significance.

Personal Growth: Opportunities of learning and maturing.

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Contemporary Theories of Motivation

Three-Needs Theory

Goal-Setting Theory

Reinforcement Theory

Designing Motivating Jobs

Equity Theory

Expectancy Theory

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Three-Needs TheoryGoal-Setting Theory



Equity Theory

Expectancy Theory

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Motivation and Needs

Three-Needs Theory (McClelland)

There are three major acquired needs that are major motives in work.

Need for achievement

The drive to excel and succeed

Need for power

The need to influence the behavior of others

Need for affiliation

The desire for interpersonal relationships

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Exhibit 3Examples of Pictures Used for Assessing Levels of Need for affiliation, Need for power and Need for achievement.

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Three-Needs Theory

Goal-Setting TheoryReinforcement Theory


Equity Theory

Expectancy Theory

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Exhibit 4Goal-Setting Theory

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Three-Needs Theory

Goal-Setting Theory

Reinforcement TheoryDesigning Motivating Jobs

Equity Theory

Expectancy Theory

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Motivation and Behavior


Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated.

Positive reinforcement is preferred for its long-term effects on performance

Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors.

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Three-Needs Theory

Goal-Setting Theory


Designing Motivating JobsEquity Theory

Expectancy Theory

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Job DesignThe way into which tasks can be combined to form complete jobs.

Factors influencing job design:Changing organizational environment/structureThe organization’s technologyEmployees’ skill, abilities, and preferences

Job enlargementIncreasing the job’s scope (number and frequency of tasks)

Job enrichmentIncreasing responsibility and autonomy (depth) in a job.

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Designing Motivating Jobs (cont’d)

Job Characteristics Model (JCM)

A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy

employees’ growth needs.

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Exhibit 5Job Characteristics Model

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Exhibit 6Guidelines for Job Redesign

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Three-Needs Theory

Goal-Setting Theory



Equity TheoryExpectancy Theory

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Motivation and Perception

Equity Theory

employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.

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Three-Needs Theory

Goal-Setting Theory



Equity Theory

Expectancy Theory

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Motivation and Behavior

Expectancy Theory

Effort: employee abilities and training/development

Performance: valid appraisal systems

Rewards (goals): understanding employee needs

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Essence

Exhibit 7Integrating Contemporary Theories of Motivation

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Essence

Theory to Practice

Use goals

Ensure that goals are perceived as attainable

Individualize rewards

Link rewards to performance

Check the system for equity

Use recognition

Show care and concern for employees

Don’t ignore money

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It is all about people

THANK YOU!

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Motivating the Employees for Better Performance

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