Motivating The Employees For Better Performance

Motivating the employees
for
better performance
1
2
Early Theories of Motivation
Maslow’s Hierarchy of Needs

MacGregor’s Theories X and Y
Hertzberg’s Two-Factor Theory
3

4
Early Theories of Motivation (cont’d)
McGregor’s Theory X and Theory Y
Theory X
Assumes that workers have little ambition, dislike
work, avoid responsibility, and require close
supervision.
Theory Y
Assumes 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.
5

6
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.
7
Exhibit 1
Contrasting Views of Satisfaction-Dissatisfaction
8
Exhibit 2
Hertzberg’s Motivation-Hygiene Theory
9
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.
10
Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating Jobs
Equity Theory
Expectancy Theory
11
Three-Needs Theory
Goal-Setting Theory
Equity Theory
Expectancy Theory
12
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
13
Exhibit 3
Examples of Pictures Used for Assessing Levels of
Need for affiliation, Need for power and Need for achievement.
14
Three-Needs Theory
Goal-Setting Theory
Equity Theory
Expectancy Theory
15
Exhibit 4
Goal-Setting Theory
16
Three-Needs Theory
Goal-Setting Theory
Equity Theory
Expectancy Theory
17
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.
18
Three-Needs Theory
Goal-Setting Theory
Equity Theory
Expectancy Theory
19
Job Design
The way into which tasks can be combined to form
complete jobs.
Factors influencing job design:

Changing organizational environment/structure
The organization’s technology
Employees’ skill, abilities, and preferences
Job enlargement
Increasing the job’s scope (number and frequency of tasks)
Job enrichment
Increasing responsibility and autonomy (depth) in a job.
20
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.
21
Exhibit 5
Job Characteristics Model
22
Exhibit 6
Guidelines for Job Redesign
23
Three-Needs Theory
Goal-Setting Theory
Equity Theory
Expectancy Theory
24
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.
25
Three-Needs Theory
Goal-Setting Theory
Equity Theory
Expectancy Theory
26
Motivation and Behavior
Expectancy Theory
Effort: employee abilities and training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee needs
27
Essence
Exhibit 7
Integrating Contemporary Theories of Motivation
28
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
29
THANK YOU!

It is all about people 30

Motivating The Employees For Better Performance

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Motivating The Employees For Better Performance

Uploaded by

Copyright:

Available Formats

Motivating the employees

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs

McGregor’s Theory X and Theory Y

Maslow’s Hierarchy of Needs

Hertzberg’s Motivation-Hygiene Theory

Job satisfaction and job dissatisfaction are created by,

Hygiene factors: extrinsic ( job environment)

Motivators: intrinsic (psychological factors/job

Attempted to explain why job satisfaction does not result in increased

Three-Needs Theory (McClelland)

Need for achievement

Need for power

Need for affiliation

Assumes that a desired behavior is a function of its

Positive reinforcement is preferred for its long-term effects

Ignoring undesired behavior is better than punishment

Factors influencing job design:

Job Characteristics Model (JCM)

A conceptual framework for designing motivating jobs that

employees perceive what they get from a job situation

Effort: employee abilities and training/development

Performance: valid appraisal systems

Rewards (goals): understanding employee needs

You might also like