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    Kul 9motivating For Performance Presentation

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    Bagas Nathanael
    This document discusses approaches to motivate employees and improve performance. It describes four theories of motivation: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory that focus on employee needs; and process theories like expectancy theory and goal-setting theory that explain how employees choose behaviors. Managers can use goals, rewards, job design, and recognition to motivate employees. Goals should be specific, difficult and accepted. Jobs can be redesigned through enrichment, enlargement or rotation to provide meaning, responsibility and feedback.

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    Kul 9motivating For Performance Presentation

    Uploaded by

    Bagas Nathanael
    20 views47 pages
    This document discusses approaches to motivate employees and improve performance. It describes four theories of motivation: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory that focus on employee needs; and process theories like expectancy theory and goal-setting theory that explain how employees choose behaviors. Managers can use goals, rewards, job design, and recognition to motivate employees. Goals should be specific, difficult and accepted. Jobs can be redesigned through enrichment, enlargement or rotation to provide meaning, responsibility and feedback.

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    Kul 9Motivating for Performance Presentation

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    This document discusses approaches to motivate employees and improve performance. It describes four theories of motivation: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory that focus on employee needs; and process theories like expectancy theory and goal-setting theory that explain how employees choose behaviors. Managers can use goals, rewards, job design, and recognition to motivate employees. Goals should be specific, difficult and accepted. Jobs can be redesigned through enrichment, enlargement or rotation to provide meaning, responsibility and feedback.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    20 views47 pages

    Kul 9motivating For Performance Presentation

    Uploaded by

    Bagas Nathanael
    This document discusses approaches to motivate employees and improve performance. It describes four theories of motivation: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory that focus on employee needs; and process theories like expectancy theory and goal-setting theory that explain how employees choose behaviors. Managers can use goals, rewards, job design, and recognition to motivate employees. Goals should be specific, difficult and accepted. Jobs can be redesigned through enrichment, enlargement or rotation to provide meaning, responsibility and feedback.

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    of 47

    Motivating for performance

    Disusun oleh: Catharina Tan Sources : Plunkett, Slocum, Bateman

    Learning Goals
    1. Describe four approaches that can be used to explain employee motivation and satisfaction

    2. Explain how managers can use goals and rewards to improve performance
    3. Describe how jobs can be designed to be motivational and satisfying

    Motivation: a psychological state that exists whenever internal and/or external forces stimulate, direct, or maintain behaviors Satisfaction: a psychological state that indicates how people feel about their situation, based on their evaluation of the situation

    Motivation:
    Bateman: Forces that energize, direct and sustain a persons effort Plunkett: The result of the interaction of a persons internalized needs and external influences that determine behavior
    4

    Manager Behavior Job Design Organization Context Individual Differences

    Consequences for employers and employees Employee Motivation Employee Satisfaction Improved individual and team performance Satisfied customers High morale Reduced turnover

    Motivation Model

    Managers must motivate people


    To join the organization 2. To remain in the organization 3. To come to work regularly mgrs has to create an environmentg that will attract and energize people so that they commit to organization 4. To perform, to be productive and high quality 5. Exhibit good citizenship
    1.
    7

    Integrated Motivational Model

    Practical actions by managers to enhance motivation


    1. Inspire employees through one-on-one communication 2. Set specific and challenging goals that employees accept and will strive to achieve 3. Provide employees with praise, recognition, or other rewards

    Goals
    Specific Difficult Accepted

    Goals
    Directs attention Energizes Encourages persistency New strategies developed
    Performance

    Feedback

    Pitfalls
    Focusing on performance may reduce learning

    Possible Solutions
    Include goals that recognize the importance of learning as well as maximizing performance Be sure employees have the training and resources they need to achieve their goals Establish group goals and a shared vision

    Employees may feel stressed

    Individual goals may create conflict among members of a team

    (continued)

    Theories of Motivation
    Content Theories
    A group of motivation theories emphasizing the needs that motivate people ---focusing on needs

    Process Theories

    A group of theories that explain how employees choose behaviors to meet their needs and how they determine whether their choices were successful ----focusing on behaviors
    12

    Content Theories--understanding peoples needs


    1.

    2.
    3. 4.

    Maslows need Hierarchy Herzbergs Two-Factor Theory Alderfers ERG Theory McClellands Needs

    13

    Process theories focusing on behaviours


    1. Goal

    Setting Theory 2. Reinforcement Theory 3. Expectancy Theory 4. Equity Theory

    14

    Maslows Hierarchy of Needs


    Four Premises

    1. Only an unsatisfied need can influence behavior; a


    2.
    satisfied need is not a motivator A persons needs are arranged in a priority order of importance A person will at least minimally satisfy each level of need before feeling the need at the next level If need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again

    3.
    4.

    15

    Maslows Hierarchy of Needs


    SelfRealization Needs Esteem Needs
    Reaching Your Potential Independence Creativity Self-Expression

    Responsibility Self-Respect Recognition Sense of Accomplishment

    Social Needs

    Companionship Acceptance Love and Affection Group Membership

    Safety Needs

    Security for Self and Possessions Avoidance of Risks Avoidance of Harm Avoidance of Pain

    Physical Needs

    Food Clothing Shelter Comfort Self-Preservation


    16

    Herzbergs Two-Factor

    Theory

    Hygiene Factors

    Motivators

    17

    Hygiene Factors
    Salary

    Job Security
    Working Conditions Status Company Policies Quality of Technical Supervision Quality of Interpersonal Relations
    18

    Motivation Factors
    Achievement Recognition Responsibility Advancement The Work Itself Possibility of Growth

    19

    Hygiene and Motivation Factors

    20

    McClelland & the Need for

    Achievement
    Achievement Power

    Affiliation

    1. A strong achievement need relates to how well


    individuals are motivated to perform their work

    2. The achievement need can be strengthened by


    training
    21

    High Achiever
    Characteristics

    Performs a task because of a need for


    personal achievement

    Prefers to take personal responsibility for


    solving problems

    Prefers to set moderate goals that, with


    stretching, are achievable

    Prefers immediate and concrete feedback


    about performance

    22

    Power-Motivated Person
    Characteristics

    Needs to acquire, exercise, and maintain


    influence over others

    Competes with others if success will allow


    them to be dominant

    Does not avoid confrontations

    23

    Affiliator
    Characteristics

    Wants to be liked by other people Attempts to establish friendships Seeks to avoid conflict Prefers conciliation

    24

    Comparison of Theories

    25

    Alderfers ERG Theory


    Growth

    Relatedness

    Existence

    26

    Comparison of Theories

    27

    Behavior-Oriented Theories
    Expectancy Theory Reinforcement Theory

    Equity Theory

    Goal-Setting Theory

    28

    Goal-Setting Theory
    Goal-Setting Theory A motivation theory stating that behavior is influenced by goals, ---- people have concious goals that energize them and direct their thoughts and behaviors toward a particular end.

    Powerful goals are meaningful goals Motivating goals should be SMART goals
    29

    Reinforcement Theory
    Reinforcement Theory
    A motivation theory that states a supervisors reactions and past rewards and penalties affect employees behavior

    30

    The Consequences of Behavior

    Reinforcement Theory
    Reinforcement Consistent Rewards

    Stimulus Managers Request

    Response Individual Behavior

    Reward Positive Recognition

    Results Learned Behavior


    32

    Types of Reinforcement
    Positive Reinforcement Avoidance

    Extinction
    Punishment

    33

    Expectancy Theory
    Expectancy Theory
    A motivation theory stating that three factors influence behavior: the value of rewards, the relationship of rewards to the necessary performance, and the effort required for performance

    34

    Basic Concepts of Expectancy Theory

    Model of Expectancy Theory


    Organizational Rewards

    Behavior Motivation

    Individual Effort Required

    Individual Performance

    Outcome

    Organizational Rewards

    Expectancy
    Domestic Problems
    36

    Expectancy Theory
    1. Effort-performance link 2. Performance-reward link

    3. Attractiveness

    37

    Equity Theory
    Equity Theory
    A motivation theory stating that comparisons of relative inputoutcome ratios influence behavior choices

    38

    Equity Theory
    Result: Equity Motivation to Perform

    Comparison: Self to Others

    Result: Inequity

    Motivation to Rationalize, Fight Inequity, or Quit

    39

    Managing for Motivation


    Treat people as individuals Recognize and value diversity Provide support Empower employees

    Provide an effective reward system


    Promote intrapreneurship

    Redesign jobs
    Create flexibility in work

    40

    An Effective Reward System


    Characteristics

    Rewards must satisfy the basic needs of all


    employees

    Rewards must be comparable to those offered by


    competitive organizations in the same area

    Rewards must be equally available to people in the


    same positions and be distributed fairly and equitably

    The reward system must be multifaceted

    41

    Job Design Approach to Employee Satisfaction and Motivation


    Job characteristics theory: employees are more satisfied and motivated when their jobs are meaningful, when jobs create a feeling of responsibility, and when jobs are designed to ensure that some feedback is available

    Job Redesign
    Requires a knowledge of and concern for human
    qualities

    Requires knowledge of the qualities of jobs Usually tailors a job to fit the person who must
    perform it

    43

    Approaches to Job Redesign


    Job Enlargement Increasing the variety or the number of tasks a job includes

    Job Rotation

    Temporarily assigning people to different jobs on a rotating basis


    Designing a job to provide more responsibility, control, feedback, and authority

    Job Enrichment

    44

    Elements of Job Enrichment


    Variety of tasks Task importance Task responsibility Feedback

    45

    Promoting Intrapreneurship
    Encourage action Use informal meetings whenever possible Tolerate failure and use it as a learning experience Be persistent Reward innovation for innovations sake Plan physical layout to encourage informal
    communication Reward and/or promote innovative personnel Encourage people to go around red tape Eliminate rigid procedures Organize people into small teams to pursue future-oriented projects
    46

    Creating Flexibility
    Flextime Compressed Workweek Job Sharing

    47

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