Work Place Motivation

Motivation Concepts What is your motivation to work? Is everyone’s motivation the same?

A brief history of work place psychology… Abraham Maslow: The Hierarchy of Needs (1954) Fredrick Herzberg: Motivation/Hygiene Theory (1959) Douglas McGregor: Theory X and Theory Y (1960) Clayton Alderfer: ERG Theory (1969) David McClelland: Acquired Needs Theory (1961) J. Stacy Adams: Equity Theory (1963) Victor Vroom: Expectancy Theory (1964 B.F. Skinner: Operant Conditioning (1957)

Needs examples Physiological Needs An employee who needs a job, any job just to pay rent and buy groceries Safety Needs An employee who has food and shelter and is looking for more, a safe work environment which will not cause physical or emotional harm Esteem Needs An employee who has his/her physical, and safety needs met and wants a job where he/she is recognized for a job well done Self-Actualization Needs An employee who is self driven and can meet career goals he/she has set for him/herself

Two-Factor Theory “What makes people happy is what they do or the way they’re utilized, and what makes people unhappy is the way they’re treated.” (“An interview with Fredrick Herzberg: Managers or Animal Trainers?” 1971) Example: Adding internet research responsibilities which provides learning opportunities to a receptionist performing at a substandard level can result in improved performance of all duties if the poor performance is related to boredom with repetitive tasks.

Theory X vs. Theory Y Theory X managers believe that employees are: lazy and uninterested in work Need constant direction Unwilling to take responsibility Only interested in job security Theory X managers are generally autocratic and utilize a “top-down” management style

Theory X vs. Theory Y Theory Y managers believe that: Given the opportunity people will seek out challenging work People will take on additional work if the work is satisfactory Theory Y managers will: Invite participation in the decision-making process from subordinates.

ERG Theory Named for the Three Levels of Needs: Existence Relatedness Growth Clayton Alderfer built upon Abraham Maslow’s Hierarchy of Needs Allows simultaneous levels of needs and movement between the levels

ERG Theory Existence: Physiological and Safety Needs Relatedness: Social needs and the esteem we find from others Growth: Self-esteem and self Actualization Concepts People can work on more than one level at once and fall backwards in frustration of the difficulty of the higher levels

Acquired Needs Theory Life Experience motivates people to achieve in one of three areas Achievement Affiliation Power

Acquired Needs Theory Achievement : people motivated by achievement Take moderate risks Require Frequent Feedback Are solo-workers or work with those interest in achieving the same level Affiliation: people motivated by affiliation Seek acceptance within the work group Require regular interaction with co-workers Power: Personal or Institutional People seeking institutional power usually make good managers, coordinating work groups to achieve organizational goals

Equity Theory People are constantly measuring what they put into work against what they get from it If their perception is that it is a fair trade, they are motivated to continue contributing at the same level When they perceive that there is an imbalance: They are putting in more than they are getting out, they become demotivated and uninterested in their work, decreasing productivity and quality.

Expectancy Theory Motivated by potential Reward Individuals calculate the level of effort required to receive a particular reward to determine whether the reward is worth the effort Expectancy Does the individual believe in their ability to successfully complete the assignment Instrumentality “What’s in it for me?” Will the effort justify the reward? Valence The answer to the above question: “Do I think it is worth the effort?”

Operant Conditioning Based on Behavior Modification Behavior can be changed based on the use of four intervention strategies Positive Reinforcement Negative Reinforcement Punishment Extinction

Operant Conditioning Positive Reinforcement Encourages continuation of the behavior by providing a pleasant response when the behavior occurs Negative Reinforcement Encourages continuation of the behavior by removing an unpleasant response to a behavior Punishment Discourages future occurrences of the behavior by providing an unpleasant response when the behavior occurs Extinction Discourages future occurrences of the behavior by ceasing to reinforce it.

Motivation Concepts Everyone has a different motivation to work. These concepts are based on psychological studies and not every theory works in every situation. It is our jobs as leaders to understand what are potential motivators of our employees and adapt as best we can to suit their needs and the needs of all the stakeholders whenever possible. What is your motivation to Work?

Leadership Concepts Are you Born a leader or are you Made a leader?

Leadership Concepts Are leaders born or made? Thomas Carlyle suggested the “great man” theory, that is, that leaders are born with innate qualities or traits that set them apart from other “mere men” Researchers since have found that there is not one set of traits that makes someone a leader Traits that are found in leaders are also found in followers Trait theories did not show leaders were successful in different situations using very different methods As the limitations of early explanations for leadership development became clear, researchers turned to other areas for investigation

Leadership Concepts Areas that researched turned to in order to explain what makes a good leader Behavioral Theories Situational Theories Contingency Theories

Behavioral Theories 1940 saw a shift in belief towards that which supported the idea that Leadership could be taught. Anyone could become a leader with the right information Not based on personality traits Based on what the leader did to make people follow them Two aspects of behavior became apparent in the research

Behavior Theory Two Aspects of Behavior Behavior focused on the structural elements of the job Establishing rules and guidelines for employees Behavior that considered the needs of the employees Standing up for employees Explaining decisions There were leadership characteristics that were not explained by behavioral theories How or why one behavioral aspect worked in one situation but not another

Situational Theories Seeks to explain leadership effectiveness in different situations Elements that are considered How the leaders and followers interact How the work is structured There are three main situational theories Blake-Mouton managerial grid, 1968 Path-goal theory, 1971 Hersey-Blanchard theory, 1977

Blake-Mouton Managerial grid Considers two aspects Concern for people Concern for production Uses 9 levels to measure each aspect Leaders on the lowest (1,1) level show no concern for people or production Leaders on the highest extreme show maximum concern for both people and production Leaders scoring (9,9) are the most effective leaders

Path-goal Theory Proposes that a leader can impact the behavior of a group by establishing goals and providing direction on reaching those goals Four leadership styles may be used to accomplish this Directive Supportive Participative Achievement

Path-goal Theory Directive Specifics what is to be done Supportive Leader provides encouragement for the group members Participative Leader involves the group in decision making process Achievement Leader establishes a difficult goal and encourages the group to accomplish it

Hersey-Blanchard Theory Describe leadership in terms of maturity level of the followers Two types of maturity Psychological maturity (motivation) Job task maturity (level of experience) This model provides four styles of leadership appropriate in different circumstances Telling Selling Participating Delegating

Hersey-Blanchard Theory Telling With an immature team member base the leader must be direct in providing guidance and defining roles Selling With some experience, leader is directing in a more general sense; Encouraging motivated followers with lack of experience Participating Followers may lack necessary motivation and require support and encouragement to act on their own Delegation Followers have the maturity to accomplish their tasks, leader identifies the goal and the followers are accountable to produce the results

Contingency Theories Begins with an assessment of leader’s style Uses the “least preferred co-worker” scale Indentify the co-worker (past or present) with whom you had the most difficulty working and rate this person on a scale of 1 to 8 on a series of measures such as level of cooperation and friendliness The result is know as the Least Preferred Co-worker (LPC) A high score indicates the leaders has a greater concern for people than tasks A low score indicates a greater concern for tasks LPC score could predict the situation in which the leader would have a better chance of success

Contingency Theory Describes situations in terms of three aspects Leader-member relations Relationship between the leaders and members of the group are the key factor in determining the level of influence the leader will have within the group Task Structure Jobs that are highly structured provide a leader with greater influence than those that require little structure Position Power Situations in which the leader has the discretion to assign tasks or to reward or punish members of the group provide the leader with a greater chance of success

Work Place Motivation

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Work Place Motivation

Similaire à Work Place Motivation (20)

Work Place Motivation