Management lecturer Zuzana Wroblowská. Agenda

Transcription

1 Management lecturer Zuzana Wroblowská 1 Agenda The Role of Managers: Motivating staff Motivation and Theories of Motivation Case Team work Individual task Presentation 2 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 1

2 The Role of Managers: Motivating Staff Motivation is the urge to takeaction to achieve something or to avoid something. Maslow, Herzberg, McClelland, Argyris, and others well-known contributors. Content theories (what motivates people) seeks to identify the needs which people wish to satisfy tries to solve the fact that poor performance is due to that a job not helping satisfy individual needs works with the idea contended cows give most milk Process theories (how can people be motivated) analyses calculation of individual in determining action reacts to the fact that many variables will influence behaviour 3 Management lecturer Zuzana Wroblowská 4 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 2

3 Agenda Models of Motivation Content Theories Maslow: The Hierarchy of Needs Herzberg: Motivation-Hygiene Theory Vroom: Expectancy Theory Schein: Managerial Assumptions about Employees McGregor: Viewpoints Held by Managers about Subordinates Individual task Presentation 5 Maslow: The Hierarchy of Needs I Abraham Maslow has argued that we have a set of needs arranged in a hierarchy of relative pre-potency. Each need is dominant until is satisfied which then triggers the next level of need to become a motivating factor. Jobs relates to needs as follows: Physiological needs (+) Provides money and benefits (+/-) Comfort of working conditions (e.g. light, noise, dust etc) (-) Effect on health (e.g. shift work etc) Safety needs (+) Safety working (+) Provision of job security (+) Sense of routine and predictability (+) Pension or health benefits Abraham Maslow is concerned to discuss needs in general and hence it is likely that individual may seek to satisfy some or all ofa particular need outside work. Self actualisation Esteem needs Social needs Safety needs Physiological needs 6 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 3

4 Maslow: The Hierarchy of Needs II Social needs (+) Provides workmates or team sense (+) Sense of belonging (+) Important method of social intercourse (+) Chance to exercise power Safety needs (+) Jobs can define social status (+) Rank at work defines status (+) Opportunity to feel one has contributed or influenced events (+) Provides a route of progression Self actualisation Selfactualisation Esteem needs Social needs Safety needs Physiological needs (+) Chance to use and develop skills or knowledge (+) Opportunities to benefit from resources of firm (e.g. travelling) 7 Herzberg: Motivation-Hygiene TheoryI Frederick Herzberg concluded that certain factors led to job satisfaction -motivators-and a different group led to dissatisfaction - hygiene factors. Hygiene factors do not motivate people even if they are fulfilled. Based on research amongst professionals in Pittsburgh asking them to recall critical incidentswhich affected the way they felt about their job Herzberg found One incident was one which made them feel good One incident was one which made them feel bad Factors that made people feel good were rarely cited as the things which made them feel bad.??? 8 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 4

5 Herzberg: Hygiene Factors Hygiene factorsare those which, if absent, cause low motivation due to job dissatisfaction but which, if increased beyond a given point, cannot actually cause higher motivation. Company policies and administration Supervision Salary Interpersonal relations - supervisor Working conditions If these are deficient it will cause dissatisfaction which workers will seek to avoid or will sap their motivation. 9 Achievement Recognition The work itself (e.g. its challenge) Responsibility Advancement Herzberg: Motivating Factors Motivating factorsare the content of job which causes satisfaction and for which we strive. This content theory explains that a need for professional growth is effective in motivating individuals. 10 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 5

6 Herzberg: Motivation-Hygiene TheoryII Frederick Herzberg recommends: Attention should be given to the hygiene factors to avoid the symptoms of job dissatisfaction. These are eventually related to maintenance of the job environment. In order to increase the motivation of adequately performing individuals jobs should be redesigned to provide greater sense of achievement or challenge and responsibility should be increased. 11 Victor Vroom: Expectancy Theory I Based on simple calculation Vroom stated that a high Forceis only possible if both a high Valenceand a high Expectancyare present. FORCE(motivation) = EXPECTANCY x VALENCE The amount of effort or motivation present. = The individual s expectation of that behaviour will result in what managers want. x The amount which the person desires and values for an outcome is to yield the result. Vroom later added an additional element of INSTRUMENTALITY. In addition to having a desire for the outcome and an expectation of achievement, you also need the relevant resources to encourage motivation. The calculation: V x I x E = F 12 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 6

7 Expectancy theory has several important implications for management: Victor Vroom: Expectancy Theory II Management must identify aspirations of staff in order to motivate them. Management must give guidance upon how these aspirations are to be realised (e.g. regular appraisal, feedback, clear goals). Conditions of work will affect motivation through determining whether a given effort is likely to yield the desired effect. Expectancy theory has been criticised for its presumption that individuals are rational. People do not always calculate before behaving in a particular way. 13 Edgar Schein: The Role of Managers It is the role of managers to ensure that individuals are motivatedto perform clearly defined tasks to acceptable levels of performance.??? Edgar Schein in 1965 suggested that managerial assumptions about employees could be grouped into four types: Rational-economic man Social man Self-actualising man Complex man Scheinbelieved that if a manager wants to motivate employees successfully, the way the employees actually behave must match the way the manager thinks that they behave. 14 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 7

8 McGregor: Theory X and Theory Y McGregor presented two opposing viewpoints held by managers about subordinates. These theories are opposite end of a continuum. Theory X These views affected how they managed and motivated them. This theory assumes that individuals have an inherent dislike for work and will avoid it if they can. It means he/she prefers to be directed, has a little ambition, must be pushed and controlled, is resistant to change, naive. Theory Y Theory X is a stick approach, whilst Theory Y seeks to encourage motivation by influences the circumstances of work. The individual will show self control, self direction, and has an emphasis on self-actualising needs. 15 Motivating People in Practice Beinga good leader ie. communicate objectives, lead by example, encourage, praise Working as a team ie. unified, small, self organising and supporting Improving jobs ie. content, security, prospects, rotate Developing people ie. personal assessment, action plans Provides a safe and healthy workplace ie. legal issue, enjoyable Paing staff ie. employee value, benefits 16 Účinnost od: , Číslo vydání: 1 Poslední aktualizace: Strana 8