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Welcome Session 3 -H uman Resources

Welcome Session 3 -H uman Resources. Agenda Online Article Discussion Review text readings - Motivation and Performance Break Job Analysis and Design Project Team Breakout. Note: Be sure to turn in your Team Project Review. Motivation. What energizes human behavior?

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Welcome Session 3 -H uman Resources

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  1. Welcome Session 3 -Human Resources Agenda • Online Article Discussion • Review text readings - Motivation and Performance • Break • Job Analysis and Design • Project Team Breakout • Note: Be sure to turn in your Team Project Review

  2. Motivation • What energizes human behavior? • What channels or directs that behavior? • How can certain behaviors be sustained or maintained over time?

  3. Managerial Assumptions About Human Nature Complete Managerial Belief Matrix Conduct scenario discussion Form Groups of 4 (count 1-10), Choose Roles 1 each --observer who notes assumptions, project leader, systems designer, and financial manager

  4. Managerial Assumption Activity Activity process – approximately 45 minutes • Choose roles • Enact situation – observer takes notes – be sure to include text readings (e.g. motivation theory, assumptions about work ethics, etc…) • Observer shares observations with team • Switch roles • Do same steps as above

  5. Summary • Managing conflict is based on active listening skills. The process includes gathering relevant data and beliefs about the situation, and resolving differences.

  6. State the purpose and create interest Clearly state purpose of the meeting Identify the situation, cite specific examples Discuss impact and consequences of behavior Gather information Use questions and active listening to all views and reasons for behavior Ask others for their ideas and how to change the situation 3. Give Feedback Identify/discuss areas of agreement and offer praise Point out areas of disagreement, share experiences and expertise Ask associate what worked and what didn’t, and what could be done differently Suggest alternatives when necessary 4. Resolve Differences Discuss pros and cons of different approaches Address interfering emotions and beliefs Agree on goals and future performance Resolving DifferencesProcess Steps

  7. Static-Content Theories Of Motivation • Maslow’s Hierarchy of Needs • Alderfer’s Existence Relatedness Growth (ERG) Theory • McClelland’s Theory of Socially Acquired Needs • Herzberg’s Motivator-Hygiene Theory • Managerial Application: Work Design and Job Enrichment

  8. Which theories of motivation were used in the exercise? • Did project manager appeal to social needs or ego – self-esteem needs of individual? • Or McClelland’s need for achievement, power or affiliation? • Herzberg’s Motivator-Hygiene Theory?

  9. Process Theories Of Motivation • Basic process model -Expectancy Theory • Path-Goal Theory of Motivation • Goal-Setting Theory • Managerial Application: Management by Objectives

  10. Environmentally Based Theories Of Motivation • Operant Conditioning and Reinforcement Theory • Managerial Application: Organizational Behavior Modification • Social Comparison Theory • Equity Theory • Exchange Theory • Social Learning Theory

  11. Intrinsic And Extrinsic Rewards And Motivation • Managerial Application: Gainsharing

  12. Motivation And The Psychological Contract • Organizational Commitment and the Psychological Contract

  13. Choosing An Appropriate Motivational Model Expectancy theory, equity theory and goal setting models useful for assessing choices Amount of effort best explained by need, reinforcement, or equity theories Satisfaction best illustrated through need and equity theory which are based on feelings

  14. Early Approaches to Job Design • Job Simplification • Job Enlargement and Rotation • Job Enrichment

  15. Job Enrichment and Empowerment?

  16. The Job Characteristics Approach • Core Dimensions • Psychological States • Personal and Work Outcomes

  17. Core Dimensions • Skill variety • Task identity • Task significance • Autonomy • Feedback

  18. Motivating Potential ScoreMPS = (SV + TI + TS) x F x A3

  19. Psychological States • Meaningfulness of the work • Responsibility for outcomes of the work • Knowledge of the actual results of the work • Growth need strength

  20. Personal and Work Outcomes • High internal work motivation • High quality work performance • High satisfaction with the work • Low absenteeism and turnover

  21. Work-Group Approaches to Job Design • Social Information Processing • Semi-autonomous Work Groups • Quality Circles • Team

  22. Outcomes Approaches to Job Design • Motivational • Mechanistic • Biological • Perceptual/Motor

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