Chapter 5: Motivation

1. Chapter 5: Motivation

2. Introduction Fierce competition across industries and a wide basket of choices and offerings from companies makes motivating employees vital to any business Focus on a variety of key motivating plans ranging from monetary incentives to rewards and recognition

3. Frederick Herzberg: KITA • Negative Physical KITA • Negative Psychological KITA • Positive KITA Either positive nor negative KITA instills motivation – it only results in short-term movement

4. Frederick Herzberg: Two-factor Theory Hygiene factors (extrinsic to the job): • Company policy and administration • Supervision • Interpersonal relationships • Salary • Status • Security Motivator factors (intrinsic to the job): • Achievement • Recognition for achievement • The work • Responsibility • Growth or advancement

5. The Job Characteristics Model Five core job characteristics: • Skill variety • Task identity • Task significance • Autonomy • Feedback Followed by three critical psychological states: • Experienced meaningfulness • Experienced responsibility • Knowledge of results Results in: • Increased work satisfaction • Performance • Reduced absence • Employee turnover

6. The Job Characteristics Model In general, leaders must initiate and develop their social capital by focusing on three aspects: • The structural dimension: the overall patterns of relationships in the organization • The relational dimension: the nature of connections between individuals in the organization • The cognitive dimension: the extent to which employees within a social network share a common perspective or understanding High social capital directs high internal motivation leading to high performance and making employees more successful in achieving goals

7. McGregor’s Theory X & Y Theory X: • Management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. • Management believes that workers need to be closely supervised and comprehensive systems of controls developed • A hierarchical structure is needed with narrow span of control at each and every level • Employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can Theory Y: • Management assumes employees may be ambitious and self-motivated and exercise self-control. • Managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. • Given the right conditions, most people will want to do well at work. • The satisfaction of doing a good job is a strong motivation.

8. McGregor’s Theory X & Y Theory Y is a process of: • Creating opportunities • Releasing potential • Removing obstacles • Encouraging growth • Providing guidance • “Management by objectives” and not “Management by control” The application of Theory Y can be slow, and progress in typically done in small steps including: • Decentralization and Delegation • Job Enlargement • Participation and Consultative Management • Performance Appraisal

9. Exercise and Practice Routines • Form groups of 4- 6 people • Each person writes down three things that motivates them in their job and three things that would motivate them even more • Present your answers to each other • Agree on one factor that would motivate you all even more • Class discussion on the groups’ motivation factors

10. Bibliography and Reference Materials Garg, P. & Renu, R. (2006). New model of job design: motivating employees' performance. Journal of Management Development. Vol. 25 (6), pp. 572-587. Hertzberg, Frederick. (1968). One More Time: How Do YouMotivateEmployees? Harvard Business Review. Vol 46, pp. 53-62. Maslow, A. H. (1943). A Theory of Human Motivation. PsychologicalReview. Vol. 50 (4), pp. 370-396. McGregor, Douglas M. (1957). The Human Side of Enterprise. Management Review. November 1957, pp. 41-49.