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This lecture explores the concept of motivation in human resource management, focusing on the inner drives that direct behavior towards goals. It covers various theories such as McClelland's Theory of Needs, Alderfer's ERG Theory, and McGregor’s Theory X and Theory Y. Key determinants of job performance—ability, motivation, and opportunity—are discussed, emphasizing their impact on employee behavior. The lecture also examines effective goal-setting, the importance of equity and reinforcement in motivation, and strategies for motivating diverse workforces.
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Human Resource Management Lecture-31
Motivation • The inner drive that directs a person’s behavior toward goals.
Need More money forunexpected medical expenses Goal-directed behavior Ask for a raiseWork harder to gain a promotionLook for a higher-paying jobSteal Need Satisfaction More money
INCENTIVES AND GOALS NEEDS BEHAVIOUR
Direction Intensity Persistence
Determinants of Job Performance Willingness to perform Job performance Capacity to perform Opportunity to perform
Performance Formula Performance = f (ability X motivation X opportunity) Ability = individual’s knowledge, skills, and ability to accomplish task Motivation = level of individual energy for the task Opportunity = right performance opportunity
Why Do We Care? Ability PERFORMANCE Opportunity Motivation Performance = f (Ability, Motivation, Opportunity)
14.8 Self- Actualization Esteem Affiliation Security Physiological
Need for Achievement (nAch) McClelland’s Theory of Needs Need for Power (nPow) Need for Affiliation (nAff)
Alderfer’s ERG Theory Existence Growth Relatedness
Theory X Management view that assumes workers generally dislike work and must be forced to do their jobs. Theory Y Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.
Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility
Specific Relevant Challenging Task effort Task performance Commitment Participation Rewarding Effective goal setting
Outcomes P-to-O Expectancy E-to-P Expectancy Effort Performance Expectancy Theory of Motivation Outcome 1 + or - Outcome 2 + or - Outcome 3 + or -
What Iget back What Iput in Can I get it? Do I want it? Equity Theory Expectancy Theory
Reinforcement Theory Rewards Consequences Behavior No Rewards Punishment
Self-actualization needs (self-development, realization) Esteem needs (self-esteem, recognition, status) Social needs (sense of belonging, love) Safety needs (security, protection) Physiological needs (hunger, thirst)
14.2 Job & Organization Approach Emphasizes the design of jobs and the general organizational environment Individual Differences Approach Treats motivation as a characteristic of the individual Motivation Managerial Approach Focuses on behaviors of managers, in particular, their use of goals and rewards
When someone says, “It’s not the money, it’s the principle, it’s the money! -- Anonymous
Challenging Jobs Equitable Rewards Supportive Colleagues Good Work Environment
Changing workforce • younger generation employees have different needs and expectations to senior workers • people have more diverse values – results in more variety in what motivates employees • Cultural values • globalisation has added to diversity
Provide challenging projects. • Allow them the autonomy to be productive. • Reward with educational opportunities. • Reward with recognition. • Express interest in what they are doing.
Provide flexible work, leave, and pay schedules. • Provide child and elder care benefits. • Structure working relationships to account for cultural differences and similarities.
