Hrm 3 B Motivation

1,190 views

Published on

Course on HRM (7 parts)

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,190
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
58
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Hrm 3 B Motivation

  1. 1. HRM & Performance Management Motivation
  2. 2. Motivation <ul><li>Drive? </li></ul><ul><li>Energy? </li></ul><ul><li>Flow? </li></ul><ul><li>Desire? </li></ul><ul><li>Goal-directed drive? </li></ul><ul><li>Need? </li></ul><ul><li>Want? </li></ul><ul><li>>> performance / act / result / goal / behavior </li></ul>
  3. 3. Motivation Theories <ul><li>Intrinsic & Extrinsic </li></ul><ul><li>The three components: </li></ul><ul><ul><li>Triggers </li></ul></ul><ul><ul><li>Direction; what is he trying to do </li></ul></ul><ul><ul><li>Effort; how hard? </li></ul></ul><ul><ul><li>Persistence; how long </li></ul></ul><ul><li>Focus of the theory: </li></ul><ul><ul><li>Instrumental; rewards and punishment </li></ul></ul><ul><ul><li>Content; needs </li></ul></ul><ul><ul><li>Process </li></ul></ul>
  4. 4. Motivation theories Personal Contextual Functional Motivation An interplay of dynamics <ul><li>Internal / Intrinsic </li></ul><ul><li>Personality </li></ul><ul><li>talents </li></ul><ul><li>needs of ... </li></ul><ul><li>Maslow: hierarchy </li></ul><ul><li>of needs </li></ul><ul><li>Job Characteristics: </li></ul><ul><li>Clear targets </li></ul><ul><li>Autonomy </li></ul><ul><li>Feedback </li></ul><ul><li>Identity & Significance </li></ul><ul><li>skill variety </li></ul><ul><li>Job design </li></ul><ul><li>= rotation & enlargement </li></ul><ul><li>& enrichment </li></ul><ul><li>External / Extrinsic </li></ul><ul><li>Leadership styles </li></ul><ul><li>Culture </li></ul><ul><li>Teamwork </li></ul><ul><li>Rewards </li></ul><ul><li>Organization </li></ul><ul><li>Career </li></ul><ul><li>Herzberg’s </li></ul><ul><li>Two factors theory </li></ul>Process theories: expectancy & goal & equity
  5. 5. Personal: Maslow ‘Hierarchy of needs’
  6. 6. Personal: Maslow ‘Hierarchy of needs’
  7. 7. Personal: Alderfer’s ‘Need hierarchy’ <ul><li>Existence </li></ul><ul><ul><li>Physiological needs </li></ul></ul><ul><ul><li>Material needs </li></ul></ul><ul><li>Relatedness </li></ul><ul><ul><li>Friendship </li></ul></ul><ul><ul><li>Social contact </li></ul></ul><ul><li>Growth </li></ul><ul><ul><li>Using skills </li></ul></ul><ul><ul><li>Development </li></ul></ul>
  8. 8. Personal: McClelland ‘Character & Jobs’ <ul><li>n-ach: Need for achievement:
 </li></ul><ul><ul><li>Seeks achievement,attainment of goals and advancement. </li></ul></ul><ul><ul><li>Strong need for feedback, sense of accomplishment and progress. Responsible </li></ul></ul><ul><li>n-affil: Need for affiliation: Cooperative 
 </li></ul><ul><ul><li>Need for friendships, interaction and to be liked. </li></ul></ul><ul><li>n-pow: Need for power:
 </li></ul><ul><ul><li>Authority motivated, needs to influence and make an impact. Competitive </li></ul></ul><ul><ul><li>Strong need to lead and to increase personal status and prestige. </li></ul></ul>
  9. 9. Functional: Job Characteristics Theory <ul><li>Five core job characteristics: </li></ul><ul><ul><li>Clear goals/ Targets </li></ul></ul><ul><ul><li>Autonomy </li></ul></ul><ul><ul><li>Feedback </li></ul></ul><ul><ul><li>Skill variety </li></ul></ul><ul><ul><li>Task identity </li></ul></ul><ul><ul><li>Task significance </li></ul></ul><ul><li>Three critical psychological sates: </li></ul><ul><ul><li>Experienced meaningfulness (1,2,5) </li></ul></ul><ul><ul><li>Experienced responsibility (2,6) </li></ul></ul><ul><ul><li>Knowledge of results (3) </li></ul></ul><ul><li>>> Job design </li></ul>
  10. 10. Functional: SMART targets <ul><li>S Specific / concrete </li></ul><ul><li>M Measurable: quality & quantity </li></ul><ul><li>A Attractive: positive & challenging </li></ul><ul><li>R Relevant </li></ul><ul><li>T Time framed / when </li></ul>
  11. 11. Contextual: Leadership style <ul><li>Theory X </li></ul><ul><li>Employees: </li></ul><ul><li>inherently dislike work and will attempt to avoid it </li></ul><ul><li>they must be coerced, controlled, or threatened with punishment to achieve desired goals </li></ul><ul><li>shirk responsibilities and seek formal direction whenever possible </li></ul><ul><li>place security above all other factors associated with work and will display little ambition </li></ul><ul><li>Theory Y </li></ul><ul><li>Employees: </li></ul><ul><li>view work as being as natural as rest or play </li></ul><ul><li>exercise self-direction and self-control if they are committed to the objectives </li></ul><ul><li>accept, even seek, responsibility </li></ul><ul><li>have the ability to make good decisions </li></ul><ul><li>are willing to take risks; seek challenges </li></ul>Self-fulfilling prophecy
  12. 12. Process theories: Vroom ‘It can be done’ ‘Leads to good result’ ‘Gives the reward I want’
  13. 14. Motivation: Core ‘handles’ <ul><li>Create clear, positive and challenging targets : MBO & SMART </li></ul><ul><li>Design significant jobs with ‘skill variety’ </li></ul><ul><li>Give regular and positive feedback on performance </li></ul><ul><li>Create autonomy / responsibility / participation </li></ul><ul><li>Create generous and fair systems of rewarding and recognition </li></ul><ul><li>Use a positive and confirming leadership style </li></ul><ul><li>Create a positive organizational climate & values & culture </li></ul><ul><li>Create ‘ smoothing’ working conditions </li></ul><ul><li>Management of the ‘Cultural factors’ </li></ul>
  14. 15. SIMA System for Identifying Motivated Abilities <ul><li>What are you good at; your strengths </li></ul><ul><li>Your unique pattern of gifts and skills </li></ul><ul><li>What gives energy / things you enjoy </li></ul><ul><li>Your history of actual performances </li></ul><ul><li>Your career roadmap; ‘ what are you good at’ </li></ul><ul><li>Coaching process: </li></ul><ul><ul><li>Step 1: recalling the good times </li></ul></ul><ul><ul><li>Step 2: writing down your achievements </li></ul></ul><ul><ul><li>Step 3: talking about your achievements </li></ul></ul><ul><ul><li>Step 4: finding patterns; your natural inner ‘tools’ </li></ul></ul><ul><ul><li>Step 5: learn and apply </li></ul></ul>
  15. 16. Seven sources of Energy <ul><li>Physical wellness </li></ul><ul><li>Working together </li></ul><ul><li>Appreciation </li></ul><ul><li>Good results </li></ul><ul><li>Growth </li></ul><ul><li>Being what I am; ‘my core competence’ </li></ul><ul><li>‘Higher cause’ </li></ul>

×