Human Factors and Motivation

1. PRINCIPLES OF MANAGEMENTSr. No. Chapter No. Chapter Heading
1 1 Management: Science, Theory and Practice (27th September 2010)
2 4 Essentials of Planning and Managing by Objectives (4th Oct)
3 5 Strategies, Policies and Planning Premises (11th Oct)
4 6 Decision Making (18th Oct)
5 7
The Nature of Organizing, Entrepreneuring,
and Reengineering (25th Oct)
6 8 Organization Structure: Departmentation (1st Nov)
7 9 Line/ Staff Authority, Empowerment and Decentralization (15th Nov)
8 10 Effective Organizing and Organization Culture (22nd Nov)
9 14 Human Factors and Motivation
10 15 Leadership
11 16 Committees, Teams and Group Decision Making
12 18 The System and Process of Controlling (29th Nov)
Sessional Evaluation External Evaluation
15 15 20 50 50
Quiz per Class Assignment & Presentation Mid-term Total Sessional External Exam

2. GROUP WISE ASSIGNMENTS1. Compensatory assignments
2. Classes left? Sunday class? Next few classes
3. Project (4 groups of 7 each) 15 marks
1. Portfolio Matrix with TOWS (Chap 3)
2. Planning stages of a new company (Chap 2,3)
3. Departmentation (chap 6) and culture(chap 8)
4. Controls (chap 12)
4. Mark dates, assignment to students

3. Chapter 9

4. TABLE OF CONTENTS
1. HUMAN FACTORS IN MANAGING
2. MOTIVATION
3. AN EARLY BEHAVIORAL MODEL: MCGREGOR’S THEORY X AND THEORY
Y
4. MASLOW’S HIERARCHY OF NEEDS THEORY
5. ALDERFER’S ERG THEORY
6. HERTZBERG’S MOTIVATION-HYGIENE THEORY
7. THE EXPECTANCY THEORY OF MOTIVATION
8. EQUITY THEORY
9. GOAL SETTING THEORY OF MOTIVATION
10. SKINNER’S REINFORCEMENT THEORY
11. MCCLELLAND’S NEEDS THEORY OF MOTIVATION
12. SPECIAL MOTIVATIONAL TECHNIQUES
13. JOB ENRICHMENT
14. A SYSTEMS AND CONTINGENCY APPROACH TO MOTIVATION

5. QUIZ
WHAT MOTIVATES ME… WORK OR
NO WORK

6. What is Leading
 Leading:
 The process of influencing people so that they will
contribute to organizational and group goals
 Motivation:
 Motivation is getting others to do something because they
want to do it.
 Management is the process of designing and
maintaining an environment in which individuals
working together in groups, efficiently accomplish
selected aims.

7. HUMAN FACTORS IN MANAGING
 Multiplicity of roles
 No Average Person
 The importance of personal dignity
 Consideration of the whole person

8. MOTIVATION
 Motive: Why an individual wants to work
 Primary needs:
 Physiological needs such as water, air food, sleep and
shelter
 Secondary needs:
 Self esteem, status, affiliation with others, affection,
giving, accomplishment and self assertion
 Motivation:
 A general term which applies to the entire class of drives,
desires, needs, wishes, and similar forces

9. AN EARLY BEHAVIORAL MODEL:
MCGREGOR’S THEORY X AND Y
 These theories are two sets of assumptions about the
nature of people
 THEORY X ASSUMPTIONS
 Average human beings have an inherent dislike of work and
will avoid it if they can
 Because of this human characteristic of disliking work, most
people must be coerced, controlled, directed and threatened
with punishment to get them to put forth adequate effort
towards the achievement of objectives
 Average human beings prefer to be directed, wish to avoid
responsibility, have relatively little ambition, and want
security above all.

10. AN EARLY BEHAVIORAL MODEL:
MCGREGOR’S THEORY X AND Y
 THEORY Y ASSUMPTIONS
 The expenditure of mental and physical effort in work is as natural
as play or rest
 External control and the threat of punishment are not the only
means for producing effort towards objectives. People will perform
those jobs to which they are committed.
 Commitment varies as the rewards or their sizes vary
 Average human beings learn under normal conditions, not only to
accept responsibility but also to seek it
 The capacity to exercise a relatively high degree of imagination,
ingenuity and creativity in the solution of organizational problems
is widely distributed in the population
 The intellectual potential of the average human being is only
partially utilized

11. AN EARLY BEHAVIORAL MODEL:
MCGREGOR’S THEORY X AND Y
 CLARIFICATIONS:
 First: These are assumptions, not based on reality or
research
 Second: The effective manager recognizes te dignity
and capabilities as well as the limitations of people
and adjusts behavior as demanded by the situation
 Third: These are completely different views of people
and are not based on any scale
 Fourth: Theory Y is not against the use of authority,
rather it uses authority as one of the many methods of
leading

13. MASLOW’S HIERARCHY OF NEEDS
THEORY
 “When one set of needs is satisfied, this kind of need
ceases to be a motivator”
 Physiological Needs: For example; food, water, warmth,
shelter and sleep.
 Security or Safety Needs: physical danger, fear of losing job,
property, food or shelter
 Affiliation or acceptance Needs: These are social needs, or
belongingness needs and play a very important part in human life
 Esteem Needs: for example; power, prestige, status and self
confidence etc
 Self actualization Needs: to maximize one’s potential and to
accomplish something

14. ALDERFER’S ERG THEORY
 E: Existence needs are those which are basic
physiological needs
 R: Relatedness needs pertain to satisfactorily relating to
others
 G: Growth needs referring to self development,
creativity, growth and competence
 One may be motivated by several needs at the same time
 When people experience frustration on one level, they
may focus on the lower level needs

16. HERZBERG’S MOTIVATION-
HYGIENE THEORY
 According to Herzberg’s two factor theory; Dissatisfiers,
or hygiene or job content factors are not motivators
 While satisfiers are motivators and are related to job
content
 Satisfiers: Growth oriented needs and lead to job
satisfaction and then high performance
 Dissatisfiers: Existence and socialization needs and lead to
no dissatisfaction and routine performance

17. Satisfaction vs. Dissatisfaction
Motivators
Challenging work
Achievement
Growth
Recognition
Advancement
Responsibility
Hygiene
Status
Interpersonal relations
Quality of Supervision
Compensation
Fringes
Company policy and
administration
Work Conditions

18. Expectancy theory states that the strength of an individual's
motivation will depend on the extent to which they expect the results
of their efforts to contribute towards their personal needs or goals.
VRoom suggested that the strength of an individual's motivation is the
product of two factors.
1. The strength of preference for a certain outcome - Vroom called this
'valence' stating that it could be positive, negative or zero - since
outcomes might be desired, avoided or considered with indifference -
2. The expectation that a particular outcome will result from certain
behaviour - Vroom called this 'subjective probability' or 'expectancy',
which refers to the individual's perception of the link between behaviour
and outcome. It is represented by a number between 1 [probable] and
0 [no chance] -
THE EXPECTANCY THEORY OF
MOTIVATION

19. Vroom – example 1
+
25th
December
=
V = Santa brings
presents
E = Christmas Day F = Good Behaviour

20. Vroom – example 1
+ =
V = reaching targets E = performance
related pay agreement
F = efficient working

21. How Expectancy Theory Works
Expectancy
Effort - Performance Link
E=0
No matter how much effort
you put in, probably not possible
to memorise the text in 24 hours
Instrumentality
Performance - Rewards Link
I=0
Your tutor does not look
like someone who has £1 million
Valence
Rewards - Personal Goals Link
V=1
There are a lot of wonderful things
you could do with £1 million
Your tutor offers you £1 million if you memorise the textbook by tomorrow morning.
Conclusion: Though you value the reward, you will not be motivated to do this task.

22. Expectancy theory
 Motivation (M), expectancy (E), instrumentality (I), and
valence (V) are related to one another in a multiplicative
fashion:
M = E x I x V
 If either E, I, or V is low, motivation will
be low.

23. Needs
(Internal stimuli)
Incentive
(External Stimuli)
Perception EP
PI
IN
Abilities
and traits
Motivation/
Effort
Satisfaction
Perceived
And Equitable
Intrinsic &
Extrinsic Reward
Performance
Productivity
EP: Effort performance, PI: Performance Incentive, IN: Incentive -Needs

24. EQUITY THEORY
 Adams states that employees examine how fairly they have been treated,
relative to the inputs, in comparison with the treatment received by
others.
 A compatible input-output ratio with others makes him satisfied
 He feels guilty, if he is on the higher side
 He gets dissatisfied, if he finds himself under rewarded
 Outcomes by a person/ Inputs by a person = Outcomes by another
person/ Inputs by another person

25. Cognitive distortion of inputs & outputs – the employee
may distort facts for example how hard they are really
working or the relevance of their experience or
qualifications
Leaving the field – absenteeism, resignation, request for transfer
Changes to inputs – the employee may attempt to
change inputs without changing outputs e.g. rates
of pay, holidays, status & recognition
Changing the Object of Comparison – the employee may
begin to compare him/herself with different and
inappropriate members of the organisation
Changes to inputs – the employee decreases the level of either the amount or quality of
their work
Acting on others – the employee may attempt to persuade others to lower
their productivity or try to force them out

26. GOAL SETTING THEORY OF
MANAGEMENT
 Clear goals if accepted are motivating
 The objectives must be verifiable, meaningful, clear and attainable or
they must be SMART (Specific, Measurable, Attainable, Realistic & Time
bound)
 Un realistic goals are de-motivating
 To gain commitment to goals, true participation in setting them is
essential
Planning Actions
Implementation
Control and
appraisal
Setting
objectives

27. SKINNER’S REINFORCEMENT THEORY
 Positive reinforcement or behavior modification: Individuals
can be motivated by proper design of their work
environment and by praise for their performance, while
punishment for poor performance produces negative results
MCCLELLAND’S NEEDS THEORY OF
MOTIVATION
 The basic motivating needs are:
 Need for power
 Need for Affiliation
 Need for Achievement

28. SPECIAL MOTIVATIONAL TECHNIQUES
1. Money (status, power, monetary means etc)
2. Other rewards consideration
1. Intrinsic Rewards
1. A feeling of accomplishment and self actualization
2. Extrinsic Rewards
1. It includes benefits, recognition, status symbols and money
3. Participation
4. Quality of Working Life

29. JOB ENRICHMENT
1. Job enrichment:
1. Building into jobs a higher sense of challenge and
achievement
2. Job Enlargement:
1. Enlarging the scope of the job by removing dullness of
repetitive tasks and adding similar tasks without
enhancing responsibility