HR Motivational theories and HR practices

1. Co-relation of Motivational theories t
o strategy

2. Self Actualization
Esteem needs
Social needs
Safety needs
Physiological needs
Maslow's Hierarchy Pyramid
Performance Management
Training And Development
Employee Engagement
Compensation
Recruitment And Selection

3. Herzberg’s Theory
High Low
LowHigh
Satisfaction
Motivating
factors
Hygiene
factorsNo dissatisfaction
No Satisfaction
Dissatisfaction

4. Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Company policy
Supervision
Relationship w/Boss
Work conditions
Salary
Relationship w/Peers
Motivating factors Hygiene factors

5. ERG Theory
ERG Theory
Existence
GrowthRelatedness
• Existence – salary , insurance benefit ,job security
• Relatedness - employee engagement
• Growth – Training and Development

6. Comparison Of Motivation Theories
Motivation Self – Actualization Growth
Esteem
Hygiene Social Relatedness
Safety Existence
Physiological
Herzberg Maslow AlderferHigher
Order
Needs
Lower
Order
Needs
Intrinsic
Motivation
Extrinsic
Motivation

7. McGregor’s Theory X and Theory Y

8. Co-relation
Theory X
– Code of conduct
– Rules & regulations
– Disciplinary actions
Theory Y
– Job enrichment
– Participative programme

9. McClelland's Needs Theory
• Need for achievement – To achieve in relationship to a set of s
tandards , & to strive to succeed
• Need for affiliation – the desire for friendly & close interperso
nal relationships
• Need for power – the need to make others behave in a way in
which they would not have behaved otherwise

10. • Need for achievement – performance management system ,
Rewards And Recognition
• Need for affiliation – employee engagement
• Need for power – career planning

11. Equity Theory
Individual compare their job INPUT
and OUTCOME with those of others
and then respond to eliminate inequities
 Establishing Pay Structure
• Balancing Internal equity
• Balancing External equity

12. Expectancy Theory
Individual
Effort
Individual
Performance
Organizational
Rewards
Personal
Goal
1 2 3
1. Effort- Performance Relationship
2. Performance-Rewards Relationship
3. Rewards-Personal goals Relationship

13. Flexible Benefit Program
Modular plans – predesigned packages to meet the needs of a
specific group
Core-plus plans – core of essential benefits and menu of options to
choose from
Flexible spending plans – full choice from menu of options

14. Job Characteristics Model
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback

15. Ways To Put JCM into Practice:
• Job Rotation
The periodic shifting of an employee from one task to another
• Job Enlargement
Increasing the number and variety of tasks
• Job Enrichment
Increasing the degree to which the worker controls the planning,
execution and evaluation of the work

16. Alternate Work Arrangements
Flextime
– Some discretion over when wor
ker starts and leaves
Job Sharing
– Two or more individuals split a t
raditional job
Telecommuting
– Work remotely at least two days
per week

17. Employee Involvement
A participative process that uses the input of employees to increase
their commitment to the organization’s success
Two types:
Participative Management
Representative Participation