2. Motivation and Employee Engagement
What motivates you? desire and energy that translates into action
A positive working relationship with my boss
Good pay
Freedom on the job
Praise for a job well done
Interesting and Challenging work
People with whom I enjoy working
Knowing that there will be consequences for poor performance
Clearly written job description
Chance for promotion
Nice office
Personal respect
Time off from work
Regular hours
Opportunity for learning and growth
3. Motivation and Job Performance
Motivation
/willingnes
s to
perform
Opportunity
to perform
Ability/capaci
ty to perform
JOB PERFORMANCE
4. Motivation Theories
a) McClelland theory:
n Ach-challenge seekers. Found to work best on moderately difficult tasks, with
performance feedback + take personal responsibility for results
n Power- prestige and influence , assertive, risk takers
n Affiliation – social and relationship oriented
b) Maslow:
Physiological, Safety-Security, Social-Belongingness, Esteem, Self Actualization
c) 2 Factor theory-Herzberg
d) Self determination Theory – extrinsic rewards reduce motivation
5. b) Expectancy theory
Expectancy Instrumentality
Effort Performance
Org
rewards
1) effort-performance relationship
2) 2)Performance-reward relationship
3) 3)Rewards-personal goals
relationship
1 2
Persona
l goals
3
6. c) Goal Theory:
SMART Goals – are
Specific
Measurable
Achievable
Reasonable
Timetable
7. d) Reinforcement Theory
Reinforcement (positive, negative)- increases the likelihood that a behaviour
will recur
Reinforce- encourage the behaviour to recur
Positive reinforcer – a pleasant outcome that follows a desired behaviour
Negative reinforcer – reprimanding a tardy employee to encourage timeliness
Punishment – occurs after the behaviour aimed to stop that behaviour
8. Rules for using Reinforcement and
Punishment
Focus on specific , job-related behaviours
Respond quickly
Be consistent
Positive reinforcer to be large as possible
Punishment to be used rarely
Praise in public, punish in private
Provide alternate behaviours after punishment
9. e) Equity Theory:
Inputs greater than outputs
Inputs lesser than outputs
My I/O ratio compared to others
10. 10
Attitudes- cognitive, affective and behavioural
components
Job Attitudes- Job Satisfaction, Job Involvement,
Psychological Empowerment, Org Commitment, Perceived
Org Support, Employee engagement, Intention to Quit
Why are Job Attitudes important?
The connection between
Individual Needs (giving back, core self evaluation)
Workplaces (Job conditions, Pay, CSR) and
Job satisfaction
11. 11
Outcomes of Job Satisfaction:
Job Performance
Org Citizenship Behaviour
Customer Satisfaction
Life Satisfaction
Impact of Job Dissatisfaction –Neglect, Exit,
Counterproductive work behaviour, Absenteeism, Turnover.
12. Employee Engagement & Its impact on
workplace outcomes
According to Gallup Surveys Trust and EE correlate with Profit and
Productivity
Productivity, Quality and Customer service found to be impacted by EE
Participation at work and Motivation
14. Employee Engagement
EE- The rational and emotional attachment and commitment employees have
to their work and their organizations; the involvement , satisfaction and
enthusiasm employees have for their work
Creativity and Engagement- highly correlated
15. Employee Engagement and Job
Performance
According to a recent study :
People found to perform better when they are experiencing positive
emotions, passion for their work, and positive perception of those around
them.
Single most important driver of good performance – Meaningful work
Recognition – when given to average work it was greeted with suspicion; when
not given at all, the results were even more negative. Praise was appreciated
only when it was for the best work done by the employee.
16. Engagement in Organizations
Job commitment
Job Satisfaction
Pride in the job
Willingness to advocate
Engagement
