Motivation and Perspective

1. Motivation and
Perspective
Unit V

2. ISE-II Activity
• Carryout SWOT analysis on your internship location for HR activity in a
particular department and prepare 2 page handwritten or word
document to upload on google classroom

3. Motivation in Construction
Industry
• The scope of motivation in construction industry human
resources development is vast, as it encompasses a range of
strategies and practices that can be used to improve
employee motivation, engagement, and performance.
• motivation is a key factor in the success of human resources
development in the construction industry. By creating a
motivated workforce, organizations can improve employee
engagement, productivity, and innovation, leading to better
business results and long-term success.

4. Motivation in
Construction
Industry
Recruitment and retention: Motivation can play a
crucial role in attracting and retaining talented
employees in the construction industry. By creating a
positive work environment and offering opportunities
for growth and development, organizations can
increase their appeal to potential hires and reduce
turnover rates.
Training and development: Motivated employees are
more likely to engage in training and development
activities, which can help them acquire new skills and
knowledge. By providing ongoing training and
development opportunities, organizations can help
employees stay up-to-date with industry trends and
technologies, and improve their job performance.

5. Motivation in
Construction
Industry
Safety and productivity: Motivated employees
tend to be more focused and diligent, which can
improve safety and productivity on construction
sites. By promoting a culture of safety and
providing incentives for productivity, organizations
can encourage employees to work more efficiently
and effectively.
Innovation and creativity: Motivated employees
are more likely to be innovative and creative in
their work, which can lead to new ideas and
solutions. By fostering a culture of creativity and
encouraging employees to think outside the box,
organizations can drive innovation and stay ahead
of the competition.

6. Importance
of
Motivation
Motivation plays a critical role in the human
resource development (HRD) of the construction
sector. Here are some reasons why motivation is
important:
• Improved productivity: Motivated employees tend to be more
productive, which can lead to increased efficiency, reduced costs,
and better project outcomes. This is especially important in the
construction sector, where tight timelines and budgets are
common.
• Enhanced job satisfaction: Motivation can also improve job
satisfaction among employees, leading to higher levels of
engagement and a lower turnover rate. In turn, this can reduce
recruitment and training costs and foster a more positive
workplace culture.
• Increased innovation: Motivated employees are more likely to
think creatively and come up with innovative solutions to
complex problems. This can be especially valuable in the
construction sector, where new technologies and materials are
constantly emerging.

7. Importance of
Motivation
• Better safety outcomes: Motivated employees are more
likely to follow safety protocols and take precautions to
prevent accidents and injuries. This is critical in the
construction sector, where safety hazards are prevalent
and can be life-threatening.
• Talent attraction and retention: Motivation can also help
attract and retain top talent in the construction industry.
By creating a positive and engaging work environment,
organizations can establish themselves as an employer of
choice, which can help them attract and retain high-
quality employees.
motivation is a key factor in the success of HRD in the
construction sector. By fostering a culture of motivation and
engagement, organizations can improve productivity,
innovation, job satisfaction, and safety outcomes, ultimately
leading to better business results and long-term success.

8. Theories of
Motivation
There are several theories of motivation that can be applied to the
construction sector to improve employee engagement and
productivity.
construction sector can benefit from a range of motivation theories
to improve employee engagement and productivity. By
understanding the needs and desires of their employees and
creating a positive and supportive workplace culture, construction
organizations can motivate their employees to perform at their best
and achieve success.
1. Maslow's Hierarchy of Needs:
This theory suggests that individuals have a hierarchy of
needs that must be met in order for them to be motivated. The
needs range from basic physiological needs such as food and
shelter, to higher level needs such as self-actualization. In the
construction sector, meeting basic needs such as providing safe
working conditions, fair wages, and job security can help motivate
employees to perform at their best.

9. Theories of
Motivation
2. Herzberg's Two-Factor Theory:
This theory suggests that there are two types
of factors that impact motivation - hygiene factors
and motivators. Hygiene factors are basic job
characteristics such as salary and working conditions,
while motivators are more complex factors such as
achievement and recognition. In the construction
sector, providing opportunities for growth,
recognition, and achievement can help motivate
employees to perform at their best.

10. Theories of
Motivation
3. Expectancy Theory:
This theory suggests that an individual's
motivation is based on their expectation that their
efforts will lead to a desired outcome. In the
construction sector, setting clear goals and providing
feedback and rewards for achieving those goals can
help motivate employees to put in the necessary
effort to achieve success.

11. Theories of
Motivation
4. Equity Theory:
This theory suggests that individuals are
motivated by a sense of fairness and equity in the
workplace. In the construction sector, ensuring that
employees are fairly compensated and have equal
opportunities for growth and development can help
create a sense of equity, which can in turn motivate
them to perform at their best.

12. Comparison of Theories of Motivation
• Maslow's Hierarchy of Needs and Herzberg's
Two-Factor Theory are two popular theories of
motivation that have different approaches to
understanding what motivates employees.
• Here are some key differences and similarities
between the two theories and how they can be
applied in the construction sector:

13. Key
Principles:
• Maslow's Hierarchy of Needs is based on the idea that
individuals have a hierarchy of needs that must be met in
order for them to be motivated. The hierarchy consists of five
levels, starting with physiological needs and moving up to
safety, love and belonging, esteem, and self-actualization
needs. The theory suggests that individuals must satisfy lower-
level needs before they can be motivated to pursue higher
level needs.
• On the other hand, Herzberg's Two-Factor Theory is based on
the idea that there are two types of factors that impact
motivation - hygiene factors and motivators. Hygiene factors
are basic job characteristics such as salary and working
conditions, while motivators are more complex factors such as
achievement and recognition. The theory suggests that
hygiene factors must be met to prevent dissatisfaction, while
motivators are necessary for employee satisfaction and
motivation.

14. Application
in
Construction
Sector:
• Maslow's Hierarchy of Needs can be applied in the
construction sector by ensuring that basic physiological and
safety needs are met through providing safe working
conditions, fair wages, and job security. Love and belonging
needs can be met by fostering a positive workplace culture
that promotes teamwork and collaboration, while esteem
needs can be met through providing recognition and
opportunities for career growth. Finally, self-actualization
needs can be met by providing opportunities for employees to
work on challenging projects and innovate new construction
methods.
• Similarly, Herzberg's Two-Factor Theory can be applied in the
construction sector by ensuring that hygiene factors such as
fair wages and safe working conditions are met, while also
providing motivators such as opportunities for growth,
recognition, and achievement. This can help create a positive
and engaging workplace culture that motivates employees to
perform at their best.

15. Differences:
• One key difference between the two theories is
that Maslow's Hierarchy of Needs suggests that
needs must be satisfied in a specific order, while
Herzberg's Two-Factor Theory suggests that
hygiene factors must be met to prevent
dissatisfaction, but motivators can be applied at
any time to improve satisfaction and
motivation.
• Another difference is that Maslow's Hierarchy of
Needs is more focused on individual needs and
motivations, while Herzberg's Two-Factor
Theory is more focused on job characteristics
and workplace factors.

16. Maslow's
Hierarchy of
Needs and
Herzberg's
Two-Factor
Theory
• In summary, both Maslow's Hierarchy of
Needs and Herzberg's Two-Factor Theory
can be applied in the construction sector to
improve employee motivation and
engagement.
• By understanding the needs and desires of
their employees and creating a positive and
supportive workplace culture, construction
organizations can motivate their employees
to perform at their best and achieve success.

17. Expectancy
Theory and
Equity
Theory
• Expectancy Theory and Equity Theory are
two popular theories of motivation that
have different approaches to understanding
what motivates employees.
• Here are some key differences and
similarities between the two theories and
how they can be applied in the construction
sector:

18. Key
Principles
• Expectancy Theory is based on the idea that an individual's
motivation is based on their expectation that their efforts will
lead to a desired outcome. The theory suggests that three key
elements - expectancy, instrumentality, and valence - impact
motivation. Expectancy is the belief that an individual's effort
will lead to a specific level of performance, instrumentality is
the belief that performance will lead to a specific outcome,
and valence is the value an individual places on that outcome.
• On the other hand, Equity Theory is based on the idea that
individuals are motivated by a sense of fairness and equity in
the workplace. The theory suggests that individuals compare
their own input and output ratios to those of their colleagues
and expect them to be equitable. If they perceive a lack of
equity, they may become demotivated or dissatisfied.

19. Application
in
Construction
Sector
• Expectancy Theory can be applied in the construction
sector by setting clear goals and providing feedback and
rewards for achieving those goals. This can help motivate
employees to put in the necessary effort to achieve
success. Additionally, the theory suggests that
employees must believe that their efforts will lead to a
specific level of performance, which can be achieved by
providing adequate resources and training.
• Similarly, Equity Theory can be applied in the
construction sector by ensuring that employees are fairly
compensated and have equal opportunities for growth
and development. This can help create a sense of equity,
which can in turn motivate them to perform at their
best.

20. Differences:
• One key difference between the two
theories is that Expectancy Theory is more
focused on individual beliefs and
expectations, while Equity Theory is more
focused on social comparisons and
perceptions of fairness.
• Another difference is that Expectancy
Theory is more focused on the relationship
between effort and performance, while
Equity Theory is more focused on the
relationship between input and output.

21. Expectancy
Theory and
Equity
Theory
• In summary, both Expectancy Theory and
Equity Theory can be applied in the
construction sector to improve employee
motivation and engagement.
• By setting clear goals, providing feedback
and rewards, and ensuring fair
compensation and opportunities for growth,
construction organizations can motivate
their employees to perform at their best and
achieve success.

22. Motivation
as Incentive
• Motivation can be used as an incentive in
the construction sector to improve
employee performance, engagement, and
job satisfaction.
• By providing appropriate incentives,
construction organizations can motivate
their employees to work harder, be more
productive, and achieve better results.

23. Motivation
as Incentive
Here are some examples of how motivation can be used as an
incentive in the construction sector:
• Financial Incentives: One common way to motivate employees
in the construction sector is through financial incentives such
as bonuses, profit-sharing, or stock options. These incentives
provide a direct financial reward for employees who meet or
exceed performance expectations, and can help motivate
them to work harder and be more productive.
• Career Development Opportunities: Providing opportunities
for career development, such as training, mentoring, and
promotion, can be a powerful incentive for employees in the
construction sector. These opportunities help employees see a
clear path for career advancement and can motivate them to
work hard to achieve their goals.

24. Motivation
as Incentive
• Recognition and Appreciation: Recognizing and
appreciating employees for their hard work and
contributions is an important way to motivate them
in the construction sector. This can be done through
formal recognition programs or informal gestures
such as thank-you notes or public praise.
• Positive Workplace Culture: Creating a positive
workplace culture that values teamwork,
collaboration, and respect can be a powerful
motivator for employees in the construction sector.
A positive workplace culture can help employees
feel valued and appreciated, which can lead to
higher levels of engagement and job satisfaction.

25. Motivation
as Incentive
• Challenging Projects: Providing challenging and
interesting projects can be an incentive for employees in
the construction sector who enjoy a good challenge.
These projects can help employees feel a sense of
accomplishment and personal growth, which can
motivate them to work harder and achieve better
results.
• In summary, motivation can be used as an incentive in
the construction sector to improve employee
performance, engagement, and job satisfaction.
• By providing appropriate incentives such as financial
rewards, career development opportunities, recognition
and appreciation, a positive workplace culture, and
challenging projects, construction organizations can
motivate their employees to perform at their best and
achieve success.

26. SWOT
Analysis
• SWOT analysis is a useful tool for HRD (Human
Resource Development) as it helps to identify the
strengths, weaknesses, opportunities, and threats
related to a particular HRD program or initiative.
• Strengths: The strengths of an HRD program may
include the availability of skilled trainers and
resources, effective training methodologies, and the
ability to customize the training programs according
to the needs of the employees.
• Weaknesses: Weaknesses in an HRD program may
include the lack of skilled trainers, outdated training
methods, and lack of resources, which can hinder
the effectiveness of the program.

27. SWOT Analysis
• Opportunities: Opportunities for HRD programs may include new
technologies, changing workforce demographics, and emerging trends in
the industry. Identifying these opportunities can help HRD programs stay
relevant and effective.
• Threats: Threats to HRD programs may include competing priorities within
the organization, budget constraints, and changes in the regulatory
environment, which can impact the availability of resources for HRD
initiatives.
• By conducting a SWOT analysis, HRD professionals can identify the areas
where they need to focus their efforts and resources to ensure the success
of their programs.

28. HRM and
IHRM
• IHRM stands for International Human Resource
Management. It is a field that focuses on the
management of human resources in a global or
international context.
• In the construction industry, IHRM is particularly
important due to the nature of the industry, which
involves working on projects in different countries
with diverse cultures, laws, and regulations.
• Construction companies must manage their human
resources effectively to ensure that they comply
with local labor laws, regulations, and customs, and
that they are able to attract and retain the best
talent from around the world.

29. HRM and IHRM
• IHRM in the construction industry involves recruiting, selecting,
training, and developing employees who are capable of working in
diverse international environments.
• It also involves managing compensation and benefits, labor relations,
and performance management across borders.
• Effective IHRM practices can help construction companies to
overcome cultural barriers, achieve greater efficiency, and improve
their overall performance.

30. Difference between HRM and IHRM
• The main difference between Human Resource Management (HRM) and
International Human Resource Management (IHRM) in the construction industry
lies in the scope and complexity of managing human resources in an international
context.
• HRM focuses on managing human resources within a single country or region.
The focus is on managing employees within the legal and cultural framework of
that country or region.
• HRM involves tasks such as recruiting, selecting, training, and developing
employees, managing compensation and benefits, performance management,
and labor relations.

31. Difference between HRM and IHRM
• On the other hand, IHRM focuses on managing human resources
across borders, often in multiple countries and regions.
• The scope of IHRM in the construction industry is more complex than
that of HRM, as it involves managing employees who come from
diverse cultures, legal systems, and social norms.
• In addition, IHRM involves dealing with issues such as language
barriers, work permit and visa requirements, and compliance with
local labor laws and regulations.

32. Difference
between
HRM and
IHRM
• IHRM in the construction industry involves
additional tasks such as expatriate
management, cross-cultural training and
development, global compensation and
benefits, and international labor relations.
• It also requires a deep understanding of the
legal and cultural frameworks of different
countries and regions, as well as the ability to
adapt HR practices to suit local needs.
• HRM is focused on managing human resources
within a single country or region, IHRM is
concerned with managing human resources
across borders, with a focus on adapting HR
practices to suit local needs and regulations.

33. Managing international HRM activities
Managing international HRM activities in the construction industry involves a set of tasks
and activities that are necessary to effectively manage human resources in a global or international
context. These activities may include:
• Developing a global HR strategy: Construction companies operating in multiple countries need to
develop a global HR strategy that aligns with the overall business strategy. The strategy should
take into account the cultural and legal differences of each country and should aim to achieve
consistency in HR policies and practices.
• Recruiting and selecting international talent: The construction industry requires a skilled
workforce, and finding talent with the right skills and experience can be challenging. Companies
need to develop effective recruitment and selection strategies that attract top talent from around
the world.

34. Managing
international
HRM
activities
• Providing cross-cultural training and development: Employees
working in an international construction project may need to
work in diverse cultural and social environments. Providing
cross-cultural training and development is necessary to help
employees adapt to new cultures and work effectively in a
global context.
• Managing compensation and benefits: Managing
compensation and benefits across different countries and
regions can be challenging. Companies need to develop a
global compensation and benefits strategy that is competitive,
equitable, and compliant with local laws and regulations.
• compliance with local labor laws and regulations: Construction
companies operating in different countries need to comply
with local labor laws and regulations. This includes ensuring
that employees are legally authorized to work, complying with
local tax and social security requirements, and ensuring that
working conditions are safe and comply with local regulations.

35. Managing
international
HRM
activities
• Managing expatriate assignments: Construction
companies may need to send employees on
expatriate assignments to work in foreign countries.
Managing expatriate assignments involves providing
support to employees and their families, addressing
cultural differences, and ensuring compliance with
local laws and regulations.
• Managing international HRM activities in the
construction industry requires companies to
develop a global HR strategy, recruit and select
international talent, provide cross-cultural training
and development, manage compensation and
benefits, ensure compliance with local labor laws
and regulations, and manage assignments
effectively.