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Managing people motivation

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Managing people motivation

  1. 1.   Republic of the Philippines Virgen Milagrosa University Foundation Posadas Avenue, San Carlos City Pangasinan, 2420 1st Sem. S.Y. 2013-2014 Presented to: Dr. Jose Emmanuel Mandapat, Professor
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  3. 3. Human resources are the heart and soul of the organization. In order for the business to succeed, it is important that you should manage them effectively.
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  5. 5. In today’s globally competitive business, success depends on the people to optimize the full utilization of their talents. It is not enough to attract and retain talented people; you should motivate them to use their talents.
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  7. 7. Keeping an employee to work at full potential is the ultimate goal of employee motivation.
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  9. 9. The employment contract carries with it a contract of mutual expectations.
  10. 10. Employers  Employers expect employees to: 1.work hard, committed to values of the organization, 2.loyal and dependable, 3.keep the work standards set by the management, 4.observe the rules and regulations, and 5.provide output in terms of products or services that are Employees  Employees expect that they should be : 1.rewarded well and equitably, 2. treated fairly and humanely, 3. provided with opportunities for career development and promotion, 4.given work that suits their abilities, and 5.have a happy and safe working environment.
  11. 11.  The employment contract provides a symbiotic relationship between employers and employees. Business in the means by which people make money to acquire their needs, and mangers today are the leaders who rise to make decisions and ensure the survival of the business. The success of the business is largely dependent upon the ability of managers to motivate workers to achieve the highest results. Managing people therefore is a must.
  12. 12. Definition of Motivation History of Motivation The Era of Industrial Psychology Motivation Theory: Maslow’s Hierarchy of Needs
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  14. 14. It is the internal condition that activates behavior and gives it direction; energizes and directs goal-oriented behavior.
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  16. 16.  The heart of motivation is to give people what they really want most from work. The more you are able to provide what they want, the more you should expect what you really want, namely: productivity, quality, a nd service.
  17. 17.  Motivation helps explain why people do the things they do. Understanding motivation is a major concern of all people managers. It can help shape the behavior of people in the organization. Motivating people is now more complex in light of Generation Y that dominates the workplace. They are more demanding, ambitious, assertive and career- oriented. It is more complex as each worker has different set of values and personal goals. Generally, motivated employees will work harder to accomplish organizational objectives.
  18. 18. 1.Carrot and stick method 2.Psych ology and well- being of worker
  19. 19. - Is the oldest technique used to motivate others. - The name evolved from the stubbornness of donkeys that could only be moved by taunting them with a carrot. Early managers regularly offered economic “carrots” to entice people to work harder. This technique was passed on from generation to generation and was deeply rooted part of society for hundred years.
  20. 20. o This theory created the misconception that money always motivated persons to work harder. o Hence, the awakening field of psychology was looking for new ways to motivate people, and in a short time, managers would begin looking for psychologists for new methods of management.
  21. 21.  In 1923, Elton Mayo made clear the inadequacy of the pure carrot-and-stick motivation that psychological theory began to trickle down. Performing an experiment in Philadelphia textile mill, Mayo concluded that the reason for the low productivity was the spinners had few opportunities to communicate with one another. Financial incentives failed to increase productivity. Mayo felt that the solution to this productivity problem was to change the atmosphere of the workplace.
  22. 22.  Two (2) ten-minute breaks for the spinners produced immediate results. Morale improved and output increased tremendously. The spinner experiment confirmed Mayo’s belief that : “It was important for managers to take into account the psychology and well-being of the worker.”
  23. 23. The Era of Industrial Psychology
  24. 24.  Douglas McGregor –was on e of the few Americans in the 1950’s who believed that workers actually cared about doing good work. He felt workers would be much more productive if management is smart enough to align jobs with worker needs.
  25. 25. This new era of industrial psychology led to a sensitive understanding of people and their symbiotic relationship with organizations. The human resource framework is built on core assumptions that highlight this linkage: 1. Organizations exist to serve human needs rather than the reverse. 2. People and organizations need each other. 3. When the fit between individual and system is poor, one or both suffer.
  26. 26.  4. A good fit benefits both. Individuals find meaningful and satisfying work and organizations get the talent and energy they need to succeed.
  27. 27.  People want to know: “How will this place fulfill my needs?” Organization usually asks: “How do we find and retain people with skills and attitudes needed to the work?”
  28. 28.  Motivation Theory: Maslow’s Hierarchy of Needs
  29. 29.  Abraham Maslow’s hierarchy of needs theory is one of the most widely discussed theories of motivation. It is often depicted as a pyramid consisting of the following five levels listed from the basic (lowest earliest) to most complex (highest, latest):  Physiological  Safety  Belongingness  Esteem  Self-actualization
  30. 30.  Are the literal requirements for human survival.  Physiological needs include:  Breathing  Homeostasis  Water  sleep
  31. 31.  These needs have to do with people’s yearning for a predictable, orderly world in which injustice and inconsistency are under control, the familiar frequent, the unfamiliar rare.  Safety and security needs include:  Personal security  Financial security  Health and well-being  Safety net against  accidents/illness and their adverse impacts
  32. 32.  These involve emotionally-based relationships in general such as friendship and intimacy.  Human needs sense of belongingness and acceptance
  33. 33.  All humans need to be respected, to have self-esteem and self- respect. Also known as belonging need, esteem presents the normal human desire to be accepted and valued by others.
  34. 34.  The motivation to realize one’s own maximum potential and possibilities considered is considered to be the master motive or the only real motive, all other motives being in its various forms.
  35. 35. Have a motivated life.

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