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Human Resource Management

Human Resource Management. Lecture-31. Motivation The inner drive that directs a person’s behavior toward goals. Need. More money for unexpected medical expenses. Goal-directed behavior. Ask for a raise Work harder to gain a promotion Look for a higher-paying job Steal. Need Satisfaction.

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Human Resource Management

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  1. Human Resource Management Lecture-31

  2. Motivation • The inner drive that directs a person’s behavior toward goals.

  3. Need More money forunexpected medical expenses Goal-directed behavior Ask for a raiseWork harder to gain a promotionLook for a higher-paying jobSteal Need Satisfaction More money

  4. INCENTIVES AND GOALS NEEDS BEHAVIOUR

  5. Direction Intensity Persistence

  6. Determinants of Job Performance Willingness to perform Job performance Capacity to perform Opportunity to perform

  7. Performance Formula Performance = f (ability X motivation X opportunity) Ability = individual’s knowledge, skills, and ability to accomplish task Motivation = level of individual energy for the task Opportunity = right performance opportunity

  8. Why Do We Care? Ability PERFORMANCE Opportunity Motivation Performance = f (Ability, Motivation, Opportunity)

  9. 14.8 Self- Actualization Esteem Affiliation Security Physiological

  10. Need for Achievement (nAch) McClelland’s Theory of Needs Need for Power (nPow) Need for Affiliation (nAff)

  11. Alderfer’s ERG Theory Existence Growth Relatedness

  12. McGregor’s Theory-X and Theory-Y

  13. Theory X Management view that assumes workers generally dislike work and must be forced to do their jobs. Theory Y Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

  14. Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility

  15. Specific Relevant Challenging Task effort Task performance Commitment Participation Rewarding Effective goal setting

  16. Outcomes P-to-O Expectancy E-to-P Expectancy Effort Performance Expectancy Theory of Motivation Outcome 1 + or - Outcome 2 + or - Outcome 3 + or -

  17. What Iget back What Iput in Can I get it? Do I want it? Equity Theory Expectancy Theory

  18. Reinforcement Theory Rewards Consequences Behavior No Rewards Punishment

  19. Self-actualization needs (self-development, realization) Esteem needs (self-esteem, recognition, status) Social needs (sense of belonging, love) Safety needs (security, protection) Physiological needs (hunger, thirst)

  20. Three Approaches to Motivation

  21. 14.2 Job & Organization Approach Emphasizes the design of jobs and the general organizational environment Individual Differences Approach Treats motivation as a characteristic of the individual Motivation Managerial Approach Focuses on behaviors of managers, in particular, their use of goals and rewards

  22. When someone says, “It’s not the money, it’s the principle, it’s the money! -- Anonymous

  23. Challenging Jobs Equitable Rewards Supportive Colleagues Good Work Environment

  24. Challenges of motivating employees

  25. Changing workforce • younger generation employees have different needs and expectations to senior workers • people have more diverse values – results in more variety in what motivates employees • Cultural values • globalisation has added to diversity

  26. Motivating Professionals

  27. Provide challenging projects. • Allow them the autonomy to be productive. • Reward with educational opportunities. • Reward with recognition. • Express interest in what they are doing.

  28. Provide flexible work, leave, and pay schedules. • Provide child and elder care benefits. • Structure working relationships to account for cultural differences and similarities.

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