The place of the Organisational Motivation in Human Ressources Management

1. The place of the Organisational Motivation in Human Ressources Management By Oscar BENBEN Uniwersytet Jagiellonski 2007/08

2. Difference between stress and motivation • Steven HOBFOLL • « stress is some kind of psychosociological conscience » • Jan STRELAU • « it’s a state of hardly perceived negative emotions which contribue to some physiologic changes, costing us our self control in a situation »

3. The step between stress and motivation is very close

4. Motivation in HRM • Jean Michel PLANE: • « motivation is what makes people act the way they do »

5. Motivation in HRM It exists two main types of motivation theories that the authors of the 20th century in Management tried to understood: - Content Theories: focused on what motivate people - Process Theories: focused on the maner that material and psychological factors can influence human behaviour to produce motivation

6. Motivation in HRM In this presentation I will proceed in two times to analyse the process and the place of motivation and it’s importance in the Management of the Organisations: - Explanation of the different theories - Analyse how to Manage it and stimulate motivation of workers

7. Motivation theories • Content theories • Maslow’s hierarchy of needs • Alderfer’s ERG theory • Herzberg’s two-factor theory • Process theories • Vroom’s expectancy theory • Adam’s equity theory • Mc Clelland’s self realisation theory

8. ABRAHAM MASLOW’S HIERARCHY OF NEEDS • SELF ACTUALISATION NEEDS: need to be satisfied by something you did • SELF-ESTEEM NEEDS: need to shine inside the social group • SOCIAL NEEDS: need to be socially recognized • SAFETY NEEDS: feel safe, security… • PHYSIOLOGICAL NEEDS: eat, feed, sleep, wc, sex…

9. Alderfer’s ERG theory • Existence needs (Maslow’s physiological and safety needs) • Relatedness needs (Maslow’s social and esteem needs) • Growth needs (Maslow’s self-actualisation needs)

10. Frederick Herzberg’s Theory • Herzberg two factors theory: • - Motivators: challenging work, responsabilities, personal growth, recognition which gives positive satisfaction. • - Hygiene Factors: work conditions, job security, salary which for him, do not motivate if present, but demotivate if absent • So finally, motivation should be agregation of boths motivators+hygiene factors

11. Victor Vroom’s EIV Theory • Expectation: When the evaluation of your efforts have to be equal to the results that you expect for it • Valence: When you make an evaluation of what you can obtain • Instrumentalisation: When you think that the performance is related to some rewards

12. Adam’s Equity Theory • This theory is based on the fact that motivation is a result of the good balance between: • INPUTS: what I put into my job (time, effort, tolerence, heart, personal sacrifice...) • OUTPUTS: what I get from my job (pay, bonus, benefits, recognition, interest, development, responsability...)

13. Mc Clelland’s Theory • The mix of those following Motivational needs characterises a person's behaviour: • -Need of achievement: the capacity to attend challenging goals and advance in the job. • -Need of power:the need to be influential, to produce an impact and be heard • -Need of affiliation: the need of having good relationship and the need of solidarity

14. Double aspect of Motivation in Human’s behaviour: • Subjective aspect: everybody is different, think different, have different personnality and different interests (hard to manage in multinational firms or big firms which are more impersonal than the small ones)

15. Double aspect of Motivation in Human’s behaviour: • Objective aspect: some commons elements that you can act into to stimulate motivation • - quantitative (material): Income, Nature advantages (travels, cheep cinema tickets, restaurant tickets…) • - qualitative (immaterial): Atmosfere at work, Self confidence development, Team spirit, Organising after-works meetings

16. If you want to stimulate motivation be carefull: • To make correspond as much as possible the motivation of the workers to their work • To make converge the goal of the organisation with the particular interests of your personnel • To keep a hierarchy into the organisation (don’t be to much close with your workers to retain some authority on them)

17. Motivation is a good phenom inside the organisation and outside too: • INSIDE: influence positivelly your productivity and the global performance, helping individually the workers to feel good and have a best productivity can help all your organisation because of the agregation of better individuals performances. (Max Weber approach of methodologic individualism)

18. Motivation is a good phenom inside the organisation and outside too: • OUTSIDE:it allows some gain of competitivity against your concurrents creating: • - concurrential advantage for you • - making a better image of your firm (more attractive for the future talented workers and also for the customers)

19. Motivation in HRM • A good exemple of a case of organisational motivation can be the « haka » of New Zealand national rugby team: • Big solidarity to achieve their goal • Concurrential advantage of team spirit, intimidation of opponents (fearness of a team that nothing can stop of achieving their common goal)

20. CONCLUSION • Motivation is hard to stimulate but it's good for the health of the organisation: • desirable phenom for the quantity of work (act on productivity) • desirable for the quality of work (act on implication and competitivity) • desirable for the atmosphere in the organisation which can make the workers feel the pleasure to work despite of the obligation to do it.