chapt 5 motivation and morale
TRANSCRIPT
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Chapter 5
Motivation and MoraleMotivation and Morale:-Definition-Motivation techniques.
-Intrinsic motivation theories-Extrinsic motivation theories-Employee morale.-Factors affecting employee morale.
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INTRODUCTION
DEFINITION
MOTIVATION
The process
which encouragesand guidesbehaviour
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Motivation
Motivation Motivation is an act of stimulating
someone to get a desired course ofaction.
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Motivation
A willingness to expend energy to achieve a goal or
reward;
Force that activates dormant energies and sets in motionthe action of the people;
Function that kindles a burning passion for action amongthe human beings of an organization.
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Motivation
The processes that account for anindividuals intensity, direction, andpersistence of effort toward attaining agoal.
Intensity: how hard a person tries
Direction: where effort is channeled
Persistence: how long effort is maintained
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Motivation
Motivation comes fromenthusiasm, zeal,
confidence in individuals
or groups that they will
be able to cope with thetasks assigned to them.
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MotivationMotivation objective:
The purpose of motivation is To create conditions in which people are willing to
work with zeal, initiative, interest and enthusiasm, with high personal and group moral satisfaction, with a sense of responsibility, loyalty and
discipline with pride and confidence in a most cohesive
manner so that the goals of an organization areachieved effectively.
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Motivation EXAMPLES: MOTIVATIONALPRACTICES
Japanese Companies: Employees meet regularly to hearinspirational speeches, sing company songs, & chant thecorporate litany.
Procter & Gamble: Encourages competition among brandmanagers; system breeds people who love to compete and excel.
MARS: Every employee, including the president, gets a weekly10% bonus by coming to work on time each day that week.
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Motivation
The crux of motivation management is
- to understand that employees are motivated by what,creating condition in which people are willing to work withzeal, initiative, interest and enthusiasm, with highpersonal and group morale satisfaction with sense ofresponsibility, loyalty and discipline.
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Motivation
Managers can motivate employees by setting in
motion, the three conditions required formotivation
confidence,
trust and satisfaction
and by creating an environment that reinforcesthose conditions.
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Motivation 1. Confidence-
Managers can improve motivation by assigning
work to employees that they naturally do welland that they enjoy.
When employees can do the job well naturally,
they know; they can perform and there will beno confidence problems.
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Motivation
2.Trust - Employees face a major motivational roadblock when
they believe,
"Outcomes are nottied to my performance.I will not get what
my performance deserves."
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Motivation
Trust problems cannot be corrected quickly. It takes timeto build trust and courage for managers to give employeeswhat their performance deserves.
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Motivation
A parent who tells two children they can have ice cream ifthey clean their rooms, and then lets both have the rewardwhen only one completes the task.
This teaches both children that they do not have to performto get what they want.
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Motivation
Reward only high performers
to motivate another
(non performer or
poor performer)
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Motivation3. Satisfaction
"The outcomes offeredto me are not satisfying.
I'm not getting what
I want from my job."
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MotivationI can do the job (confidence)and that outcomes will be
tied to performance (trust),
outcomes will be acceptable
and satisfactory
Satisfaction
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Techniques of motivation: Financial
Non-financial
Financial Motivators:
-connected directly and indirectly with money.
example:- Wages and salary, bonus, profit-sharing,
leave with pay, medical reimbursement, etc.
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Techniques of motivation:
Non-financial motivators:
- not connected with monetary rewards;
example:-
Reward of enhanced position, which can be
secured in the work organization etc.
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Techniques of motivation:
Common non-financial motivators are:
Appraisal, praise and prestige. Status and pride.
Competition
Delegation of authority
Participation
Job security
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Techniques of motivation: Common non-financial motivators are: (cont)
Job enlargement. Job rotation.
Job loading
Job enrichment
Reinforcement
Quality of work life.
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Techniques of motivation:
Appraisal, praise and prestige:- When an employee does his work well, he wants it to be
praised and recognized by his boss and fellow-workers.
Praise seems to have
its greatest value when
given and received
as recognition.
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Techniques of motivation: Recognition satisfies human need for esteem by others and
self-esteem.
Recognition may be shown in the form of
praise, of a pat on the back of the employee
or a recommendation for a pay raise,
promotion or responsibilities.
Recognition may be given bythe awards.
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Techniques of motivation: Awards may be given in form of
shield, certificate,
special privilegesor by honoring
certain individual
or team.
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Techniques of motivation: Status and pride:
-refers to the social rank of a person, and satisfies social
and egoistic needs.
Management often tries to satisfy these needs byestablishing status symbols and distinctions in itsorganization providing various facilities.
like separate chamber or cabin, easy chairs, suitable andcostly furniture, separate stenographer, a few peons and apersonal assistant etc.
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Techniques of motivation: Competition:
-widely used motivation technique in organization.
Individuals do compete with one another if they feel theyhave chances of winning and satisfying their ego.
competition may be in regard to sales production, orsafety measures. The person who is adjudged the best isawarded.
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Techniques of motivation: Delegation of authority:
An authority is the right to act, to direct, and to useresources needed to properly perform the job.
The delegation of a substantial amount
of responsibility to execute a given task
often proves to be a strong motivating
force.
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Techniques of motivation:A management may encourage employees to help in such areaof decision -making as production methods,
material handling, safety measures,
cost reduction,
employee-management problems,
and improvement in working conditions.
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Techniques of motivation: Job security:
an employee would continue on the job in the same plant orelsewhere, and that he shall enjoy economic and social
security through health and welfare programmesproviding security
against sickness,
unemployment,
disability,
old age and death.
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Techniques of motivation: Job enlargement:
-employee perform more varied tasks,
the idea being to make the job less monotonous.
-Job enlargement can be used (by managers) to make workmore interesting (for employees) by increasing the numberand variety of activities performed.
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Techniques of motivation: Job loading:
-job loading assumes that if employees are given more work
at the same level at which they are currently performing(larger areas of responsibility), they will be motivated towork harder and also be more satisfied with their work.
-The worker is motivated because his job is more
challenging and more meaningful.
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Techniques of motivation: Job enrichment:
-changing or improving a job.
-provides opportunity for greater recognition, advancement,growth and responsibility.
-less specialized and more enriched by giving more autonomy
and by allowing him to do much of the planning.
The goal of job enrichment is not merely to make the workmore varied but to make every employee a manager.
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Techniques of motivation: Reinforcement:
-a powerful motivation tool.
-built on two principles:
i.) the behavior which appears to lead to a positive consequence(or reward ) tends to be repeated; and
ii.) therefore, by providing the properly scheduled rewards, itis possible to influence peoples behavior.
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Techniques of motivation:
Positive and negative reinforcement focus on gettingemployees to learn the desired behavior.
On the other hand, punishment focus on unlearning theundesired behavior and cannot be of much use in teachingpersons the correct, desired behavior.
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Techniques of motivation:Quality of work life (QWL):
Quality of work life means different things to different
persons.
The degree to which members of a work organization areable to satisfy important personal needs through theirexperiences in the organization.
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Techniques of motivation:
For example, to a worker on an assembly line, it may justmean a fair days pay, safe working condition, and asupervisor who treats him with dignity.
To a young new entrant, it may mean opportunity foradvancement, creative tasks and a successful career.
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Techniques of motivation: Factors contributing quality of work life-
- Adequate and fair compensation
- A safe and healthy environment
- Growth and security of job
- An environment in which employees develop
self-esteem and a sense of identity
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Techniques of motivation:
Quality of work life covers all aspects ofworkers life with special reference to hisinteraction with his work and his workingenvironment.
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Motivation Theories:
1.) Intrinsic motivation theory
2.) Extrinsic motivation theory
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Motivation Theories:Intrinsic motivation theory:
Intrinsic: A persons internal desire to do something, due
to such things as interest, challenge, andpersonal satisfaction.
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Motivation Theories:
Intrinsic Motivators - the sources of satisfaction
Intrinsic factors; Achievement
Recognition
Challenging, varied or interesting work
Responsibility
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Motivation Theories:intrinsic motivation theory (cont)
Employees are motivated to do a particular taskbecause of the pleasure or satisfaction that theyget in performing the task itself.
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Motivation Theories:intrinsic motivation theory (cont)
Intrinsic motivation comes from within anindividual rather than from extrinsic rewards(such as monetary incentives etc).
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Motivation Theories:intrinsic motivation theory (cont)
An employee who tends to be intrinsically motivatedcould be motivated by internal factors such as
recognition,
responsibility,
growth and
advancement
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Motivation Theories:intrinsic motivation theory (cont)
Example;
An intrinsically motivated person will perform a task given tohim willingly, because he might find the task challenginginteresting and satisfied with completing it (not with theintention of getting rewards).
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Motivation Theories:intrinsic motivation theory (cont)
Intrinsic motivation leading to highly valued outcomes such as creativity,
quality,
spontaneity,
and vitality/ liveliness
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Motivation Theories:intrinsic motivation theory (cont)
Example;
Children are born with a basic undifferentiated intrinsic
motivation, the need for being competent and self-determining [as well as socially related] in relation to theirenvironmentAs a result of the interaction with theenvironment the basic undifferentiated intrinsic motivationbecomes differentiated into specific intrinsic motives suchas achievement, self-actualization, etc
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Motivation Theories:intrinsic motivation theory (cont)
Include behaviors, based on the feeling that one mustbehave in accordance with certain rules, norms, andprinciples without pursuing external rewards.
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Motivation Theories:intrinsic motivation theory (cont)
Intrinsic consequences are the natural and automatic resultsof responding.
People are intrinsically motivated for some activities and notothers, and not everyone is intrinsically motivated for any
particular task.
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Motivation Theories
Employees are involved in performing a particular taskbecause of the external rewards that gives themsatisfaction and pleasure, and not because they areinterested in it.
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Employee Morale
Factors affecting employee morale:
The organization:Organization influences a workers attitude to his job.The public reputation of an organization may build upemployees attitude and morale towards organization .
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Employee Morale Nature of work:
many job of a routine or specialized nature make for the
boredom of the employee. Nature of work influences theattitude of employee.Like
Forced uniform pacing condition, e.g. assembly-lineoperations moving at constant speed;
Repetition and short-term cycles condition (repeating thesame task over and over again)
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Employee Morale Leadership:
how employee feel towards a senior (respect/ neglect/
etc.) .
Work environment: work environment is related to allaspects of working condition, like required resources,facilities, favorable condition, proper machines, security,
good co-workers, relation with management etc.
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Employee Morale The employee:
personal values of an employee, his off-the job activities
(whether his family life is happy or not) affects hisperformance on the job, and therefore his morale.
Co- worker: feelings and relation with team or colleaguealso affects the morale of employee.
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Employee Morale Perception of self:
how employees perceive themselves influences their
attitude to the organizational environment.
For example, the morale of individuals who lack self-confidence or who suffer from a poor physical or mentalhealth is generally low.
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The end