Principle of Management - Motivating Employees

Principle of Management, Fundamentals of management, Motivating employees

1. MOTIVATING EMPLOYEES PRINCIPLE OF MANAGEMENT Copyright: University Kuala Lumpur (Malaysian Institute of Aviation Technology)

2. Its refers to the force either within or external to a person that arouse enthusiasm and persistence pursue a certain course action. Employee motivation affects productivity and parts of manager job is to channel motivation towards the accomplishment of organizational goals. “ MOTIVATION IS ABOUT CULTIVATING YOUR HUMAN CAPITAL.THE CHALLENGE LIES NOT IN THE WORK ITSELF,BUT IN YOU,THE PERSON WHO CREATES AND MANAGES THE WORK ENVIRONMENT. MOTIVATION

3. CONCEPT OF MOTIVATION People have needs such as for recognition, achievement and monetary gain. Its will create an internal tension that motivates specific behaviour with which to fulfill the need.

4. “ THERE ARE TWO THINGS PEOPLE WANT MORE THAN RELATION AND MONEY..RECOGNITION AND PRAISE” -MARY KAY ASH,FOUNDER MARY KAY COSMETICS

5. THEORY OF MOTIVATION EMPLOYEE Abraham Maslow Clayton Alderfer Frederick Herzberg David McClelland

6. MASLOW’S HIERARCHY OF NEEDS Theory developed by Abraham Maslow. He proposed that people are motivated by multiple needs and that these needs exist in a hierarchical order.

7. ERG THEORY Clayton Alderfer proposed a modification of Maslow’s theory in an effort to simplify it and response to criticism of its lack of empirical verification.

8. The ERG and Maslow’s need hierarchy are similar because both are presume that individuals move up the hierarchy one step at time. The ERG model therefore is less rigid than Maslow’s need hierarchy, suggesting that individuals may move down as well as up the hierarvchy , depending to their ability to satisfy needs. Aldefer reduce the number of hierarchy to three and proposed that movement up the hierarchy is more complex, reflecting a frustration-regression principle. FRUSTRATION-REGRESSION PRINCIPLE The idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need.

9. Two-factor theory Develop by Frederick Herzberg. Herzbeg interviewed hundreds of workers about times when they were highly motivated to work and other times when they were dissatified and unmotivated .

10. ACQUIRED NEEDS Develop by David McClelland, proposed that certain type of needs are acquired during the individuals life time. In the words, people are not born with these needs to may learn them through their life experience.

11. PROCESS PERSPECTIVES ON MOTIVATION Process theory explain how people select behavioral action to meet their needs and determine whether their choice were successful. important in this area include goal-setting, equity theory, and expectancy theory.

12. GOAL-SETTING THEORY Described by Edwin Locke and Gary Latham, proposed that managers can increase motivation and enhance performance by setting specific, challenging goals, then helping their people track their progress towards goal achievement by providing timely feedback . People know what to work toward, so they can direct efforts towards the most important plan or activities to accomplish the goals.

13. Goal Specificity is the clarity and precision of the goals. Refers to the degree to which goals are concrete and unambiguous. Ex : what u want and when u want start and finished it. Goal acceptance means that employees have to buy into the goals and be committed to them. Having people participate insetting goals is a good way to increase acceptance and commitment. Ex : Manager and workers are running the bussiness together. Goal Difficulty is the extent to which a goal is challenging and requires effort. This means that you cannot have goals that you cannot reach, but at the same time you cannot have goals that are so easy that you surpass them quickly. You need to be realistic about the goals that you do set.

14. Equity Theory Focused on individuals perceptions of how fairly they are treated compared with others. Develop by J. Stacy Adams, proposed that people are motivated to seek social equity in the rewards they expect for performance. Ex ; people evaluate equity by a ratio of inputs to outcomes.

15. Expectancy Theory Expectancy theory says that motivation depends on two things--how much we want something and how likely we think we are to get it? Depends on the individual’s expectations about their ability to perform task and received desired rewards.

16. REINFORCEMENT PERSPECTIVE ON MOTIVATION

17. Reinforcement is defined as anything that causes a certain behaviors to be repeated or inhibited. Reinforcement theory is simply looks at the relationship between behavior and its consequences. Behavior modification is the technique by which reinforcement theory is used to modify human behavior.

18. Slow work rate Supervisor request faster work EMPLOYEE INCREASE WORK RATE EMPLOYEE CONTINUES SLOW WORK PRAISE EMPLOYEE RECOMMEND PAY RAISE AVOID REPRIMANDS, NEGATIVE STATEMENTS REPRIMAND EMPLOYEE MAKE NEGATIVES STATEMENTS WITHHOLDS RAISES,MERIT PAY,PRAISE

19. JOB DESIGN FOR MOTIVATION JOB SIMPLIFICATION Job rotation JOB ENRICHMENT JOB ENLARGEMENT

20. JOB SIMPLIFICATION This pursues task efficiency by reducing the number of tasks one person must do. Task are designed to be simple, repetitive and standardized. The worker has more time to concentrate on doing more of same routine task. Workers with low skill levels can perform the job, and the organization achieves a high level of efficiency. As a motivational technique, job simplification has failed. people dislike routine and boring jobs and react in a number of negative ways, including sabotage, absenteeism and unionization.

21. JOB ROTATION Systematically moves employee from one job to another, thereby increasing the number Of different task an employee performs without increasing the complexity of any one job. As companies break away from ossified job categories, workers can perform several jobs, thereby reducing labor cost and giving people opportunities to develop new skills. job rotation also gives companies greater flexibility. Ex ; Rotate job every several time.

22. Job enlargement Its combines a series of tasks into one new, broader job. This type of design is a response to the dissatisfaction of employee with oversimplified jobs. Instead of only one job, an employee may be responsible for three or four and will have more time to do them. Job enlargement provides job variety and a greater challenge for employees. Ex : Mechanics who changes the oil, greases the car, airs rhe tires, air filters.

23. JOB ENRICHMENT Based on Maslow’s need hierarchy and Herzberg’s two-factor theory. This incorporates high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement. In an enriched job, employees have control over the resources necessary for performing it, make decisions on how to do the work, experience personal growth , and set their own work pace. Enriched jobs have improved employee motivation and satisfaction, and the company has benefits from higher long-term productivity, reduce cost, and happier.

24. JOB CHARACTERISTIC MODEL

25. WHY WE NEED TO MOTIVATE EMPLOYEE

26. HUMMM….

27. HOW TO MOTIVATE EVERY EMPLOYEE BY McGRAW -HILL