Motivation

Mr Ahern

ObjectivesBy the end of these two sessions you will be able to

• Analyse appropriate motivational techniques for teams and individuals

• Evaluate the links between the styles of management and leadership employed, and staff motivation

• Approach with confidence the requirements of the unit assignment

Why do businesses want motivated people?

They work harder

They do a better job

They take less sick time

They need less supervision ....

So what are “motivating” factors?

• What motivates you?

Achievement RecognitionRewards StatusSuccess/Winning Not winning!Good leadership Poor leadership! Praise AdvancementMoney/pay ApprovalDevelopment SatisfactionFear Threat/dangerSecurity SurvivalGreed PowerPeers/team-mates friends/familyPersonality Leadership

Classification for Motivation

• Economic Rewards– Pay, benefits, pension, security

• Instrumental – concerning ‘other things’

• Intrinsic Satisfaction– Interest in job, personal development

• Personal – concerning ‘oneself’

• Social Relationships– Friendship, affiliation, status, dependency

• Relational – concerning ‘other people’

Overview of Motivation Theories

Theories from Human Relations approach

• All build upon findings from Mayo and Hawthorne experiments

• We will consider: -– Maslow

– Herzberg– McGregor

Maslow’s Hierarchy of Needs

Maslow and the hierarchy of needs

• Abraham Maslow argued that everyone has the same needs

• All of these could be put into a hierarchy• Lower order needs are physiological - such

as food and shelter• Once an employee has earned enough to

satisfy these needs they are no longer motivated by them ....

Maslow’s Hierarchy of Needs

• Physiological needs• Oxygen, food, water, sleep etc..

• Safety needs• Security, free from danger and attack

• Love needs (social needs)• Affection, friendship, social belonging, love

• Esteem needs (Ego needs)• Self-respect, respect, status, appreciation

• Self-actualisation needs• Realisation of one’s full potential

Maslow’s Hierarchy of Needs

What was Maslow’s influence?

• Had a huge impact on management training and the growth of “personnel management” (human resources management) ; still very influential

• Task – consider how businesses can respond to this theory (see handout)

• Two other major writers followed – F. Herzberg and D. McGregor

Herzberg – motivating factors and hygiene factors

• F Herzberg conducted research in the 1950s into “job satisfaction”

• Discovered through experiments the major factors that stood out as “strong determinants” of job satisfaction and motivation, and the other, separate factors that can cause demotivation but DO NOT motivate people

What did Herzberg conclude?

• The motivators concerned the job itself

• The demotivators were factors surrounding the job

• These demotivators were called “hygiene factors”

• “Care to fulfil hygiene factors prevents job dissatisfaction”

Douglas McGregor

• Theory X

• Theory Y

• Exercise

Motivation in Practice

Financial or Non Financial Rewards?

• Taylor's scientific management approach leads us to believe that money is an important motivator.

• McGregor says that if workers are viewed through theory X then they will be motivated by money and fear

• Mayo and the Human Relations approach as well as McGregor's theory Y leads us to believe that non financial rewards can also motivate.

• What do you think?? All of these insights have something to offer – how do they relate to your own experience and what we have covered so far?

Use of financial rewards for motivation

Main Types are:

• Piece Rate work

• Hourly pay

• PRP

• Fringe Benefits

Piece Rate Work

• The simplest and perhaps the most efficient way of motivating workers from a “scientific management” perspective

• Workers are paid for the amount they produce

• Thus the firm aims to ensure that they get the maximum output from each employee because if the employee doesn’t work they do not earn money

What sort of firm could this apply to?

• Could it work with lower level employees such as production operatives who would be classed as theory X - i.e. they only go to work for money?

• Would it work with workers who are likely to be better qualified and are motivated by other things?

Hourly Pay

• Paid for the number of hours worked• Allows for overtime and double time etc• May be favoured by theory X style leaders?• Theory Y would favour an annual salary

and non – financial approaches to motivation .....

• Think about “your own organisation” – is hourly pay used in some parts and salary in other parts? Why?

Performance Related Pay

• A similar thing to piece rate?• Staff paid a bonus related to either how well

the business has done or how well a particular department has done – or their own individual performance....

• Should workers get a share of the profits?• Can it help to build a good team spirit

throughout the business?

Fringe Benefits

• These are more generally associated with higher level employees such as managers etc

• Can include all manner of things such as pension schemes, cars, etc ..

• Other examples?

• Would they motivate you?

Non Financial Rewards

• Recognition, “symbols” ...

• These rewards can again be associated with all levels of work

• They are however designed more to suit the higher levels of Maslow`s hierarchy i.e. love and belonging, self esteem and self actualisation.

Examples of non financial rewards

• Job enrichment

• Job Rotation

• Training / secondments / placements

• Multiskilling

• Assistance in achieving a satisfactory work life balance

• Team Working

Team Working

• Can we give teams more power to decide how work is distributed and to solve their own problems?

• Links with “empowerment” ...

Task• Working in pairs / small groups discuss

some of the questions and issues you have with the motivation of individuals or groups.

• What theories of motivation do you find particularly relevant or helpful – and are there any where you need further explanation?

• Prepare at least one question or contribution to be discussed by the whole group.

Key Points to Note

• Individuals are not all motivated by the same things –there is not a “one-size-fits-all” answer to motivating staff

• Removal of dissatisfaction doesn’t lead to positive motivation

• Work content and self esteem considerations are usually more significant than physical context

Summing up• People’s behaviour is determined by what

motivates them.

• Their performance is a product of both ability level and motivation.

• Managers must encourage staff to direct their efforts towards the successful attainment of the goals and objectives of the organisation.

• Individuals have varying needs and expectations – what works with some people might not work with others.

So ...

• How do good managers / leaders find out the needs and expectations of team members, and aim to satisfy them?

• Links between good leadership and management, and motivated staff…

At the end of today’s class..• You can analyse appropriate

motivational techniques for teams and individuals

Tomorrow –

• We will evaluate the links between the styles of management and leadership employed, and staff motivation, and relate all this to the requirements of the unit assignment

Objectives - recapBy the end of these two sessions you will be able to

• Analyse appropriate motivational techniques for teams and individuals

• Evaluate the links between the styles of management and leadership employed, and staff motivation

• Approach with confidence the requirements of the unit assignment

Quick revision

• Taylor

• Mayo

• Maslow

• McGregor

• Herzberg

1. “TELLS”

• The Manager decides and announces the decision.

2. “SELLS”

• The manager decides and then 'sells' the decision to the group.

3. “PRESENTS”

• The manager presents the decision with background ideas and invites questions.

4. “INVOLVES”

• The manager suggests a provisional decision and invites discussion about it.

5. “CONSULTS”

• The manager presents the situation or problem, gets suggestions, then decides.

6. “ENABLES”

• The manager explains the situation, defines the parameters and asks the team to decide.

7. “EMPOWERS”

• The manager allows the team to identify the problem, develop the options, and decide on the action, within the manager's received limits.