leadership and motivating workers- cristine

8/6/2019 Leadership and Motivating Workers- Cristine

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LEADERSHIP AND MOTIVATING

WORKERS

Prepared by: Cristine N. Quijano


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fThe very concept ofLEADERSHIP is

inducing others to work toward an objective.

fThis is done through proper MOTIVATION.

fThis is important since high production can

result only from the cooperative and

enthusiastic efforts of willing employees.


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WHAT IS MOTIVATION?

MOTIVATIONfhypothesized cause of behaviour.

f -anchored by NEEDS that operate within an individualand GOALS in the environment which the individualmoves towards or away from.

fMotivation starts when a need is felt which leads to theidentification of a goal that will supposedly satisfy theneed.

To MotivateWorkers is to introduce a stimulus toachieve the desired behaviour.


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fNEEDS

f Needs creates tension to a person. Theamount of the tension is a function of how

strong the need is. When a person is

deprived of something for a significantperiod of time, the tension is greater.

fA need with a high expectation of achieving

is generally more motivating than one with

only a remote chance of being satisfied.


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GOALfdiminishes once the need is satisfied.

WhatshouldManagersdo?

fHelp workers to attain their goals through

appropriate deeds.


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THEORIES ONMOTIVATING PEOPLE


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MASLOWS NEED HIERARCHY

THEORY / NEED-RANKING THEORY

fdeveloped a widely adopted hierarchy of needs

fhierarchy of needs -needs arranged in order of

importance under the assumption that a lower

level must be satisfied before the next higher need

becomes a motivating factor )


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HEIRARCHY OF NEEDS


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fPhysiologicalNeedsAcquiring all

basic survival requirements such as food,

water and shelter.

fSafetyNeeds Obtaining protection

from physical harm, illness, economic

misfortune and unexpected emergencies.


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fSocialNeeds Securing friendships and

gaining acceptance by society.

fEgoNeeds / EsteemNeeds Attaining

self-Confidence and respect of others.

fSelf-Fulfillment Needs Becoming all

one is capable of becoming. Bringing out

his full potential and achieving his goals to

his own level of satisfaction.


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fMaslow successfully identified several classes

of needs that are important source of work

motivation however strict ordering in

sequence in which needs are felt does not

happen in reality, it depends from person to

person.


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HERZBERG TWO FACTOR MODEL

/TWO FACTOR NEED THEORY

fSuggested that factors influencing behaviour on job

can be classified in to two categories:

Maintenance Factors and Motivational

Factors.


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MAINTENANCE FACTOR

Factors that causes discontent when not satisfied.Needs that do not increase motivation when they are satisfied but do notdetract from motivation when they are not satisfied. Usually associatedwith general conditions in the work environment not the work itself

f Company Policiesand Administration

fInterpersonal Relationships

f Joband Financial Security

f Personal Life

f Qualityand CompetenceofSupervision

f Salary Level

fWorkEnvironment

fWorking Conditions


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MOTIVATION FACTOR

Factors that increase motivation when satisfied, but do not

necessarily lower morale when not fulfilled. Usually job oriented.

fAchievementfAdvancement

fRecognition

fResponsibility

fWork

fPossibilityofGrowth


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An individual whose behaviour is influenced motivational

factors is more likely to be content with less than complete

satisfaction of maintenance factors, but the reverse is not

true.

A highly motivated person will continue to be productive

when some of his work relationships are not ideal, while a

person striving just to satisfy his maintenance factors is easily

bothered by any deficiency in the work environment.


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B.F. SKINNERS BEHAVIORALIST -

REINFORCEMENTMODEL

fEmphasizes on reinforcement as a powerful managerialtool for controlling and shaping patterns of employeebehaviour.

fTiming and scheduling of reinforcement is at least asimportant as the absolute level of reinforcement.

f

Demonstrates the vital distinction betweenreinforcement and punishment.


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fReinforcement Can either be positive or

negative. This focuses on the desired behaviour

which gives the employee a great deal of

information.

fPunishment - disrupts undesired behaviour. It

carries no informational content about the desired

behaviour. The employee only knows that whatever

he is doing is wrong.


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END

leadership and motivating workers- cristine

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