most popular motivation theory
TRANSCRIPT
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MOTIVATION AND WORKDISCIPLINE & RULES
Presented by:
Moses Bazibu
Lecturer Faculty of Commerce
Makerere University Business SchoolKampala Uganda
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Objectives
Over view and definition of motivation.
Appreciate how to motivate employees to
improve performance. Understand the different views of
motivation.
To realize the different techniques ofmotivation.
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1.0 Introduction
At one time, employees were considered just another input into the production ofgoods and services.
What perhaps changed this way ofthinking about employees was research,
referred to as the Hawthorne Studies,conducted by Elton Mayo from 1924 to1932 (Dickson, 1973).
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Introduction Contd
This study found employees are notmotivated solely by money and employeebehavior is linked to their attitudes
(Dickson, 1973).
The Hawthorne Studies began the humanrelations approach to management,
whereby the needs and motivation ofemployees become the primary focus ofmanagers (Bedeian, 1993).
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Motivation has been defined as: thepsychological process that gives behaviorpurpose and direction (Kreitner, 1995);
A predisposition to behave in a purposivemanner to achieve specific, unmet needs(Buford, Bedeian, & Lindner, 1995);
An internal drive to satisfy an unsatisfied
need (Higgins, 1994); And the will to achieve (Bedeian, 1993).
2.0 Motivation defined
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For this paper, motivation is operationallydefined as the inner force that drivesindividuals to accomplish personal andorganizational goals.
That is, Work motivation refers toconditions which influence the arousal,
direction, and maintenance of behavioursrelevant in work settings.
Definition Contd
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3.0Role of Motivation
Why do we need motivated employees? Theanswer is survival (Smith, 1994).
Motivated employees are needed in our
rapidly changing workplaces. Motivated employees help organizations
survive. Motivated employees are moreproductive.
To be effective, managers need tounderstand what motivates employeeswithin the context of the roles theyperform.
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Role Contd
Of all the functions a manager performs,motivating employees is arguably themost complex. This is due, in part, to the
fact that what motivates employeeschanges constantly (Bowen &Radhakrishna, 1991). E.g. Researchsuggests that as employees' income
increases, money becomes less of amotivator (Kovach, 1987). Also, asemployees get older, interesting workbecomes more of a motivator.
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Content Theories of motivation
The Need Hierarchy Theory
The ERG Theory
McClellands perspective
Two Factor Theory Hertzberg.
The Process theories of Motivation
Expectancy Theory Victor Vroom
Equity Theory J- Stacy Adams
The reinforcement Theory B. F Skinner.
4.0 Different Views of
Motivation
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4.1 Content Theories of motivation
These focus on the content of an individualspersonal needs. These theories focus on individualunderlying factors that predispose them to behave
in certain ways. There is a belief that employeesbehave in ways that will lead to the satisfaction oftheir needs.
Content theories of work are attributed to scholarslike Abraham Maslow (NHT), Alderfer (ERGtheory), Mc clelland (n Ach. Theory) andHertzberg (Two factor theory).
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4.2 The Needs Hierarchy Theory
This is the most popular motivation theory thatmanagers use to motivate employees. The NHTis based on certain assumptions/premises.
Employees are motivated by a desire to satisfy severaltypes of needs.
Only needs which have not been satisfied can act asmotivators i.e. once a need is satisfied, it ceases to be
a motivator. Needs are arranged in a hierarchical order of
importance from the most basic physiological to morecomplex psychological needs.
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4.3 McClellands perspective
Mc Clelland focused his attention on three learnedneeds; I.e. The Need for achievement, Need foraffiliation and Need for power.
People with high need for achievement havecertain characteristics:
Set themselves moderately difficult goals to beaccomplished.
They like to take personal responsibility for work
results. They desire frequent feedback and consultation. Prefer a job in which success depends on effort
rather than chance.
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McClellandsContd
Need for Power refers to the desire to
influence others that it to exert control over
others. Such people seek for positions of
leadership in the groups which they work.
Need for Affiliation - Individuals with high
need for affiliation are motivated by
companionship. Such people seek out personal
approval from those they admire.
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4.3 The Process theories ofMotivation
These theories focus on the underlyingpsychological processes that generate motivationwithin individuals. There are two theories under
the process theories:1.Expectancy Theory Victor Vroom
This theory states that people are motivated
depending on their perceived a job expectancy.Expectancy theory suggests that people will bemotivated if they feel that performance will lead tocertain outcomes.
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ProcesstheoriesContd
2. Equity Theory J- Stacy Adams
This theory suggests that the motivation of
employees is influenced by the extent towhich they perceive they are treated fairly.Individual at work evaluate their inputsagainst a comparison person. A comparison
person is someone in a comparableorganisational situation the person can bewithin or outside the organisation.
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4.4 The reinforcement Theory B. F Skinner.
This theory explains the ways in which varioustypes of rewards and punishments influenceemployee behaviour and performance in
organisations. According to this theory, employeebehaviour is largely determined by itsconsequences, that is pleasant consequences tendto be repeated, while unpleasant consequencesare less likely to be repeated.
Therefore, managers should put rewards to highperformance and punishment to low performance.The underlying notion is issue of behaviouralreinforcement.
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5.0 Motivation Techniques
Management by Objectives
Job enlargement
Job rotation Behaviour Modification.
Flexitime
Part-Time Work and Job Sharing
Telecommuting
Employee Empowerment.
Self-Managed Work Teams
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TechniquesContd
5.1 Management by Objectives
The primary purpose of MBO is to clarify the
roles that the employees are expected to play inreaching the organization's goals. MBO allows
subordinates to participate in goal setting and in
performance- evaluation.
5.2 Behaviour Modification.
This is the use of a systematic program of
reinforcement to encourage desirable behavior.
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TechniquesContd
5.3 Job enlargement.
This Involves expanding a worker's assignments to
include additional but similar tasks. It increases job
scope; that is, it increases the number of different
operations required in a job.
Instead of only sorting the incoming mail by
department, for instance, a mail sorters job could be enlarged to include physically delivering the
mail to the various departments.
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TechniquesContd
5.4 Job rotation
This allow workers to diversify their activities to
offset boredom. There are two types of rotation:vertical and horizontal.
Vertical rotation relates to promotion and
demotions. When we talk about job rotation,
however, we are referring to the horizontal
variety, or what may be more accurately called a
lateral transfer.
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TechniquesContd
5.5 Flextime
This is a system in which employees set their own workhours within certain limits set by the employer.
Typically the firm establishes two bands of time: a)Core time is when all employees must be at work andb) Flexible time is the time employees may choosewhether to be at work.
5.6 Part-Time Work and Job SharingPart-time work is permanent employment in whichindividuals work less than a standard work week. Jobsharing is an arrangement whereby two people share
one full-time position.
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TechniquesContd
5.7 Telecommuting
A growing number of companies allow working athome all of the time or for a portion of the workweek.
5.8 Employee Empowerment
Empowerment means giving employees greaterinvolvement in their jobs and in the operations of theorganization by increasing their participation indecision making.
5.9 Self-Managed Work Teams
These are groups of employees with the authority andskills to manage themselves).
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6.0 Conclusion
The overall objective of human resourcemanagement is to make employees performmaximally.
Maximum performance can be achievedthrough employee motivation. Motivationleads to employee Commitment to work.Every manager has a task to create a
workforce that is committed to work. Thus, managers, we are concerned with
motivating workers to achieve higher levels ofproductivity.
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Thank You
Questions
Supplements
Clarifications Experiences
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DISCIPLINE
AND WORK
RULES
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Discipline & Rules defined
Discipline may be defined as ones being obedient,
self-controlled, and skilful. It is sometimes referred
to as the key to success you must be disciplined
to finish your work on time!
Rule is the statement of what can, should or must
be done on a given type of work. Rules set standardsof conduct and performance at work and make clear to
employees what is expected of them.
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Key points about rules &disciplinary procedures at work
Rules are necessary because they set standards. A gooddisciplinary procedure helps employees* keep therules, and helps employers deal fairly with those who
do not. Rules normally cover issues such as absence,
timekeeping and holiday arrangements, health andsafety, use of the organization's equipment andfacilities, misconduct, sub-standard performance, anddiscrimination, bullying and harassment.
Rules and procedures should be clear, and should preferably be put in writing and be known by allemployees.
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Key pointsContd
Management should aim to secure the involvement of
employees and any recognized trade union or other
employee representatives when rules and disciplinary
procedures are introduced or revised Rules should be reviewed from time to time and
revised if necessary.
Management should ensure that those responsible for
operating disciplinary rules understand them and
receive appropriate training.
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How should rules be drawn upand communicated?
It is therefore good practice to develop rules inconsultation with employees (via theirrepresentatives if appropriate) and those who will
have responsibility for applying them. The rules should be made clear to employees,
and ideally they should be given their own copy.
In a small organisation, it may be sufficient for
rules to be displayed in a prominent place. Inlarge organisations, it is good practice to include asection on rules in the organisation's handbook,and to discuss them during the inductionprogramme.
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RulesContd
Special attention should be paid to ensure thatrules are understood by any employees with littleexperience of working life (for instance young
people or those returning to work after a lengthybreak), and those whose English or reading abilityis limited.
Rules are more readily accepted and adhered to if
people understand the reasons for them. Forinstance, if an employee is required to wearprotective clothing, it is sensible to explain if thisis for a particular reason.
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RulesContd
Rules should apply to all employees at all levelsin the organisation.
The rules should not discriminate on the
grounds of sex, marital status, racial group,sexual orientation, religion or belief, disabilityor age.
Where a rule has fallen into disuse or has not been applied consistently, employees shouldalways be told before there is any change inpractice.
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Scope of work rules
Timekeeping 'clock-in' times & lateness.
Absence from work - authorizing absence,approval of holidays, notification of absence.
Health and safety - personal appearance anyspecial requirements regarding, for example,protective clothing, hygiene.
Use of organisation facilities - privatetelephone calls, computers, email and theinternet, etc.
Discrimination, bullying and harassment
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Disciplinary procedure
A disciplinary procedure is the means by which
rules are observed and standards are maintained.
It provides a method of dealing with anyshortcomings in conduct or performance and
can help an employee to become effective
again. The procedure should be fair, effective,
and consistently applied.
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Designing disciplinary procedures
Employers should always bear in mind the
requirements of natural justice. E.g., employees
should be informed of the allegations against
them, together with the supporting evidence, in
advance of the meeting.
Employees should be given the opportunity to
challenge the allegations before decisions arereached and should be provided with a right to
appeal.
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Qualities of Good disciplinary
procedures
Say who they apply to (if there are different rulesfor different groups).
Be non-discriminatory
Provide for matters to be dealt with speedily.
Allow for information to be kept confidential.
Tell employees what disciplinary action might be
taken. Say what levels of management have the
authority to take the various forms of disciplinaryaction.
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QualitiesContd
Require employees to be informed of the complaintsagainst them and supporting evidence, before anymeeting.
Give employees a chance to have their say before
management reaches a decision. Provide employees with the right to be accompanied.
Provide that no employee is dismissed for a first breachof discipline, except in cases of gross misconduct.
Require management to investigate fully before anydisciplinary action is taken.
Ensure that employees are given an explanation for anysanction and allow employees to appeal against adecision.
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Conclusion
Those responsible for using and operating thedisciplinary rules and procedures should be trained forthe task. Ignoring or circumventing the procedureswhen dismissing an employee is likely to have a
bearing on the outcome of any subsequent tribunalcomplaint.
Good training helps managers achieve positiveoutcomes, reducing the need for any furtherdisciplinary action. If the organisation recognizes tradeunions, it can be useful to undertake training on a jointbasis everyone then has the same understanding andhas an opportunity to work through the procedure,clarifying any issues that might arise.