Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

Morale and motivation ppt2

•
•
Joanna Valerie
Joanna Valerie

This document discusses various theories and approaches for motivating employees, including considering individual differences, matching people to jobs, setting goals, and linking rewards to performance. It outlines content theories like Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's three needs theory. Process theories covered include expectancy theory, equity theory, reinforcement theory, and goal setting theory. The key takeaway is that managers should use both intrinsic and extrinsic motivators to maximize employee performance.

Related slideshows

Motivating Administrative Staff
Motivating Administrative StaffMotivating Administrative Staff
Motivating Administrative Staff
 
Motivation
MotivationMotivation
Motivation
 
Morale and motivation
Morale and motivationMorale and motivation
Morale and motivation
 
1 of 41
MORALE AND MOTIVATION Joanna Valerie B. Gacutan EM202 Personnel Management Chapter 12 Part II
SUGGESTIONS FOR MOTIVATING EMPLOYEES Morale and Motivation 2 Chapter 12 Part II
1. RECOGNIZE INDIVIDUAL DIFFERENCES Employees are not homogenous; they have different needs, differ in terms of attitudes, personality, and other important individual variables that affect the employees’ level of motivation. Morale and Motivation 3 Chapter 12 Part II
2. MATCH PEOPLE TO JOBS e.g high achievers should be sought for a job of running a business. Such jobs are most attractive and motivating to employees with higher growth. Morale and Motivation 4 Chapter 12 Part II
3. USE GOALS Managers should ensure that employees have hard specific goals and feedback on how well they’re doing in pursuit of those goals. Morale and Motivation 5 Chapter 12 Part II
4. ENSURE THAT GOALS ARE PERCEIVED AS ATTAINABLE … or else it will reduce employees’ effort. Morale and Motivation 6 Chapter 12 Part II
5. INDIVIDUALIZE REWARDS Because employees have different needs, what acts as a reinforcer for one may not be for another. Morale and Motivation 7 Chapter 12 Part II
6. LINK REWARDS TO PERFORMANCE Key rewards such us pay increase and promotions should be given to serve as incentive to the employees to attain their specific goals. Morale and Motivation 8 Chapter 12 Part II
7. CHECK THE SYSTEM FOR EQUITY Employees should perceive that rewards or outcomes are equal to the inputs given. This simply means that experience, ability, effort, and other obvious inputs should explain differences in pay, responsibility, and other obvious outcomes. Morale and Motivation 9 Chapter 12 Part II
8. DON’T IGNORE MONEY Allocation of performance- based wage increase, piecework bonuses, and other pay incentives is important in determining employee motivation. Morale and Motivation 10 Chapter 12 Part II Edwin Locke. Equity Theory and Compensation Policy. Personnel Administration
THINGS TO CONSIDER IN MOTIVATION www.zigonperf.com Morale and Motivation 11 Chapter 12 Part II
Morale and Motivation 12 1. Most managers think that money is the top motivator but it is not. • Studies have shown that praise and recognition motivate employees to put forth their best efforts to perform at higher levels. 2. In a study of potential workforce motivators by Dr. Gerald Graham, professor of management at Wichita State University , three of the top five incentives ranked by employees had no cost, even though they were seldom done by employees’ managers: a) A personal thank you b) A written thank you c) Public praise Chapter 12 Part II
Morale and Motivation 13 3. The greatest impact in using formal awards comes from their symbolic value; • Recognition value • Emotional value Formal awards lend credibility to more spontaneous, informal rewards used regularly by management. 4. Recognizing performance will result in more of that behavior and that is also when it means the most to employees. Chapter 12 Part II
Morale and Motivation 14 5. Managers do not tend to focus on an employee motivation until it lost. Morale sinks, employees quit, and then management scramble to figure out ways to energize and motivate employees. At this point, regenerating poor morale is much more difficult than doing little things along way to keep it high. Chapter 12 Part II
TWO APPROACHES TO WORK MOTIVATION Morale and Motivation 15 Chapter 12 Part II
1 Content Approach 2 Process Approach Morale and Motivation 16 Chapter 12 Part II
CONTENT APPROACH • This approach includes models of motivation that address the question: What motivates the behavior? • This approach emphasizes the “what” of the employee motivation. Morale and Motivation 17 Chapter 12 Part II
1. HIERARCHY OF NEEDS THEORY BY ABRAHAM MASLOW Morale and Motivation 18 He hypothesized that people have a complex set of five categories of needs which he arranged in order of primacy. He suggested that, as a person satisfies each level of needs, motivation shifts to satisfying the next higher level of needs. 1
Morale and Motivation 19
2. ERG MODEL by Clay Alderfer Morale and Motivation 20 This is a theory of human motivation that focuses on three groups of needs that form a hierarchy 1
Morale and Motivation 21
3. THREE NEEDS THEORY by David McClelland Morale and Motivation 22 This is theory proposed that there are three major motives or needs in work situations
Morale and Motivation 23
4. MOTIVATION HYGIENE THEORY by Frederick Herzberg Morale and Motivation 24 This theory suggests that distinct kinds of experience produce job satisfaction (motivators) and job dissatisfaction (hygiene factors)
Morale and Motivation 25
PROCESS APPROACH • This approach includes models of motivation that emphasizes on how and why people choose certain behaviors in order to meet their personal goals. Morale and Motivation 26 Chapter 12 Part II
Morale and Motivation 27 1. EXPECTANCY THEORY by Victor Vroom This is based on the assumption that people choose among alternative behaviors because they anticipate that a particular behavior will lead to one or more desired outcomes and that other behaviors will lead to undesirable outcomes.
Morale and Motivation 28
Morale and Motivation 29 2. EQUITY THEORY by John Stacey Adams This is based on the assumption that a major factor in job satisfaction is the individual’s evaluation of the equity or fairness of the reward received.
Morale and Motivation 30
Morale and Motivation 31 3. REINFORCEMENT THEORY by B.F. Skinner This is theory is based on the “law of effect”, the idea that the behavior with positive consequences tends to be repeated, while behavior with negative consequences tends not to be repeated.
Future Response •Repeated or not to be Repeated Consequences • Rewards or Punishments Response • Behavior Stimulus • Situation Morale and Motivation 32
Morale and Motivation 33 a. Do not reward all individuals equally. b. Telling employees what they can do to receive reinforcement. c. Telling what they are doing wrong. d. Not punishing employees in front of others. e. Being fair to all. This theory can be applied by using positive reinforcement to influence work behavior.
Morale and Motivation 34 4. GOAL SETTING THEORY by Edwin Locke This assumes that specific goals increase performance, and difficult goals, when accepted, result in higher performance than easy goals.
Morale and Motivation 35 Establishment of standards to be attained Evaluation of whether the standards can be achieved Evaluation of whether the standards match personal goals The standards are accepted • The goal is thereby set • Behavior proceeds toward the goal
Morale and Motivation REWARDS AND PERFORMANCE AT GROUP LEVEL Chapter 12 Part II
Ability to perform is handled primarily through the organization’s selection and training mechanisms. The environmental context includes such things as equipment, machinery, materials, information, and other support factors. What can be done to motivate employees for these employees to perform their job effectively and efficiently. Morale and Motivation 37
Presentation Title 38
Presentation Title 39
Morale and Motivation 40
THANK YOU! Joanna Valerie B. Gacutan EM202 Personnel Management Chapter 12 Part II

More Related Content

Morale and motivation ppt2

  • 1. MORALE AND MOTIVATION Joanna Valerie B. Gacutan EM202 Personnel Management Chapter 12 Part II
  • 2. SUGGESTIONS FOR MOTIVATING EMPLOYEES Morale and Motivation 2 Chapter 12 Part II
  • 3. 1. RECOGNIZE INDIVIDUAL DIFFERENCES Employees are not homogenous; they have different needs, differ in terms of attitudes, personality, and other important individual variables that affect the employees’ level of motivation. Morale and Motivation 3 Chapter 12 Part II
  • 4. 2. MATCH PEOPLE TO JOBS e.g high achievers should be sought for a job of running a business. Such jobs are most attractive and motivating to employees with higher growth. Morale and Motivation 4 Chapter 12 Part II
  • 5. 3. USE GOALS Managers should ensure that employees have hard specific goals and feedback on how well they’re doing in pursuit of those goals. Morale and Motivation 5 Chapter 12 Part II
  • 6. 4. ENSURE THAT GOALS ARE PERCEIVED AS ATTAINABLE … or else it will reduce employees’ effort. Morale and Motivation 6 Chapter 12 Part II
  • 7. 5. INDIVIDUALIZE REWARDS Because employees have different needs, what acts as a reinforcer for one may not be for another. Morale and Motivation 7 Chapter 12 Part II
  • 8. 6. LINK REWARDS TO PERFORMANCE Key rewards such us pay increase and promotions should be given to serve as incentive to the employees to attain their specific goals. Morale and Motivation 8 Chapter 12 Part II
  • 9. 7. CHECK THE SYSTEM FOR EQUITY Employees should perceive that rewards or outcomes are equal to the inputs given. This simply means that experience, ability, effort, and other obvious inputs should explain differences in pay, responsibility, and other obvious outcomes. Morale and Motivation 9 Chapter 12 Part II
  • 10. 8. DON’T IGNORE MONEY Allocation of performance- based wage increase, piecework bonuses, and other pay incentives is important in determining employee motivation. Morale and Motivation 10 Chapter 12 Part II Edwin Locke. Equity Theory and Compensation Policy. Personnel Administration
  • 11. THINGS TO CONSIDER IN MOTIVATION www.zigonperf.com Morale and Motivation 11 Chapter 12 Part II
  • 12. Morale and Motivation 12 1. Most managers think that money is the top motivator but it is not. • Studies have shown that praise and recognition motivate employees to put forth their best efforts to perform at higher levels. 2. In a study of potential workforce motivators by Dr. Gerald Graham, professor of management at Wichita State University , three of the top five incentives ranked by employees had no cost, even though they were seldom done by employees’ managers: a) A personal thank you b) A written thank you c) Public praise Chapter 12 Part II
  • 13. Morale and Motivation 13 3. The greatest impact in using formal awards comes from their symbolic value; • Recognition value • Emotional value Formal awards lend credibility to more spontaneous, informal rewards used regularly by management. 4. Recognizing performance will result in more of that behavior and that is also when it means the most to employees. Chapter 12 Part II
  • 14. Morale and Motivation 14 5. Managers do not tend to focus on an employee motivation until it lost. Morale sinks, employees quit, and then management scramble to figure out ways to energize and motivate employees. At this point, regenerating poor morale is much more difficult than doing little things along way to keep it high. Chapter 12 Part II
  • 15. TWO APPROACHES TO WORK MOTIVATION Morale and Motivation 15 Chapter 12 Part II
  • 16. 1 Content Approach 2 Process Approach Morale and Motivation 16 Chapter 12 Part II
  • 17. CONTENT APPROACH • This approach includes models of motivation that address the question: What motivates the behavior? • This approach emphasizes the “what” of the employee motivation. Morale and Motivation 17 Chapter 12 Part II
  • 18. 1. HIERARCHY OF NEEDS THEORY BY ABRAHAM MASLOW Morale and Motivation 18 He hypothesized that people have a complex set of five categories of needs which he arranged in order of primacy. He suggested that, as a person satisfies each level of needs, motivation shifts to satisfying the next higher level of needs. 1
  • 20. 2. ERG MODEL by Clay Alderfer Morale and Motivation 20 This is a theory of human motivation that focuses on three groups of needs that form a hierarchy 1
  • 22. 3. THREE NEEDS THEORY by David McClelland Morale and Motivation 22 This is theory proposed that there are three major motives or needs in work situations
  • 24. 4. MOTIVATION HYGIENE THEORY by Frederick Herzberg Morale and Motivation 24 This theory suggests that distinct kinds of experience produce job satisfaction (motivators) and job dissatisfaction (hygiene factors)
  • 26. PROCESS APPROACH • This approach includes models of motivation that emphasizes on how and why people choose certain behaviors in order to meet their personal goals. Morale and Motivation 26 Chapter 12 Part II
  • 27. Morale and Motivation 27 1. EXPECTANCY THEORY by Victor Vroom This is based on the assumption that people choose among alternative behaviors because they anticipate that a particular behavior will lead to one or more desired outcomes and that other behaviors will lead to undesirable outcomes.
  • 29. Morale and Motivation 29 2. EQUITY THEORY by John Stacey Adams This is based on the assumption that a major factor in job satisfaction is the individual’s evaluation of the equity or fairness of the reward received.
  • 31. Morale and Motivation 31 3. REINFORCEMENT THEORY by B.F. Skinner This is theory is based on the “law of effect”, the idea that the behavior with positive consequences tends to be repeated, while behavior with negative consequences tends not to be repeated.
  • 32. Future Response •Repeated or not to be Repeated Consequences • Rewards or Punishments Response • Behavior Stimulus • Situation Morale and Motivation 32
  • 33. Morale and Motivation 33 a. Do not reward all individuals equally. b. Telling employees what they can do to receive reinforcement. c. Telling what they are doing wrong. d. Not punishing employees in front of others. e. Being fair to all. This theory can be applied by using positive reinforcement to influence work behavior.
  • 34. Morale and Motivation 34 4. GOAL SETTING THEORY by Edwin Locke This assumes that specific goals increase performance, and difficult goals, when accepted, result in higher performance than easy goals.
  • 35. Morale and Motivation 35 Establishment of standards to be attained Evaluation of whether the standards can be achieved Evaluation of whether the standards match personal goals The standards are accepted • The goal is thereby set • Behavior proceeds toward the goal
  • 36. Morale and Motivation REWARDS AND PERFORMANCE AT GROUP LEVEL Chapter 12 Part II
  • 37. Ability to perform is handled primarily through the organization’s selection and training mechanisms. The environmental context includes such things as equipment, machinery, materials, information, and other support factors. What can be done to motivate employees for these employees to perform their job effectively and efficiently. Morale and Motivation 37
  • 41. THANK YOU! Joanna Valerie B. Gacutan EM202 Personnel Management Chapter 12 Part II