Bài giảng Management - Unit 9 Motivating people

1MOTIVATING PEOPLE Ngô Quý Nhâm, MBA Unit 9 NGO QUY NHAM, MBA Lecture outline  Maslow’s Hierarchy of Needs.  Alderfer’s E.R.G. Theory  Herzberg’s Two-factor Theory.  Motivation and job design  Expectancy Theory 2NGO QUY NHAM, MBA What is motivation?  Motivation is the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need.  Characteristics of motivation:  High effort  Maintained effort  Directed by organizational goal NGO QUY NHAM, MBA  Content theories  explain why people have different needs at different times  Process theories  describe the processes through which needs are translated into behaviour Content vs. Process Motivation Theories 3NGO QUY NHAM, MBA Needs Hierarchy Theory Needs Hierarchy Theory Self- Actualization Esteem Social Safety Physiological  Maslow arranged five needs in a hierarchy  Each level (need) must be substantially satisfied before the next is activated  Once a need is substantially satisfied it no longer motivate behaviour H ig he r- or de r Lo w er -o rd er NGO QUY NHAM, MBA ERG Theory Needs Hierarchy Theory ERG Theory Self- Actualization Esteem Social Safety Physiological Growth Relatedness Existence  Alderfer’s model has three sets of needs  Adds frustration- regression process to Maslow’s model 4NGO QUY NHAM, MBA Content Theories of Motivation Self- Actualization Esteem Social Safety Physiological Motivator--Hygiene Theory Motivators Hygiene's ERG Theory Needs Hierarchy Theory Growth Relatedness Existence 1. Achievement; 2. Recognition; 3. Responsibility; 4. Promotion prospects 5. Work itself. - Job Satisfaction 1. Pay; Salaries 2. Relations with oothers 3. Type of supervision; 4. Company policy; 5. Physical working conditions; 6. Fringe benefits. H ig he r- or de r Lo w er -o rd er NGO QUY NHAM, MBA Contemporary theory of motivation  Three – needs theory  Need for achievement Strive for personal achievement  Need for power Desire to have impact and to be influential  Need for affiliation Desire to be liked and accepted by others 5NGO QUY NHAM, MBA Specific Relevant Challenging Task Effort Task Performance Effective Goal Setting Theory Participation Commitment NGO QUY NHAM, MBA Area of Optimal Goal Difficulty High Ta sk P er fo rm an ce Low Moderate Challenging Impossible Effect of Goal Difficulty on Performance Goal Difficulty 6NGO QUY NHAM, MBA Motivation and Job design  The motivational approach to job design focuses on the job characteristics that affect the psychological meaning and motivational potential of job design.  A focus on increasing job complexity through:  job enlargement,  job enrichment,  the construction of jobs around sociotechnical systems. NGO QUY NHAM, MBA Work motivation Growth satisfaction General satisfaction Work effectiveness Job Characteristics Model Feedback from job Knowledge of results Skill variety Task identity Task significance Meaningfulness Autonomy Responsibility Critical Psychological States Core Job Characteristics Outcomes 7NGO QUY NHAM, MBA Job Design Strategies  Combining tasks  Increasing skill variety and task identity  Forming natural work units  completing an entire task  assigning employees to specific clients  Empowering employees  giving employees more autonomy  feeling of control and self-efficacy  Establishing client relationships  employees put in direct contact with clients  Open feedback channels  Employees should receive feedback directly NGO QUY NHAM, MBA E-to-P Expectancy P-to-O Expectancy Outcomes & Attractiveness Outcome 1 + or - Effort Performance Outcome 3 + or - Outcome 2 + or - Expectancy Theory of Motivation 8NGO QUY NHAM, MBA Expectancy Theory in Practice  Increasing the E-to-P expectancy  training, selection, resources, clarify roles, provide coaching and feedback  Increasing the P-to-O expectancy  Measure performance accurately, explain how rewards are based on past performance  Increasing outcome attractiveness of reward  Use valued rewards, individualize rewards, minimize counteragent outcomes