MOTIVATING THE

WORKFORCEPRESENTED BY:

AGISTA ALIFFIONICITA SILVIA

Amadeus Consulting: Where Employees are the Company

Lisa Calkins and John Basso have created a company for which people are motivated to work for the long term.

Motivating the Workforce

What motivates employees to perform?How can managers boost morale?How do you maximize worker performance?How can you encourage creativity and innovation?

Nature of Human Relations

Determining what motivates employees to perform on the job is the focus of human relations.

Nature of Human Relations

Motivating the Workforce

•Motivation is an inner drive that directs a person’s behavior toward goals.

•A goal is the satisfaction of a need

•A need is the difference between a desired state and the actual state.

What is motivation?

Motivating the Workforce

The basic model of motivation shows that when a need exists, an individual engages in goal-directed behavior designed to satisfy that need.

Motivating the Workforce

Morale – an employee’s attitude toward his or her job, employer, and colleagues. High Morale

•High levels of productivity•High returns to stakeholders•Employee loyalty

Human Relations

Motivating the Workforce

High Morale•High levels of productivity•High returns to stakeholders•Employee loyalty

Low Morale•Absenteeism•Lack of commitment•High turnover

Motivating the Workforce

Motivating the Workforce

Morale Boosters:•Respect•Involvement•Appreciation•Compensation •Promotion•Pleasant work environment•Positive organizational culture

Motivating the Workforce

Google’s focus on happy, committed employees --•Massage therapy•Laundry service•Gourmet meals & snacks

Motivating the Workforce

Intrinsic rewards – personal satisfaction derived from goal attainmentExtrinsic rewards – benefits/recognition received from someone else.

Perceptions of Rewards

Motivating the Workforce

Absenteeism costs a typical large company more than $3 million a year!

Classical Theory of Motivation

Money – sole motivator for workers.

Taylor & Gilbreth – scientific focus on work tasks & productivity.

Satisfactory pay & job security – motivate employees to work hard.

Hawthorne Studies

Elton Mayo – postulated that physical conditions in workplace stimulate productivity.

Productivity increased regardless of light levels

Hawthorne Effect – marks beginning of concern for human relations in the workplace

Motivating Employees by Being Green

Interface is a company that is a leader in sustainable and environmentally sound practices. Mission Zero involves all employees to reduce environmental footprint to zero by 2020.

Work-Life Balance

Primary reason for accepting position

Theories of Employee Motivation

Colgate-Palmolive

provides new parents three additional weeks of paid leave in addition to the leave mandated by the Family Leave Act.

Maslow’s Hierarchy of Needs

Self-Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

Maslow’s Hierarchy of Needs

Physiological needs – basic needs for food, water, shelter

Security needs– protection from physical & economic harm

Social needs – need for love, companionship

Esteem needs – self-respect and respect from others

Self-actualization – maximizing one’s potential

Herzberg’s Two-Factor Theory

Hygiene factors – focus on the work setting not the content of the work – wages, working conditions, company policies, job security.Motivational factors – focus on content of the work itself – achievement, recognition, involvement, responsibility, advancement

Herzberg’s Two-Factor Theory

McGregor’s Theory X and Theory YTheory X – Assumption that workers generally dislike work and must be forced to do their jobs.

Theory Y – Humanistic view of management. Assumption workers like to work and seek out responsibility to satisfy social, esteem, and self-actualization needs.

William Ouchi Theory Z

A management philosophy that stresses employee participation in all aspects of company decision making

Comparison of American, Japanese & Theory Z Management Styles

Variations on Theory Z

Participative Management

Employee Involvement

Self-Directed Work Teams (SDWT)

Equity Theory

Equity theory – the assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness (equity) of the rewards they will receive in exchange.

Expectancy Theory

Expectancy theory – assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it.

Strategies for Motivating Employees

Behavior Modification – changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. “Behavior is a function of its consequences.”

Strategies for Motivating Employees

Job Design – strategies managers use to help improve employee motivation:•Job rotation•Job enlargement•Job enrichment•Flexible scheduling

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Job Design Strategies

Job rotation – movement of employees from one job to another to relieve the boredom often associated with job specialization.

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Job Design Strategies

Job enlargement – addition of more tasks to a job instead of treating each task as separate.

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Job Design Strategies

Job enrichment – incorporating motivational factors (achievement, recognition, responsibility) into the job.

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Job Design Strategies

Flexible scheduling strategies – • Flextime• Compressed workweek• Job sharing

Importance of Motivational Strategies

•Foster employee loyalty•Boost productivity•Influence on pay, promotion, job design•Nature of relationships•Nature of the job itself•Characteristics of the organization

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