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Overview

• WORK MOTIVATION Theories of Work Motivation
  Definitions Elements
• JOB SATISFACTION Factors that influence job
  satisfaction Increasing job satisfaction and
  organisational behaviours Desirable
  organisational behaviour
• WORKER STRESS Definitions sources of worker
  stress coping strategies

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What is motivation?

• The force that
• Energizes Behaviour
• Directs Behaviour and
• Sustains Behaviour
• (Steers and Porter 1991)

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Theories of Motivation

• Needs theories emphasizes the role that
  individual differences in types of needs play
  (Maslow McClelland)
• Behaviour-based theories focus on behavioural
  outcomes (Locke Latham)
• Job design theories the structure and design of
  jobs are key motivators

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Needs Theory - Maslow

• Maslows need hierarchy Theory - needs that play
  a role in motivation are classified into five
  distinct categories ranging from basic human
  needs to more complex high-order needs

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Needs Theory - Maslow
Classification of Needs
SELF ACTUALIZATION
ESTEEM NEEDS
SOCIAL NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
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Needs Theory - Maslow

• IMPLICATION FOR WORK MOTIVATION
• Physiological needs Minimum wage to cover basic
  necessities lunch subsidies
• Safety Needs Worker need safe working
  environment assurance that jobs are secure and
  retirement plans

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Needs Theory - Maslow

• IMPLICATION FOR WORK MOTIVATION
• Social Needs Foster positive interpersonal
  climate in the workplace
• Esteem Needs Recognition for performance and
  other important contributions
• Self-Actualization Provide career development
  opportunities

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Needs Theory-McClelland
ACHIEVEMENT MOTIVATION THEORY emphasizes the
importance of three needs achievement, power and
affiliation in determining worker motivation.
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Needs Theory-McClelland

• Need for Achievement Persons with a Need for
  Achievement (nAch) has a compelling drive to
  excel and succeed in their jobs
• Need for Power People with a need for power
  (nPow) seeks to direct others and control the
  activities of others.
• Need for Affiliation People with a Need for
  Affiliation (nAff) seeks harmony in their
  relationships with others. Their desire is to be
  liked and accepted by others.

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Needs Theory-McClelland

• IMPLICATION FOR WORK MOTIVATION
• nAch challenging and attainable goals feedback
• nPow leadership opportunities status
  recognition
• nAff cooperative tasks positive interpersonal
  climate

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Behaviour Theory-Goal Setting

• Goal Setting Theory Locke Latham (1968, 1984,
  1990) This theory explores the cognitive
  processes that are involved in setting goals and
  achieving them.

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Behaviour Theory-Goal Setting

• Individuals rationally set work-related goals
• Goals must be clear, specific, challenging,
  attainable and quantified where possible
• Feedback is important

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Behaviour Theory-Goal Setting

• Application Management By Objectives (MBO)
• Peter Drucker (1954)
• Principles
• Employees must participate in setting of
  performance goals
• Feedback concerning goal attainment must be
  provided
• Guideline for improvement must be provided
• Goals must be realistic
• The upper levels of management must support the
  programme
• Individual, work group and organisational goals
  must be equally emphasised

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Job Design Theory - Herzberg

• Herzbergs Two-Factor Theory two factors,
  motivators and hygiene are important in
  determining worker satisfaction

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Job Design Theory - Herzberg
Motivators increase job satisfaction
ACHIEVEMENT
RESPONSIBILITY
ADVANCEMENT
GROWTH ON THE JOB
CONTENT OF WORK
RECOGNITION
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Job Design Theory - Herzberg

• Hygiene Factors - absence of these can create
  job dissatisfaction

COMPANY POLICY AND ADMINISTRATION
WORKING CONDITIONS
INTERPERSONAL RELATIONSHIPS
SUPERVISION
SALARY
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Job Design Theory - Herzberg
Source http//www.tutor2u.net/business/people/mot
ivation_theory_herzberg.asp
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Job Design Theory - Herzberg
APPLICATION Job Enrichment a motivational
programme that involves redesigning jobs to give
workers a greater role in planning, execution and
evaluation of their work.
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Job Design Theory - Herzberg

• Elements of Job Enrichment Programmes
• Increased level of job responsibility
• Worker autonomy and independence
• Feedback
• Change of task structure -
• - complete job/work process rather than
• segments of a larger task
• - challenging task
• - improve expertise in jobs

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Summary

• Theories - State Define
• 1. Goal Setting Theory
• 2. Two-Factor Theory
• Elements/Components - Outline
• 1. Setting of challenging goals and commitment
  to goals
• 2. Both motivators and hygiene factors are
  important in determining worker satisfaction
• Application Describe Illustrate
• 1. Various goal setting programmes (MBO)
• 2. Job Enrichment Programmes

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What is Job Satisfaction

• The positive and negative feelings about ones
  jobs.
• It described the level of content a person has
  with his/her job

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Some Factors that Influence Job Satisfaction

• Salary
• Working conditions
• Relationships with supervisors and co-workers
• Leadership

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Increasing Job Satisfaction Organisational
Performance

• Changes in job structure
• Change in pay structure
• Flexible work schedules
• Benefit programmes
• Build positive interpersonal work climate

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Increasing Job Satisfaction and Organisational
Performance

• CHANGES IN JOB STRUCTURE
• Techniques include
• Job rotation systematic movement of workers
  from one type of task to another. This
  alleviates boredom and monotony
• Job enlargement the expansion to jobs to
  include additional, more varied work tasks
• Job enrichment raising the responsibility
  associated with a particular job.

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Increasing Job Satisfaction and Organisational
Performance

• CHANGE IN PAY STRUCTURE
• Some approaches are
• Skills based pay system paying for knowledge
  and skills rather than positions in the
  organisation
• Merit pay employees are paid a base rate, and
  additional pay based on performance
• Gainsharing a compensation system based on
  effective group performance
• Profit sharing all employees receive a small
  share of the organisations profit

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Increasing Job Satisfaction and Organisational
Performance

• FLEXIBLE WORK SCHEDULES
• Compressed work week Decreasing the number of
  days worked per week and increasing the number of
  hours per day
• Flextime employee is committed to working a
  specified number of hours per week, but has
  flexibility in relation to the beginning and
  ending of time for each day

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Increasing Job Satisfaction and Organisational
Performance

• BENEFIT PROGRAMMES
• These can include
• Flexible working schedules
• A variety of health care options
• Retirement plans
• Profit sharing
• Career development programmes
• cafeteria style plans

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Increasing Job Satisfaction and Organisational
Performance

• BUILD POSITIVE INTERPERSONAL WORK CLIMATE
• Cooperative vs competitive work structure
• Social activities
• Staff retreats

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Desirable Organisational Behaviours

• ORGANISATIONAL CITIZENSHIP BEHAVIOURS
• Helping behaviour
• Sportsmanship
• Organisational Loyalty
• Organisational Compliance
• Individual Initiative
• Civic Virtue
• Self-development

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What is Stress?
The psychological reactions to events that are
perceived to be threatening or taxing
(Riggio) That which results when
person/environmental transactions lead the
individual to perceive a discrepancy between the
demand of a situation and the resources of the
persons biological, psychological or social
systems (Sarofino 1998)
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What is Stress?

• Perception that the demand of a current situation
  (person/environmental transaction) either exceeds
  or is less than the resources (biological,
  psychological, social systems) you have, that can
  aid in your dealing of the situation.

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Worker Stress

• Worker stress results from the lack of a fit
  between a persons skills and abilities and the
  demands of the job and the workplace (French
  1974 1982)
• Stress results from the workers perception that
  a certain environmental event is a threat or a
  challenge (Lazarus 1984 1991)

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Sources of Worker Stress

• Situational External Environment
• Dispositional Internal Environment

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Sources of Worker Stress

• Organisational Sources
• Work Overload occurs when a job requires
  excessive speed, output or concentration
• Underutilisation occurs when workers feel that
  their knowledge, skills or energy are not being
  fully utilised
• Job Ambiguity results from a lack of clearly
  defined jobs and work tasks
• Lack of Control Feeling of having little input
  or effect on the job

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Coping with Worker Stress

• What does coping involves?
• The individuals cognitive and behavioural efforts
  to manage (reduce, minimize, master, or tolerate)
  the internal and external demands of the
  environment transaction that is appraised as
  taxing or exceeding the resources of that
  individual (Lazarus Folkman 1984)

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Coping with Worker Stress

• ORGANISATIONAL COPING STRATEGIES
• Improve the person-job-fit careful screening
  and selection
• Improve employee training and orientation
  programmes
• Increase employees sense of control greater
  participation more responsibilities increased
  autonomy

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Coping with Worker Stress

• ORGANISATIONAL COPING STRATEGIES contd
• Eliminate punitive management
• Remove hazardous or dangerous working conditions
• Provide a supportive team-oriented work
  environment
• Improve communication

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Coping with Worker Stress

• INDIVIDUAL COPING STRATEGIES
• Diet and exercise
• Relaxation
• Time management
• Removing oneself from the situation temporarily
  or permanently
• Cognitive restructuring

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PS10C
END OF PRESENTATION