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Motivating And Rewarding Employees
This document discusses various theories and strategies for motivating and rewarding employees. It describes motivation as the process by which a person's efforts are energized and sustained toward attaining goals. Several classic motivation theories are examined, including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. McClelland's three needs theory is also covered. The document then discusses strategies for motivating a diverse workforce such as flexible work hours and job sharing. It concludes with suggestions for designing appropriate rewards programs.
Motivating And Rewarding Employees
- 1. Motivating and Rewarding Employees
- 2. Learning Objectives Defineand explain motivation Compare and contrast early theories of motivation Compare and contrast contemporary theories of motivation Discuss current issues in motivating employees
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- 4. What is Motivation? •Motivation – The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal – Individuals differ in motivational drive – Overall motivation varies from situation to situation
- 5. How Do youMotivate Your Employees? •Say “Thank You” •Notice When Someone is Doing the Right Thing •Get to Know Employees •Professional Development Opportunities •People Support What They Help Create •All Staff Deserve Recognition •Group Recognition is as Important as Individual Recognition •Have Fun!
- 6. Three Elements ofMotivation This definition has three key elements: 1. Energy - a measure of intensity or drive. 2. Direction - effort channeled in a direction that benefits the organization. 3. Persistence - when employees persist in putting forth effort to achieve those goals.
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- 9. Abraham Maslow Hedescribed how different needs have greater priority than others. When he did, he found that our needs can be understood better by arranging them in the order of their importance, in our lives.
- 11. What Is Maslow’sHierarchy of Needs Theory? • Maslow was a psychologist who proposed that within every person is a hierarchy of five needs: 1. Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 1. Safety needs - protection from elements, security, order, law, limits, stability, etc.
- 12. What Is Maslow’sHierarchy of Needs Theory? • 3. Belongingness and Love needs - work group, family, affection, relationships, etc. • 4. Esteem needs - self- esteem, achievement, mastery, independence, status, d ominance, prestige, managerial responsibility, etc. • 5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.
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- 14. What Are McGregor’sTheory X and Theory Y? Douglas McGregor was a Management professor at the MIT Sloan School of Management He also taught at the Indian Institute of Management Calcutta McGregor is best known for proposing two assumptions about human nature: • Theory X – The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to work • Theory Y – The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
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- 16. What Is Herzberg’sTwo-Factor Theory? Frederick Herzberg’s an American psychologist who became one of the most influential names in business management. Herzberg’s Motivation-Hygiene Theory, also known as the two-factor theory proposes that: Intrinsic factors are related to job satisfaction Extrinsic factors are associated with job dissatisfaction
- 17. What Is Herzberg’sTwo-Factor Theory? Hygiene Factors Factors that eliminate job dissatisfaction but don’t motivate. Motivators Factors that increase job satisfaction and motivation
- 18. What Is Herzberg’sTwo-Factor Theory? Hygiene or Dissatisfies: Motivators or Satisfiers: Pay and Benefits Achievement Company Policy and Recognition Administration Work Itself Relationships with co- workers Responsibility Supervision Promotion Growth
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- 22. David C. McClelland was an American psychological theorist. Noted for his work on need theory.
- 23. What Is McClelland’sThree-Needs Theory? Three acquired needs are major motives at work • 1-Need for Achievement (nAch) – The drive to succeed and excel in relation to a set of standards – person is 'achievement motivated' and achievement, attainment of realistic but challenging goals, There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
- 24. What Is McClelland’sThree-Needs Theory? • 2-Need for Power (nPow) – The need to make others behave in a way that they would not have behaved otherwise – person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
- 25. What Is McClelland’sThree-Needs Theory? • 3-Need for Affiliation (nAff) – The desire for friendly and close interpersonal relationships – person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
- 26. Motivating a DiverseWorkforce • Compressed Workweek – A workweek in which employees work longer hours per day but fewer days per week • Flexible Work Hours (flextime) – A scheduling system in which employees are required to work a certain number of hours per week but are free, within limits, to vary the hours of work
- 27. Motivating a DiverseWorkforce (cont.) • Job Sharing When two or more people split (share) a fulltime job • Telecommuting A job approach in which employees work at home but are linked by technology to the workplace
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- 29. Designing Appropriate Rewards Programs • Open-Book Management – An organization’s financial statements are shared with all employees • Employee Recognition Programs – Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done • Pay-for-Performance Programs – Variable compensation plans that pay employees on the basis of some performance measurement
- 30. Additional Suggestions for Motivating Employees Recognize individuals Match people to jobs Use goals Make goals attainable Individualize rewards Link rewards to performance Don’t ignore money
Editor's Notes
- #7 This definition has three key elements: energy, direction,and persistence.4The energy element is a measure of intensity or drive. A motivated person puts fortheffort and works hard. However, the quality of the effort must be considered as well as itsintensity. High levels of effort don’t necessarily lead to favorable job performance unlessthe effort is channeled in a direction that benefits the organization. Effort that’s directedtoward, and consistent with, organizational goals is the kind of effort we want from employees.Finally, motivation includes a persistence dimension. We want employees to persist inputting forth effort to achieve those goals.