human factors in project management session 4 motivation issue 1
TRANSCRIPT
Context• Motivations behind theories of motivation
– Individual performance-based reward systems
– Designing work to increase performance outcomes
• Be aware: Difference between theories that describe and theories that prescribe
Guiding Principles: • “Economic” Perspective: Human beings are driven by
economic needs/aspirations
Role of the manager:
Competence through training and efficient workplace
Set pay / bonus to meet targets
• “Social” perspective
– Relationships between members of work teams and between teams and managers are strong influences on production
Role of the manager:
– Create richer jobs (breadth), self direction,
& opportunities for growth
Guiding Principles:
Reinforcement Theory
Needs Behaviours Rewards
Feedback
Content Theory
Process Theory
Theories of Motivation:
Maslow’s hierarchy of needs
http://i.poweredtemplates.com/i/dg/01/289/ppt-diagram-chart-b.jpg
Self Actualisation Creative & challenging work, participation in decision making, job flexibility / autonomy
Esteem Responsible / important job, promotion to higher status, praise & recognition
Social needs Friendly co-workers, interaction with customers,Pleasant supervisor
Safety needs Safe working condition, job security,Base compensation & benefits
Physiological needs Rest & refreshment breaks, physical comfort on job, reasonable work hours
Schermerhorn & Wright (2009)
• It is a journey not a destination
• Never completely satisfied on any level just displaced
• Maslow’s view was we are not all actualisers and society should create conditions for the ‘elite’ to succeed
• Be aware of intrinsic and extrinsic motivators
Herzberg
http://research-methodology.net/wp-content/uploads/2012/07/Two-Factor-Theory.jpg
• 200 engineers & accountants
• Not all jobs can or should be enriched
• Assumption is a satisfied worker is a motivated worker
• Vertical loading essential for more responsibility, recognition, growth, achievement, challenge and advancement
• Job enrichment providing whole tasks, greater skills & expertise
Achievement
Affiliation
Power
Seeks Expects
Realistic goals but challenging goals
Desire to solve problems, or to master complex tasks
Specific & relevant feedback on the progress
Sense of accomplishment
To lead, to be in control, be influential and to make an impact
To be responsible for others
Increased personal status & prestige
To be respected and to followed
Amicable working relationships
Interaction with others
To be liked and to be held in popular regard
McClelland’s Theory
Process theories of motivation
• How people make choices to work hard or not.
• Individual preferences.• Available rewards.• Possible work outcomes.
• Types of process theories:
• Equity theory.• Expectancy theory.• Goal-setting theory.
Expectancy Theory
To achiev
e
To realize
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To achiev
e
To realize
What is the probability that I can perform at
the required level?
What is the probability that
my good performance will lead to outcomes?
What value do I place on the outcomes?
Equity Theory
Equity Theory
Behaviour as a Consequence of Inequality• Change work inputs – e.g. increase/decrease amount or quality of work)
• Change the outcomes – e.g. attempt to change pay, conditions, status, recognition - without change to inputs
• Cognitive distortion of inputs/outcomes – e.g. distort facts such as how hard they are really working
• Leave the field – find a new situation with a more favourable balance
• Act on others – to bring about changes in them - e.g. lower their inputs
• Change the object of comparison – compare self with a different co-worker.
• (Mullins, 2005)
Path : Goal Theory
Direction - specific goals direct your focus to relevant activities
Effort - need to devote more intense levels of effort toward difficult goals - assumes people are goal driven
Persistence - specific, difficult goals encourage you to persist longer at a task than would be the case without such goals
Reinforcement Theory
Reinforcement Theory
Different types of rewards
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Guidelines for the distribution of extrinsic rewards.
– Identify the desired behaviors.
– Appreciate the rewards that have the potential to work.
– Recognize individual differences.
– Let each person know exactly what must be done. Set clear targets and give performance feedback.
– Allocate rewards immediately upon the appearance of the desired behaviors.
Integrated theory of motivation.
Amy Chua with her daughters, Louisa and Sophia, Source: Wall Street Journal Jan. 8, 2011
Motivation is a complex phenomenon• Individual’s intrinsic motivation/reward character
• Individual’s learned behaviours
• Relationships within workforce/teams
• Relationships with management
• Perceived value of extrinsic rewards – financial and non-financial
Etc, etc
Tips for Motivating People
1. Thank people for good job
2. Listen to people
3. Give feedback
4. Give rewards
5. Keep them informed
6. Allow for input
7. Training opportunities
8. Remember important dates
9. Have and abide by policies
10. Celebrate goal accomplishment
Warning Signs of Employee Stress• Drops in productivity
• Chronic lateness
• Absenteeism
• Careless with details
• Unable to work with others
• Negative attitudes about work
• Withdrawal from co-workers
• Easily upset/angered
Personal Reflection
Technical / SpecialistGeneral Manager Autonomy Security
Creativity Service Challenge Lifestyle
Career Anchors
Technical / SpecialistGeneral Manager Autonomy Security
Creativity Service Challenge Lifestyle
Out of C
lass A
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Indivi
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A sim
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Use it
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care
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Does this
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TA Drivers
Hurry Up Be Perfect
Be Strong
Try Harder
Please others
TA Drivers
Hurry Up Be Perfect
Be Strong
Try Harder
Please others
Out of C
lass A
ctivi
ty :
Indivi
dual
I will
post
a TA D
rivers
Questi
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Use it
to exp
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your ‘
drivers
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Personal m
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You m
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