MOTIVATION

MOTIVATION AT WORK
WHAT MOTIVATES YOU? WHAT MOTIVATES THE EMPLOYEES AT THE PLACE YOU WORK or HAVE WORKED? WHAT DEMOTIVATES THEM?

REASONS STAFF STAY WITH A COMPANY

% OF STAFF WHO GAVE EACH REASON

USE MY SKILLS & ABILITIES ABILITY OF TOP MANAGEMENT OPPORTUNITY TO LEARN NEW SKILLS COMPANY HAS CLEAR DIRECTION TRAINING HELP FROM ONES MANAGER PAY SOURCE: HAYGROUP 2001

83% 74% 66% 57% 54% 54% 51%

MOTIVATIONAL THEORIES
-----------------------------------------------------------------------------------------------------------------------------VROOM -----------------------------------LATHAM & LOCKE ---------------------------ADAMS -----------------------------------TAYLOR MASLOW HERZBERG

MOTIVATIONAL THEORIES
TAYLOR MASLOW HERZBERG SCIENTIFIC MANAGEMENT HEIRARCHY OF NEEDS MOTIVATORS & HYGIENE FACTORS VROOM EXPECTANCY THEORY LATHAM & LOCKE GOAL THEORY ADAMS EQUITY THEORY

SCIENTIFIC MANAGEMENT (TAYLOR)

ARGUES THAT WORKERS WILL ONLY WORK HARDER FOR MORE MONEY TAYLOR INTRODUCED THE ANALYSIS OF EACH WORK TASK

MEASURED STANDARD TIMES FOR EACH UNIT OF PRODUCTION BONUSES FOR WORKING FASTER THAN STANDARD TIMES

HEIRARCHY OF NEEDS (MASLOW)

ONCE A PERSON HAS ACHIEVED ONE LEVEL OF NEED THEY WANT TO SATISFY THE NEXT

HEIRARCHY OF NEEDS (MASLOW)

SELF ACTUALISATION NEED FOR SELF ESTEEM NEED TO BELONG SAFETY NEEDS (SHELTER etc) PHYSIOLOGICAL NEEDS (HUNGER etc) ONCE A PERSON HAS ACHIEVED ONE LEVEL OF NEED THEY WANT TO SATISFY THE NEXT

GIVE EXAMPLES OF HR AND REWARD POLICIES THAT SATISFY EACH LEVEL OF MASLOW

HERZBERG
MOTIVATORS: MOTIVATE HYGIENE FACTORS: DO NOT MOTIVATE BUT CAUSE DIS-SATISFACTION IF NOT RIGHT MOTIVATORS ------------------------------------------------------------------------------------------------------------------------HYGIENE FACTORS ----------------------------------------------------------------------------------------------------------------------------------------

HERZBERG
MOTIVATORS: MOTIVATE HYGIENE FACTORS: DO NOT MOTIVATE BUT CAUSE DISSATISFACTION IF NOT RIGHT MOTIVATORS ACHIEVEMENT RECOGNITION RESPONSIBILITY GROWTH INTERESTING WORK HYGIENE FACTORS PAY WORK CONDITIONS RELATIONSHIPS SECURITY COMMUNICATION

EXPECTANCY THEORY (VROOM)

BEHAVIOUR IS INFLUENCED BY PERCEPTION OF WHETHER GOALS CAN BE ACHIEVED e.g.
GOAL: PROMOTION PERCEPTION: HARD WORK LEADS TO PROMOTION BEHAVIOUR: HARD WORK GOAL: PROMOTION PERCEPTION: HARD WORK DOES NOT LEAD TO PROMOTION BEHAVIOUR: DO NOT WORK HARD

GOAL THEORY
LATHAM & LOCKE
MOTIVATION AND PERFORMANCE ARE HIGHER WHEN INDIVIDUALS

ARE SET SPECIFIC GOALS HAVE GOALS THAT ARE DIFFICULT BUT ARE ACCEPTED RECEIVE FEEDBACK ON THEIR PERFORMANCE

EQUITY THEORY (J. ADAMS)

SATISFACTION WITH PAY IS LINKED TO PERCEPTION ABOUT

THE RATIO OF INPUT TO A JOB AND THE OUTPUT (PAY) AN INDIVIDUALS RATIO WHEN COMPARED TO OTHERS

LATEST VIEWS ON MOTIVATION

MANY THEORIES ARE OVER SIMPLISTIC IT IS THE APPLICATION OF THEORIES THAT MATTERS SO MANAGERS SHOULD

FIND OUT WHAT MOTIVATES STAFF BOTH INDIVIDUALLY & COLLECTIVELY AND APPLY TOTAL REWARD

APPRAISAL & PERFORMANCE MANAGEMENT

TRADITIONAL APPRAISAL

WHAT SYSTEM DO YOU HAVE OF ASSESSING PEOPLE AT THE PLACE WHERE YOU WORK or HAVE WORKED?

TRADITIONAL APPRAISAL
FEATURES

EMPLOYEE & MANAGER AGREE OBJECTIVES WRITTEN REPORT ONE YEAR LATER FORMAL INTERVIEW BY MANAGER RATING AWARDED WHICH OFTEN DETERMINES PAY INCREASE

TRADITIONAL APPRAISAL
CRITICISM
--------------------------------------------------

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TRADITIONAL APPRAISAL
CRITICISM

NOT SEEN AS MEETING BUSINESS or ORGANISATIONAL OBJECTIVES MANAGERS SEE IT AS A CHORE MANY EMPLOYEES ARE DISSATISFIED FREQUENT DISPUTES OVER RATINGS THE PAY LINK BLOCKS DEVELOPMENT

OBJECTIVES
SMART S-------------------- or --------------------M--------------------------A--------------------------R--------------------------T---------------------------

OBJECTIVES
SMART SPECIFIC or STRETCHING MEASURABLE AGREED REALISTIC TIMEBOUND

RATINGS
ISSUES
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RATINGS
ISSUES

RATINGS OR NO RATINGS IF RATINGS NUMBER OF RATINGS DEFINITIONS HOW RATINGS LINK WITH PAY CONSISTENCY DISTRIBUTION OF RATINGS

NO RATINGS IN PARTS OF BP
PROBLEM OF RATINGS

BOXITIS MANY STAFF ON ABOVE AVERAGE RATINGS THE LINK TO PAY HINDERED DEVELOPMENT

RESULTS OF NO RATINGS

BETTER QUALITY MANAGER- EMPLOYEE DISCUSSION STILL A READ ACROSS TO PAY

PERFORMANCE MANAGEMENT
A CONTINUOUS AND INTEGRATED PROCESS TO IMPROVE AN ORGANISATIONS PERFORMANCE BY THE EFFECTIVE USE OF ITS EMPLOYEES

PERFORMANCE MANAGEMENT CORPORATE STRATEGY

BUSINESS PLANS AGREED INDIVIDUAL / TEAM OBJECTIVES DEVELOPMENT ACTION OUTPUT EVIDENCE MEASUREMENT CONTINUOUS MONITORING & FEEDBACK FORMAL REVIEW PAY

NATWEST (now RBS) in the UK

BALANCED BUSINESS SCORECARD APPROACH INDIVIDUALS ARE JUDGED AGAINST

BUSINESS SUCCESS CUSTOMER SERVICE QUALITY and PEOPLE BUSINESS EFFICIENCY

PERFORMANCE MANAGEMENT FEATURES

EMPLOYEE AND MANAGER IN PARTNERSHIP EVERYONE IS ACCOUNTABLE A CONTINUOUS PROCESS NOT CONTROLLED BY HUMAN RESOURCES PROCESS MORE IMPORTANT THAN SYSTEM EMPHASIS ON BOTH SKILLS AND OUTPUT MAY HAVE 360 DEGREE FEEDBACK RATINGS ARE LESS IMPORTANT

PERFORMANCE MANAGEMENT

IF YOU HAVE A POOR APPRAISAL or PERFORMANCE MANAGEMENT SCHEME DONT INTRODUCE PERFORMANCE RELATED PAY