motivation theories in human resource
TRANSCRIPT
DCE5110Theories & Practices of Human Resource Development
THEORIES of
MOTIVATION
PREPARED FOR:PROF. ABU DAUD SILONGGROUP 3 I
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DCE5110Theories & Practices of Human Resource
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Mohd. Redhwan Mohd. Noh GS43802
Azry OtmanGS43799
Alyunizah AlimGS43636
Kavimalar A/P KrishnanGS44132
Nurul Fazleen Mohd. AriffinGS44339
Fatoumatta SagniaGS44084
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DEFINITIONMotivation is the characteristic that helps you achieve your goal. It is the drive that pushes you to work hard .It is the energy that gives you the strength to get up and keep going - even when things are not going your way.
Motivation refers to “the reasons underlying behavior”
(Guay et al., 2010)
Motivation as “the attribute that moves us to do or not to do something”
(Gredler, Broussard & Garrison (2004)
Motivation is the act or process of providing a motive that causes a person to take some action
(Webster’s New Collegiate Dictionary)
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THEORIES OF MOTIVATION
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MASLOW’S HIERARCHY NEEDS THEORY
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MASLOW THEORY
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• We each have a hierarchy of needs that ranges from "lower" to "higher." As lower needs are fulfilled there is a tendency for other, higher needs to emerge.”
• Maslow’s theory maintains that a person does not feel a higher need until the needs of the current level have been satisfied.
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Physiological Motivation: Provide ample breaks for lunch , pay salaries that allow workers to buy life's essentials.
Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats.
Social Needs: Generate a feeling of acceptance, belonging by reinforcing team dynamics.
Esteem Motivators: Recognize achievements, assign important projects, and provide status to make employees feel valued and appreciated.
Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals.
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1.Maslow’s hierarchy makes sense but little evidence supports its strict hierarchy. Research has challenged the order imposed by Maslow’s pyramid. As an example, in some cultures, social needs are regarded higher than any others.
2.Little evidence suggests that people satisfy exclusively one motivating need at a time.
LIMITATION & CRITICISM OF MASLOW THEORY
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• Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book “The Motivation to Work”.
• According to Herzberg: The job should have sufficient challenge to utilize the full ability of the employee.
• Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility.
• If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem
HERZBERG’S MOTIVATION-HYGIENE THEORY
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HERZBERG’S MOTIVATION-HYGIENE THEORY
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SATISFIERSDISSATISFIERS
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1.Critics consider Herzberg's two factor theory to be simplistic - what motivates me may be a dissatisfier for someone else
2.Its for individuals, not as a homogeneous group with one set of wants and needs
3.Some factors may be within your control, some may not
LIMITATION & CRITICISM OF HERZBERG’S THEORY
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ALDERFER’S ECG THEORY
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ALDERFER’S ECG THEORY
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• Clayton Paul Alderfer – American Psychologist who compressed Maslow’s hierarchy of needs by categorizing into; Existence, Relatedness & Growth
• 3 need levels: 1. Existence needs — desires for physiological and material well-being.
2. Relatedness needs — desires for satisfying interpersonal relationships.
3. Growth needs — desires for continued psychological growth and development.
DIFFERENCE
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VS
A lower level need does not have to be gratifiedIf a relatively more significant need is not gratified, the desire to gratify a lesser need will be increasedAlderfer's ERG theory allows the order of the needs to differ for different people
Alderfer's ERG theory differs from Maslow's theory in 3 ways:
McCLLELAND’S 3 NEEDS THEORY
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ADAM’S EQUITY THEORY
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VROOM’S EXPECTANCY THEORY
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• Behavior results from conscious choices among alternatives whose purpose - maximize pleasure and to minimize pain.
• Employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.
• Effort, performance and motivation are linked in a person's motivation.
• Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg.
VROOM’S EXPECTANCY THEORY
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VROOM’S THEORY
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1. It is based on self-interest individual who want to achieve maximum satisfaction and who wants to minimize dissatisfaction.
2. This theory stresses upon the expectations and perception; what is real and actual is immaterial.
3. It emphasizes on rewards or pay-offs.
4. It focuses on psychological extravagance where final objective of individual is to attain maximum pleasure and least pain.
1. Seems to be idealistic because quite a few individuals perceive high degree correlation between performance and rewards.
2. The application of this theory is limited - reward is not directly correlated with performance in many organizations, related to other parameters (such as position, effort, responsibility, education, etc.)
ADVANTAGES LIMITATIONS
GOAL-SETTING THEORY
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• Edwin Locke- 1960’s - Goal-setting theory of motivation that linked to task performance
• Goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in.
• The important features of goal-setting theory are as follows:1. Specific and clear goals lead
to greater output and better performance.
2. Goals should be realistic and challenging
3. Better and appropriate feedback of results directs the employee behaviour and contributes to higher performance than absence of feedback.
GOAL-SETTING THEORY
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1. Goal setting theory is a technique used to raise incentives for employees to complete work quickly and effectively.
2. Goal setting leads to better performance by increasing motivation and efforts, but also through increasing and improving the feedback quality
1. At times, the organizational goals are in conflict with the managerial goals. Goal conflict has a detrimental effect on the performance if it motivates incompatible action drift.
2. Very difficult and complex goals stimulate riskier behavior.
3. If the employee lacks skills and competencies to perform actions essential for goal, then the goal-setting can fail and lead to undermining of performance.
4. There is no evidence to prove that goal-setting improves job satisfaction.
ADVANTAGES LIMITATIONS
REINFORCEMENT THEORY
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CONCLUSION
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