Unit 4 Area of Study 1: The Human Resource Management FunctionChapter 9: Motivation, Employee Expectations and Job Satisfaction

Motivation the desire or drive to work well Process of ensuring that there is continuing

commitment to a common set of goals or a single goal

Each employee will have different expectations from their job and different factors will motivate them

Employee ExpectationsConditions of Employment

Physical environment – clean, well-lit and meets OH&S requirements

Remuneration: pay and other benefits

Professional environment: able to undertake training, work in teams and develop a career path

Occupational Health and Safety

Expect their workplace to be safe and not adversely affect their health

Employees must take care of their actions regarding their own and others health and safety and abide by all rules

Employee Expectations continued…

Job Security Many occupations have

workers on short-term contracts

This can be an advantage as workers gain experiences

However uncertainty can be stressful when people have commitments

Up to HR manager to determine needs of LSO in the future

Work/life balance

Employees will remain loyal and motivated if the workplace demonstrates some understanding of their responsibilities for their family

Family leave: workers can negotiate time off to attend family matters

Flexible work practices: flexibility to adjust their work hours to better fit their family commitments Job Share: two people divide the one

position Telecommuting: workers use ICT to

work from home Flexi-time: where workers are free to

choose their own hours of work as long as they add up to a required number

What Motivates Workers? Activity sheet

Maslow’s Theory of Motivation Five-stage hierarchy or ladder of needs An employee’s level of need in the

hierarchy must be substantially satisfied before moving to the next level

1. Lower order needs which are likely to be satisfied externally

2. Higher order needs which are likely to be satisfied internally

Maslow’s Theory of Motivation

5. Self-actualisation Needs

4. Esteem Needs

3. Social Needs

2. Safety Needs

1. Psychological Needs

Maslow’s Theory of Motivation

Level in Hierarchy What it means Relevance to HRM

1. Physiological needs Basic needs such as food, water, air, shelter

-a job-remuneration (pay)

Maslow’s Theory of Motivation

Level in Hierarchy What it means Relevance to HRM

1. Physiological needs Basic needs such as food, water, air, shelter

-a job-remuneration (pay)

2. Safety needs Security and protection from physical and emotional harm

-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management

Maslow’s Theory of Motivation

Level in Hierarchy What it means Relevance to HRM

1. Physiological needs Basic needs such as food, water, air, shelter

-a job-remuneration (pay)

2. Safety needs Security and protection from physical and emotional harm

-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management

3. Social needs Affection, affiliation, acceptance and friendship in peer groups

-friendly work associations-organised employee activities

Maslow’s Theory of Motivation

Level in Hierarchy What it means Relevance to HRM

1. Physiological needs Basic needs such as food, water, air, shelter

-a job-remuneration (pay)

2. Safety needs Security and protection from physical and emotional harm

-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management

3. Social needs Affection, affiliation, acceptance and friendship in peer groups

-friendly work associations-organised employee activities

4. Esteem needs External needs of status, recognition and attentionInternal needs of self-respect, autonomy and achievement

-Job title and task responsibility-good performance management rating-promotion-prestigious workplace facilities

Maslow’s Theory of Motivation

Level in Hierarchy What it means Relevance to HRM

1. Physiological needs Basic needs such as food, water, air, shelter

-a job-remuneration (pay)

2. Safety needs Security and protection from physical and emotional harm

-job security-benefits-Safe and healthy work conditions-Competent, consistent and fair management

3. Social needs Affection, affiliation, acceptance and friendship in peer groups

-friendly work associations-organised employee activities

4. Esteem needs External needs of status, recognition and attentionInternal needs of self-respect, autonomy and achievement

-Job title and task responsibility-good performance management rating-promotion-prestigious workplace facilities

5. Self-actualisation Ultimate needPersonal growth, achieveing own potential, self-fulfilment

-challenging work allowing for creativity-participative decision making-opportunities for personal growth and advancement

Herzberg’s Theory of Motivation Two sets of factors Motivator factors: may increase satisfaction

levels, and are all based on the concept of intrinsic motivation and relate to job content

Achievement Recognition The work itself Responsibility Promotion Growth

Herzberg’s Theory of Motivation Hygiene factors: can cause

dissatisfaction if they are not present or at a level below acceptable, but are not likely to substantially add to long-term job satisfaction

Salary and benefits Company policies and administration

practices Relationships with co-workers Physical working conditions Job security

Herzberg’s Theory of Motivation Some occupations and positions within

businesses are considered to be intrinsically motivating; that is, the work itself is interesting and highly valued (motivator factors)

Other occupations rely on extrinsic motivation in the form of pay levels and other rewards as the work itself is not interesting, or is dirty or dangerous (hygiene factors)

Herzberg’s Theory of Motivation HR managers need to adopt a two stage

process to motivate their subordinates: 1. Eliminate factors which act to dissatisfy

the subordinate (hygiene) 2. Help them find satisfaction by introducing

motivating factors associated with the work

Comparison of Maslow’s hierarchy of needs and Herzberg’s motivation hygiene theory (page 192)

Locke’s Theory of Motivation Management By Objectives (MBO):

theory devised by Peter Drucker that suggests that managers need to be clear about their objectives before they can pursue any activity

Objectives should be SMART Locke’s research showed that specific and

challenging or difficult goals led to better task performance than vague or easy goals

Motivation occurs when people experience a sense of achievement from having accomplished their goals and completed the task that was set for them

Locke’s Theory of Motivation Employees are set goals constantly –

some determined by managers, others self imposed

By ensuring goals set for workers are specific and challenging, HR managers may be able to better motivate them

Requires sound knowledge of the employees’ skills and personal characteristics so that appropriate goals can be set that are achievable

Activity 9.4 (all questions)

Motivational theories for job satisfaction and performance (don’t copy down!)

Implementing a reward and recognition system

Reward: recognition (financial and non-financial) for a job well done or to ac as a motivator to perform a job

Rewards and recognition worksheet

The design of a job Job enlargement: making a

job bigger or more challenging by combining various operations at a similar level. Acts to increase motivation and job satisfaction.

Job enrichment: Making a job more challenging so workers are required to use their full capabilities and gain personal growth

Job rotation: workers are moved between different jobs to increase variety of work and to create a flexible work force

Motivational theories for job satisfaction and performance (don’t copy down!)

Degree of flexibility built into work practices

Creating a work environment that takes into account the impact on employees of family responsibilities will lead to a more loyal and committed employee

Recognising the employee ‘holistically’, and awarding them credit for wanting to achieve the best for the organisation will translate into greater job satisfaction and better work performance

Organisational environment and corporate culture

Respect, independence, training and recognition of enjoyment at work are some of the keys to a motivational environment

‘Toxic’ work cultures have been found to kill motivation

Tolerance of errors, which is core to a culture of learning and development, is central to a motivational environment

Activity 9.5

Activity 9.6

Chapter Summary questions 1-5, 7, 8

Examination preparation Questions

Over the Holidays!! Finish Chapter 9 Activities, chapter

summary questions and Examination Preparation Questions

Practice Questions (make sure you practice these using time constraints!!)

Checklist Revision!!