Managerial Roles in Organizations

PART : INFLUENCING

CHAPTER: MOTIVATION

Facilitator : A.H.Isani
 Psychological Contract
A Set of Employment Expectations

CONTRIBUTIONS:
What does each employee expect to contribute to the organization?

INDUCEMENTS:
What will the organization provide to each employee in return?
Satisfied Employees Are More Productive and More
Committed

Job Satisfaction:
Degree of enjoyment employees
derive from doing their jobs

TURNOVER
MORALE
High Morale:
An overall positive employee
attitude toward the workplace

TURNOVER

MORALE
Low Turnover:
A low percentage of employees
leave each year
A- PROCESS THEORIES OF MOTIVATION
1. Needs-goal theory
2. Vroom expectancy theory
3. Equity theory
4. Porter-Lawler theory
The Needs-Goal Theory of Motivation
The role of individual needs

1 • The individual feels a need

2 • Need transformed into goal supporting behavior

3 • Goal behavior

4 • Need significantly reduced

5 • Feedback
THE MOTIVATION
PROCESS

The needs-goal theory of motivation

The Vroom Expectancy Theory of
Motivation
1. The effort will lead to a good performance appraisal.
2. A good appraisal will lead to organizational rewards.
3. The organizational rewards will satisfy his or her personal goals.
 Equity Theory

Employees evaluate their treatment relative to the treatment of others

Inputs: Employee contributions to their jobs
Outputs: What employees receive in return

The perceived ratio of contribution to return determines perceived equity

 The Porter-Lawler Theory of Motivation
Consistent with Needs-Goal and Vroom Expectancy theories but provides a more complete description
The Motivation Process
In addition Porter-Lawler stresses:
1. Perceived value determined by both intrinsic (directly from performing a task) and extrinsic rewards
(extraneous to the task)

2. EFFECTIIVE Task accomplishment determined by:

◦ •Perception of requirements to perform task

◦ •Ability to perform task

3. Perceived fairness of rewards influences amount of satisfaction

The Porter-Lawler theory of motivation
Content Theories of Motivation: Human Needs

• Motivation that emphasize people’s internal characteristics. They focus on the need
to understand what needs people have and how these needs can be satisfied.

• Maslow’s Hierarchy of Needs

• Alderfer’s ERG Theory

• McClelland’s Acquired Needs Theory

Maslow’s Hierarchy of Needs
The basis of Maslow's theory of motivation is that human beings are motivated by
unsatisfied needs, and that certain lower needs need to be satisfied before higher
needs can be addressed.

Also, only UNMET needs motivate. Once a need is met, it will no longer motivate, as
the person will move on to a higher level need.

 Physiological (water, food., sleep, Etc)

 Security or safety (free from harm and fear)
 Social (love, companionship, friendship)
 Esteem (self respect, social status, recognition)
 Self-actualization (maximize your potential,
never satisfied – truth, justice,
wisdom, etc)
Maslow’s Hierarchy of Needs
 Alderfer’s ERG Theory
3 Basic Categories of Needs:

1. Existence Needs (Physical well-being)

2. Relatedness Needs (satisfying interpersonal relationships)
3. Growth Needs (continuing personal growth and development)

Different from Maslow such that:

1. 3 levels of needs
2. Sometimes higher order needs can motivate before lower order needs are satisfied
3. Movement in the hierarchy is not always upwards
Alderfer’s ERG Theory
McClelland’s Acquired Needs Theory
McClelland’s Acquired Needs Theory

• Need for Achievement (nAch) - Do something better or more efficiently

• Need for Power (nPower) – To control, influence or be responsible for others

• Need for Affiliation (nAff) – To maintain close, friendly, personal relationships

nAch sometimes stronger than desire for profits

The Importance of Motivating Organization Members
Strategies for Motivating Organization Members
◦ Managerial Communication
1. Theory X–Theory Y
2. Job Design
◦ Earlier Job Design Strategies
◦ Job Rotation
◦ Job Enlargement
◦ Job Enrichment
◦ Job Enrichment and Productivity
◦ Flextime
◦ Advantages of Flextime
3. Behavior modification
4. Monetary incentives
5. Nonmonetary incentives
1. Theory X–Theory Y

Douglas McGregor
Managers’ assumptions about human behavior
Two sets of Assumptions
Theory X
Management assumes employees are inherently lazy and will avoid work if they can and that they inherently
dislike work. As a result of this, management believes that workers need to be closely supervised and
comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control
at each and every level. According to this theory, employees will show little ambition without an enticing
incentive program and will avoid responsibility whenever they can. Usually these managers feel the sole
purpose of the employee's interest in the job is money.
HENCE Theory X workers will only be motivated using EXTRINSIC rewards or punishments such as money and
grades, coercion and threat of punishment.
Theory Y:
Management assumes employees may be ambitious and self-motivated and exercise self-
control. It is believed that employees enjoy their mental and physical work duties. Given
the proper conditions, theory Y managers believe that employees will learn to seek out
and accept responsibility and to exercise self-control and self-direction in accomplishing
objectives to which they are committed. A Theory Y manager believes that, given the right
conditions, most people will want to do well at work. They believe that the satisfaction of
doing a good job is a strong motivation. Many people interpret Theory Y as a positive set
of beliefs about workers.
HENCE Theory Y workers are motivated by INTRINSIC rewards such as more
responsibility, autonomy, delegation, respect, praise, etc.
Job Design
• Job Design-involves designing jobs that org members perform
• Job Rotation – moving workers from one job to another

• Job Enlargement - increasing the number of operations an individual performs

(The continual enlargement of a job over time is also known as 'job creep,' which can lead to an
unmanageable workload.)

•Flexitime - Flexible working hours program

Job Enrichment and Job Redesign

Job Enrichment: Adding one or more motivating factors to job

activities

Job Redesign: Designing a better fit between workers and their jobs
◦ Combining tasks
◦ Forming natural work groups
◦ Establishing client relationships
 Sample Flextime Scheduling
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00
A.M. A.M. A.M. A.M. A.M. A.M. NOON P.M. P.M. P.M. P.M. P.M. P.M.

Flexible Core Flexible Core Flexible

Time Time Time Time Time

Joe

Sue

Pat
 Advantages and Disadvantages of Using Flextime Programs
Advantages
 Improved employee attitude and morale
 Accommodation of working parents
 Decreased tardiness
 Fewer commuting problems—workers can avoid
congested streets and highways
 Accommodation of those who wish to arrive at
work before normal workday interruptions begin
 Increased production
 Facilitation of employees scheduling of medical,
dental, and other types of appointments
 Accommodation of leisure-time activities of
employees
 Decreased absenteeism
 Decreased turnover
Disadvantages
 Lack of supervision during some hours of work
 Key people unavailable at certain times
 Understaffing at times
 Problem of accommodating employees whose output is the input
for other employees
 Employee abuse of flextime program
 Difficulty in planning work schedules
 Problem of keeping track of hours worked or accumulated
 Inability to schedule meetings at convenient times
 Inability to coordinate projects
 Behavior modification
Behavior modification is a form of conditioning that involves linking a specific
consequence to a specific action. Processes of behavior modification can help motivate a
person by helping him recognize the connection between a behavior and its consequence
in a certain setting such as in the workplace or at school.

ingredients of successful behavior modifications are:

1.Giving different rewards according to performance

2.Telling workers what they are doing wrong
3.Punishing workers privately
4.Always giving out earned rewards and punishments
 Strategies for Motivating
Organization Members
4. Monetary Incentives (Cash, Bonuses)
5. Nonmonetary Incentives (promotion, medical)
 MONETARY REWARDS
Monetary rewards are the incentives given to the employees of the organization in the form of money. Some
employees are motivated only if there is money element involved. The monetary incentives
are mostly given based on the performance of an employee. The monetary incentives given to the employee are
direct benefits to the employee and is considered as an exposure to the employer.
Some of the monetary benefits, which are given by the organization are

⦿ Profit sharing,
⦿ Stock options,
⦿ Bonuses,
⦿ Commissions,
⦿ Merit pay, etc.
NON-MONETARY REWARDS
The employee doesn’t get any money but he gets various benefits like,

⦿ Promotions,
⦿ Food coupons,
⦿ Company uniforms,
⦿ Flexible timings,
⦿ Healthcare Benefits,
⦿ Life insurance policy, etc.