Mohamed Ibrahim Ahmed Farouk Mostafa Hassan Rasha Elshafea

Mohamed Ibrahim Ahmed Farouk Mostafa Hassan Rasha El-shafea Nehad Aly

Part 1 Concept of Motivation § Simple model of motivation. § Types of Rewards § Foundations of Motivation 1. 2. 3. 4. Traditional approach Human Relations approach Human Resource approach Contemporary approach

Motivation Definition: “ The forces either internal or external to a person that stimulate enthusiasm & persistence to accomplish a certain action ”

Simple model of motivation NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement). BEHAVIORResults in actions to fulfill needs. REWARDS-Satisfy needs; intrinsic or extrinsic rewards. FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

Types of Rewards 1. Intrinsic rewards: satisfactions a person receives in the process of performing a particular action. 2. Extrinsic rewards: given by another person.

Intrinsic reward: from working on challenging technical problems. Extrinsic reward: from beneficial global impact of their work

Foundations of Motivation 1. Traditional approach 2. Human Relations approach 3. Human Resource approach 4. Contemporary approach

1. Traditional Approach Economic rewards are provided to employees for high performance. Initiate the concept of “Economic Man” ie work harder for higher pay

2. Human Relations Approach The economic man was replaced by the Social Man Seeking non economic rewards such as friendly work group.

3. Human Resource Approach §Introduction of the concept of Whole person §Mc Gregor’s Theory X and Theory Y Theory X Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision. Theory Y Assumes that § workers can exercise self-direction, desire responsibility, and like to work. § Motivation is maximized by participative decision making, interesting jobs, and good group relations.

4. Contemporary Approach Dominated by 3 types of theories: 1. Content theories 2. Process theories 3. Reinforcement theories

Part 2 Content Perspectives of Motivation § § Hierarchy Theory. ERG Theory. Two Factor Theory. Acquired needs Theory.

Hierarchy Theory Maslow’s Hierarchy of Needs Fulfillment off the Job Need Hierarchy Fulfillment on the Job Opportunities for training, Education, religion , hobbies Self-Actualization Needs advancement, growth, and creativity personal growth Approval of family, friends, community Family, friends, community groups Freedom from war, pollution, violence Food, water, shelter Esteem Needs Belongingness Needs Safety Needs Physiological Needs Recognition, high status, increased responsibilities Work groups, clients, coworkers, supervisors Safe work, fringe benefits, job security Heat, air, base salary

ERG Theory Growth Needs human potential, personal growth, and increased competence Relatedness Needs the need for satisfactory relationships with others Existence Needs the needs for physical well-being

Herzberg’s Two-Factor Theory Area of Satisfaction Highly Satisfied Neither Satisfied nor Dissatisfied Motivators Achievement Recognition Responsibility Work Personal growth Area of Satisfaction Motivators influence level of satisfaction. Area of Dissatisfaction Hygiene Factors Highly Dissatisfied Working conditions Pay and security Company policies Supervisors Interpersonal relationships Hygiene factors influence level of dissatisfaction.

Acquired Needs Theory Need for Power desire to influence or control others Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others

Part 3 Process Perspectives of Motivation § Equity Theory § Expectancy Theory § Goal-Setting Theory

Process Perspectives on Motivation Process Perspectives l Focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals. Process Perspectives of Motivation l l l Equity Theory Expectancy Theory Goal-Setting Theory

Process Perspectives on Motivation 1. Equity Theory l l l People are motivated to seek social equity in the rewards they receive for performance. Equity is an individual’s belief that the treatment he or she receives is fair relative to the treatment received by others. Individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people. outcomes (self) inputs (self) = outcomes (other) inputs (other)

1. Equity Theory A. An Equitable Situation Self $2 1 hour = $2 per hour Other $4 2 hours = $2 per hour

1. Equity Theory B. Negative Inequity Self $2 1 hour = $2 per hour Other $3 1 hour = $3 per hour

1. Equity Theory C. Positive Inequity Other Self $3 1 hour = $3 per hour $2 1 hour = $2 per hour

1. Equity Theory p The Equity Process Source: Van Fleet, David D. , and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company.

1. Equity Theory p Equity Theory (cont’d) Conditions of and reactions to equity comparisons: § Feeling equitably rewarded. § § Maintain performance and accept comparison as fair estimate. Feeling under-rewarded - try to reduce inequity. § § § Change inputs by trying harder or slacking off. Change outcomes by demanding a raise. Distort the ratios by altering perceptions of self or of others. Leave situation by quitting the job. Change comparisons by choosing another object person.

2. Expectancy Theory p Motivation depends on how much we want something and how likely we are to get it. p Assumes that: § Behavior is determined by a combination of personal § § § and environmental forces. People make decisions about their own behavior in organizations. Different people have different types of needs, desires, and goals. People choose among alternatives of behaviors in selecting one that leads to a desired outcome.

2. Expectancy Theory p. Elements of Expectancy Theory § Effort-to-Performance Expectancy § The individual’s perception of the probability that effort will lead to a high level of performance. § Performance-to-Outcome Expectancy § The individual’s perception of the probability that performance will lead to a specific outcome, or consequence or reward in an organizational setting.

2. Expectancy Theory p. Major Elements of Expectancy Theory E -> P expectancy Valence Probability that effort will lead to desired performance (value of outcomes) Effort Performance Outcomes (pay, recognition, etc) P -> O expectancy Probability that performance will produce desired outcome

3. Goal-Setting Theory Assumptions : l Behavior is a result of conscious goals and intentions. l Setting goals influences the behavior of people in organizations.

3. Goal-Setting Theory Characteristics of Goals § Goal difficulty l l l § Goal specificity l l § Clarity and precision of the goal. Goals vary in their ability to be stated specifically. Acceptance l § Extent to which a goal is challenging and requires effort. People work harder to achieve more difficult goals. Goals should be difficult but attainable. The extent to which persons accept a goal as their own. Commitment l The extent to which an individual is personally interested in reaching a goal.

3. Goal-Setting Theory Specific Measurable Attainable Results oriented Time bound

Part 4 Job Design For Motivation Job design approaches Job characteristics model Case study : Process Flowchart as a tool for Job Design to Enhance Motivation

Job Design For Motivation Job design: Definition: the application of motivational theories to the structure of work for improving productivity & satisfaction. Approaches to job design are generally classified as: 1) 2) 3) 4) Job simplification Job rotation Job enlargement Job enrichment

Job Design For Motivation Job design approaches: 1) Job simplification A job design whose purpose is to improve task efficiency by reducing the number of tasks a person must do. 2)Job rotation A job design that systematically moves employees from one job to another to provide them with varieties and stimulation. 3)Job enlargement A job design that combines a series of tasks into a new broader job to give employees varieties and challenge. 4)Job enrichment A job design that incorporates achievement, recognition and other high level motivators into the work.

Job characteristics model: Core Job Dimensions Critical physiological states Skill Variety Task Identity Task Significance Experienced meaningfulness of the work Autonomy Experienced responsibility for outcomes of the work Feedback Knowledge of the actual results of the work activities Employee Growth / Need Strength Personal & Work outcomes High internal work motivation High quality work performance High satisfaction with the work Low absenteeism & turnover

Process Flowchart as a tool for Job Design to Enhance Motivation

Mac. Donald's Process Description

Motivation starts with Hiring Flexible schedules = Freedom + free uniforms = $$$$$ + 50% off meals = $$$$$ + working with your friends = Priceless = the perfect job

Part 5 § § § Reinforcement Tools Reinforcement Schedule Innovative ideas for motivation

Why we need an extrinsic motivation ?

“ the CARROT & the STICK” Reinforcement TOOLS Reinforcement tools Positive Praise Raise promotio n Extinction Punishment Negative “avoidance learning”

Positive & Extinction Reinforcement

Positive & Negative Reinforcement

Punishment & Extinction Reinforcement

Common myths about employees motivation

Reinforcement Schedules I. II. Continuous Reinforcement • • Every desired behavior is reinforced Effective in the early stage of learning a new type of behavior Partial Reinforcement • Where it is impossible to reinforce every correct behavior so partial reinforcement schedules are more effective for maintaining behavior over extended time period.

Reinforcement Schedules

Innovative ideas for motivation 1. Pay for performance “merit pay”. 2. Gain sharing. 3. Employee stock ownership plan. 4. Pay for knowledge. 5. Flexible work schedule. 6. Lifestyle awards.

Innovative ideas for motivation Empowering people to meet higher needs. To shift the power down & share it with employees to meet their higher level–need. 1. Employees receive information about company performance. 2. Employees have knowledge & skills to contribute to company goals. 3. Employees have the power to make substantive decision. 4. Employees are rewarded based on company performance.

Innovative ideas for motivation Giving meaning to work “Purpose-Driven “ is a shared characteristics in the most successful companies where people have the sense of “what they are doing matters & makes a positive difference in the world”

Motivation Saying & Quotes | What you believe, you can achieve. | Say THANK YOU ----The easiest, least expensive way to motivate workers is often overlooked | "When you come to the end of your rope, tie a knot and hang on. " Franklin D. Roosevelt | People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily. Ziglar

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