Human Factors in Project Management Session 4 motivation issue 1
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This document discusses various theories of motivation including: 1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization. 2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors. 3. McClelland's theory on achievement, power, and affiliation needs. 4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
Human Factors in Project Management Session 4 motivation issue 1
- 1. MSc Project Management MANG6311 Motivation Dr. Ian Cammack i.j.cammack@soton.ac.uk
- 2. Context • Motivations behind theories of motivation – Individual performance-based reward systems – Designing work to increase performance outcomes • Be aware: Difference between theories that describe and theories that prescribe
- 3. Guiding Principles: • “Economic” Perspective: Human beings are driven by economic needs/aspirations Role of the manager: Competence through training and efficient workplace Set pay / bonus to meet targets
- 4. • “Social” perspective – Relationships between members of work teams and between teams and managers are strong influences on production Role of the manager: – Create richer jobs (breadth), self direction, & opportunities for growth Guiding Principles:
- 5. Reinforcement Theory Needs Behaviours Rewards Feedback Content Theory Process Theory Theories of Motivation:
- 7. Maslow’s hierarchy of needs http://i.poweredtemplates.com/i/dg/01/289/ppt-diagram-chart-b.jpg
- 8. Self Actualisation Creative & challenging work, participation in decision making, job flexibility / autonomy Esteem Responsible / important job, promotion to higher status, praise & recognition Social needs Friendly co-workers, interaction with customers, Pleasant supervisor Safety needs Safe working condition, job security, Base compensation & benefits Physiological needs Rest & refreshment breaks, physical comfort on job, reasonable work hours Schermerhorn & Wright (2009)
- 9. • It is a journey not a destination • Never completely satisfied on any level just displaced • Maslow’s view was we are not all actualisers and society should create conditions for the ‘elite’ to succeed • Be aware of intrinsic and extrinsic motivators
- 11. • 200 engineers & accountants • Not all jobs can or should be enriched • Assumption is a satisfied worker is a motivated worker • Vertical loading essential for more responsibility, recognition, growth, achievement, challenge and advancement • Job enrichment providing whole tasks, greater skills & expertise
- 12. Achievement Affiliation Power Seeks Expects Realistic goals but challenging goals Desire to solve problems, or to master complex tasks Specific & relevant feedback on the progress Sense of accomplishment To lead, to be in control, be influential and to make an impact To be responsible for others Increased personal status & prestige To be respected and to followed Amicable working relationships Interaction with others To be liked and to be held in popular regard McClelland’s Theory
- 14. Process theories of motivation • How people make choices to work hard or not. • Individual preferences. • Available rewards. • Possible work outcomes. • Types of process theories: • Equity theory. • Expectancy theory. • Goal-setting theory.
- 16. 16 To achieve To realize What is the probability that I can perform at the required level? What is the probability that my good performance will lead to outcomes? What value do I place on the outcomes?
- 17. Equity Theory
- 18. Equity Theory
- 19. Behaviour as a Consequence of Inequality • Change work inputs – e.g. increase/decrease amount or quality of work) • Change the outcomes – e.g. attempt to change pay, conditions, status, recognition - without change to inputs • Cognitive distortion of inputs/outcomes – e.g. distort facts such as how hard they are really working • Leave the field – find a new situation with a more favourable balance • Act on others – to bring about changes in them - e.g. lower their inputs • Change the object of comparison – compare self with a different co-worker. • (Mullins, 2005)
- 20. Path : Goal Theory Direction - specific goals direct your focus to relevant activities Effort - need to devote more intense levels of effort toward difficult goals - assumes people are goal driven Persistence - specific, difficult goals encourage you to persist longer at a task than would be the case without such goals
- 24. Different types of rewards
- 25. Guidelines for the distribution of extrinsic rewards. – Identify the desired behaviors. – Appreciate the rewards that have the potential to work. – Recognize individual differences. – Let each person know exactly what must be done. Set clear targets and give performance feedback. – Allocate rewards immediately upon the appearance of the desired behaviors. 25
- 26. Integrated theory of motivation.
- 27. Amy Chua with her daughters, Louisa and Sophia, Source: Wall Street Journal Jan. 8, 2011 Motivation is a complex phenomenon • Individual’s intrinsic motivation/reward character • Individual’s learned behaviours • Relationships within workforce/teams • Relationships with management • Perceived value of extrinsic rewards – financial and non-financial Etc, etc
- 28. Tips for Motivating People 1. Thank people for good job 2. Listen to people 3. Give feedback 4. Give rewards 5. Keep them informed 6. Allow for input 7. Training opportunities 8. Remember important dates 9. Have and abide by policies 10. Celebrate goal accomplishment
- 29. Warning Signs of Employee Stress • Drops in productivity • Chronic lateness • Absenteeism • Careless with details • Unable to work with others • Negative attitudes about work • Withdrawal from co-workers • Easily upset/angered
- 31. Technical / Specialist General Manager Autonomy Security Creativity Service Challenge Lifestyle Career Anchors
- 32. Technical / Specialist General Manager Autonomy Security Creativity Service Challenge Lifestyle
- 33. TA Drivers Hurry Up Be Perfect Be Strong Try Harder Please others
- 35. TA Drivers Hurry Up Be Perfect Be Strong Try Harder Please others