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human resources: motivation - Coggle Diagram
human resources: motivation
benefits of a motivated workforce
reduces absenteeism and labour turnover
improved productivity
improved quality
improved industrial relations
good reputation
financial methods of motivation
piece of work
fringe benefits
performance related pay
profit sharing
share ownership
non financial methods of motivation
empowerment
job enlargement
job rotation
job enrichment
team working
motivational theorists
frederick taylor
Taylor made 3 assumptions on human behaviour:-people are only concerned with maximised their own economic gain -people respond as individuals not as groups -people can be trated in a standardised fashion
he belives that oay should be linked to the amount produced
elton mayo
Mayo belived that workers were best motivated by :-better communication -management involved -working in groups or teams mayo believed that worker wre better motivated by having their social needs met
abraham maslow
maslow belives in the hierarchy of needs hwere employees start of the bottom and will initially seek to satisfy basic needs and once this has been fulfilled it will fail to be a motivator and the employee moves on to the next level
hierarchy of needs:physiological needs, security needs, belonging needs, ego needs,self actualisation
Hetzberg
hetzberg belived in two facors: hygiene factors and motivators.hugeine factors can lead to employees feeling dissatisfied , improving them can remove dissatisfaction but not motivate.
hygiene factors-company policies and acministration -supervision of emloyees - working conditions -salary - relationship with fellow workers motivators: -personal achivement of goals and targets -recognition for achievement -interest in work itself -responsibility for greater and more complex duties -personal growth and advancement
expectancy theories
the theory suggests that an individuals motivation is affected by the reward they expect to recieve
vroom had three beliefs : expectancy:employees have different expectations and levels of confidence about what they are capable of doing therefor management must descover what reources,training or super vision the employees need iinsturmentality:the perception of employees whther they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises are fulfilled and the em0ployees are ware of that ivalence: refers to the emotonal orientations people hold with respect tp outcomes. the depth of the wamt of the reward and managers must descover wha employees value.
porter and lawler concluded that not only is and induiiduals motivation to complete a tasl affected by the reward they expect to reviever for completing a task but that the individuals view regarding the attractiveness and fairness of the rewards will too affext motivation. the intrisic reward or postive feeelings of a reward is what is valued from an employee which is : sense of achievment -job satisfaction and - postve inner feelings poter and lawler also said that motivation is affected by: individuals ability to perform the task and the perception of the tasl