Unit-3: human resource management (Training and Executive Development) lecture notes

Unit-3: human resource management (Training and Executive Development) lecture notes in Human resource management uploaded at P.R.Engineering college

Unit-3: human resource management (Training and Executive Development) lecture notes in Human resource management at P.R.Engineering college uploaded by P.R.Engineering college Staff in lecturenotes.net

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INTRODUCTION

Every organization aims at having productive employees. Inspite of a good selection process and right development initiatives the organization may still not be able to achieve what it wants. Even if it recruits individuals with knowledge, key skills and abilities, it may still not get the desired results. Why is it so? This is because of lack of motivation. An employee’s performance is the result of the interaction between his abilities and motivation. That is why, knowledge, key skills and abilities are alone not enough for effective performance. Motivation is also required to provide the stimulus to convert the knowledge, key skills and abilities into effective performance. Human resource managers find motivating employees a major challenge.

Employees who are motivated usually exert more effort to perform as compared to those who are not motivated. They experience tension. In order to reduce this tension, they undertake some actions. This helps them achieve the goals. These goals in turn, are valued by them. If the goal is not valued then it will not motivate the individual to perform.

LEARNING OBJECTIVES

After learning this unit, you must be able to understand the:

• Relevance of employee motivation
• Distinction between content and process theories of motivation
• Implications of the motivation theories
• Importance of satisfaction in motivating employees
• Different types of rewards
• Decisions related to rewards
• Design of pay structure
• Role of benefits
• Legally required and voluntary benefits
• Other benefits to employees

WHAT IS MOTIVATION?
In simple terms, motivation is the willingness to do desired actions that satisfy the individual’s needs. A need indicates an internal state that makes outcomes attractive. The motivation process is shown in fig  
 
An unsatisfied need creates tension in the individual. This stimulates the drive to satisfy the need. In turn this drive initiates goal directed behavior. Once the goals are achieved, the need is satisfied. Tension is thereby reduced

Motivation is also observed in the form of obvious positive work behavior. For example, an employee who is motivated exerts a greater effort to perform. He has a positive approach to his work. On the other hand, an employee who is not motivated does not expend enough effort to perform. Of course, we must understand that such performance must satisfy some need of the employee. A need, indicates an internal state of the mind that makes certain outcomes of the work appear attractive to the employee.

Motivation theories can be broadly classified into content theories and process theories. Let us understand the distinction between these theories.

CONTENT THEORY

Content theory identifies what causes motivation? The belief is that there are clearly identifiable things that can motivate an employee. If the organization is able to

ascertain what these are, then it can offer these to the employee in return for good performance. The employee would be motivated by these offerings provided he values them. Let us now understand a few of the popular content theories.

Maslow’s Hierarchy of Needs

This is perhaps the most popular theory of motivation. He hypothesized that a hierarchy of five needs exists in each individual

Maslow’s Hierarchy of Needs

Let us understand, the hierarchy of needs theory. The five needs identified are the physiological, safety, social, esteem and self-actualization needs.
1) Physiological: It includes all needs that have to be satisfied for the well-being of the individual. These include hunger, shelter, sex, and other needs related to the body.
2) Safety: It includes all needs that have to be satisfied for ensuring the security of the individual. These include protection and security from physical and emotional problems.
3) Social: This includes all needs that make the person feel wanted .It includes friendship, affection, belongingness and acceptance.
4) Esteem: This includes all needs that give the individual a better self-worth. It includes attention, recognition, status, autonomy, achievement and self-respect.
5) Self-actualization: This includes the needs that drive the individual to grow and achieve all that he is capable of. It is a state of self-fulfillment.
 
As each of these needs is satisfied, the next need becomes dominant .The individual moves up to the next level in the hierarchy. No doubt, no need is fully satisfied at any point of time. Therefore, what is important is, whether it is substantially satisfied? This is because, a substantially satisfied need does not normally motivate any longer.

Maslow classified the five needs into higher and lower levels. While physiological and safety needs were identified as lower-order needs, social, esteem and self- actualization needs were identified as higher-order needs. The distinction between the two is based on the premise that higher-order needs are satisfied internally, whereas lower-order needs are satisfied externally.

Maslow’s hierarchy of needs theory has received wide recognition. Practicing managers are able to accept the theory’s logic .The ease of understanding is an added advantage. However, the theory has very little validity.

Herzberg’s Motivation Hygiene Theory

Herzberg, identified that the factors leading to job dissatisfaction are different from those that lead to job satisfaction. The factors that lead to job dissatisfaction are called hygiene or maintenance factors. The factors that cause satisfaction are called motivators

Therefore, when the organization eliminates factors that create job dissatisfaction, it may at best bring about congenial work conditions .It may not necessarily result in motivation. Factors such as working conditions, company policy, supervision, interpersonal relations etc. are considered as hygiene or maintenance factors. Factors such as work itself, recognition, responsibility, achievement etc, are considered as motivators.

Herzberg opined that certain factors tend to be related to job satisfaction. Certain other factors tend to be related to job dissatisfaction. When employees are satisfactorily maintained, they will not be dissatisfied; however, they will not be satisfied. If the organization wants to motivate employees then, Herzberg suggests that the organization must ensure the availability of rewards that lead to satisfaction. Intrinsic factors, such as the work itself, recognition, responsibility, achievement etc, appear to be related to job satisfaction. Employees who felt good about their work, tended to attribute these factors to them. Extrinsic factors such as working conditions, company policy, supervision, interpersonal relations etc. appear to be related to job dissatisfaction. Employees who felt dissatisfied with their work tend to attribute it to these factors.

Thus, the opposite of satisfaction is not dissatisfaction, as is usually believed. By removing dissatisfying factors from the job the organization may not necessarily be able to make the job satisfying. Similar is the case vice versa. Herzberg therefore proposed the existence of a dual continuum. He suggested that the opposite of “satisfaction” is “no satisfaction” .The opposite of “dissatisfaction” is “no dissatisfaction”.

The motivation-hygiene theory is criticized on account of the following reasons:

• When the outcomes are good people tend to take credit for themselves. On the contrary they attribute their failur

Title:
Unit-3: human resource management (Training and Executive Development) lecture notes

Subject:
Human resource management

Institute:
P.R.Engineering college

Unit-3: human resource management (Training and Executive Development) lecture notes

Unit-3: human resource management (Training and Executive Development) lecture notes in Human resource management uploaded at P.R.Engineering college

Summary / document preview text:

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