MOTIVATION AND PERFORMANCE MANAGEMENT

Motivation
Motivation - What impels a person to action, e.g. fear, ambition or love To perform - Carry into effect do. Execute tricks at a public show Distinction between drives and motivates Baldamus (1961) - Traction

Evolution of motivation theory

Content theories of motivation

Maslows hierarchy of needs theory Alderfers existence, relatedness and growth theory (ERG) McClellands acquired needs theory Herzbergs two-factor theory

Maslows hierarchy of needs

Individuals have innate needs or wants which they will seek to satisfy Physiological needs Safety needs Social needs Esteem needs Self-actualization needs

Maslows hierarchy of needs

Hierarchy displays the following properties: A need once satisfied is no longer a motivator A need cannot be effective as a motivator until those before it in the hierarchy have been satisfied If deprived of the source of satisfaction from a lower order need it will again become a motivator There is an innate desire to work up the hierarchy Self-actualization is not like the other needs

Alderfers ERG theory

Three-level hierarchy: Existence needs Relatedness needs Growth needs

McClellands acquired needs theory

Achievement Affiliation Power

Herzbergs two-factor theory

Motivators and hygiene factors Hygiene factors if absent cause dissatisfaction Salary Working conditions Job security Level and quality of supervision Company policies and administrative procedures Interpersonal relationships at work Motivators - motivate an individual to improve their work performance Recognition Sense of achievement Responsibility Nature of the work itself Growth Advancement

Process theories
Vroom Porter and Lawler expectancy models Adams equity theory Lockes goal theory Kellys attribution theory

The Vroom/Porter and Lawler expectancy models

Valance Instrumentality Expectancy

Adams equity theory

Relative fairness of treatment at work Equity/Inequity

Lockes goal theory

Intentions play a significant part in behavioural patterns Feedback

Goal setting needs: Specifics Completion requirement Difficult goal/easy goals SMART objectives

Additional perspectives on motivation

McGregors Theory X and Theory Y Ouchis Theory Z Hofstede, Trompenaurs and cultural influences on motivation Maccobys social theory

Performance management and motivation

Performance management and motivation

Performance management and motivation

A balanced business scorecard Financial Innovation and learning Internal processes Customers Institute of Personnel and Development and International Labour Organization - high performance working can be defined as: Sustained market success Innovation in quality and customer satisfaction Customer and continuous improvement focus Use of self-managed work teams Viewing workplace as a source of added value Clear links between training and development and organizational objectives Support for organizational and individual learning

Motivation and performance: an organizational perspective

Motivation is based on internal cognitive processes that are not available for direct inspection. This adds complexity for a number of reasons: Managerial assumptions Situational context Personal preference Instrumentality Bio-social basis of behaviour Motivated to do what? What is performance?

Options available to managers

Pay levels and structures Incentive schemes Organizational factors Performance appraisal Management style Feedback, praise and punishment Management by example Company policies

Managers do not have the opportunity to adjust all the levers potentially available Availability Freedom of action Personal preference Variability Group norms