Motivation and HR Management

Question 1

What is Motivation?

Answer 1

Motivation is a force that energizes, directs and sustains a persons efforts

Question 2

Motivation

Answer 2

Motivation is the intention to achieve a goal

Question 3

Ability

Answer 3

Ability refers to having the knowledge and skills required to perform the job and reach a goal.

Question 4

Performance Equation

Answer 4

Performance = Motivation x Ability x Environment

Question 5

Need Based Theories of Motivation

Answer 5

This was the earliest approach to motivation in the managerial literature and it simply said that meeting employees basic needs is enough to motivate them.

Question 6

Process Based Theories of Motivation

Answer 6

This is the more contemporary approach to motivation in management and it says that Motivation is a rational and on-going phenomenon and that employees actions are reactions to their environment.

> i.e You can shape their motivation by changing there environment.

Question 7

Need Based Theories

Answer 7

Maslow’s Hierarchy and McClelland’s Acquired Needs Theory

Question 8

Process Based Theories

Answer 8

Equity Theory and Expectancy Theory

Question 9

Mallow’s Hierchy of Needs

Answer 9

Our needs are a pyrramid climb to the top, and we can only add another level of the pyramid if we complete the level below us. These steps are

Self-Actualization - Achieving ones full potential, including creative activities
Esteem Needs - Prestige and feelings of accomplishment
Belongingness and Love Needs - Intimate relationships, friends
Safety Needs - Security, Safety
Physiological Needs - Food, Water, Warmth, Rest

Question 10

McClelland’s Acquired Needs Theory

Answer 10

McClelland thought that every person’s needs are made up of a combination of the following three needs

• Need for Achievement
• Need for Affiliation
• Need for Power

and the combination of these needs that are found in the physical world, lead to our Acquired needs.

Question 11

McClelland’s Acquired Needs Theory - Innate vs Discoverd

Answer 11

Some part of this combination is innate, but ultimately the severity and intensity of these needs are a product of each individuals separate mix.

Question 12

Need for Achievement

Answer 12

This is the need to be successful, the need to

• Meet deadlines
• Propose Ideas
• Manage Career

Question 13

Need for Affiliation

Answer 13

This is the need to be liked and accepted by others. A person in this category has a need for

• Harmonious Relationships

Question 14

Need for Power

Answer 14

This is the desire to have influence over others and to control their environment, A person in this category

• May destruct relationships
• May also manifest in altruistic forms

Question 15

Equity Theory

Answer 15

People gauge their achievements and accomplishments with one another and also with themselves. We make these comparisons to people that we call “referents”. These the people that we directly compare ourselves with because they so similar work when compared with ourselves.

Question 16

Equity Theory Equation

Answer 16

You evaluate your:

Outcomes / Input

alongside the

Outcomes / Input of a Referent

If they are equal, then equitable fairness is achieved.

Question 17

Equitable Fairness

Answer 17

The idea that there is fairness in your organization and people are rewarded according to the merit, skill and precedent that they have set in the company.

Question 18

Types of Justice

Answer 18

Perceived Justice and Distributive Justice (CHECK your textbook to make sure)

Question 19

Perceived Justice

Answer 19

Skip and Email Asma

Even though things are unequal, you can kind of understand why that might be the case. For example if we work the same job as me but you get paid more and I discover you graduated from Harvard and I graduated from community college, then I can at least kind of understand why the workplace might be unequal in this way. This is procedural justice because even though it is “unequal”, you kind of understand why that is the case.

Question 20

Distributive Justice

Answer 20

Skip and Email Asma

Things are unequal and you cannot discern or justify why in any regard why this is the case.

Question 21

Reactions to Perceived Inequality

Answer 21

• Distort perceptions - changing ones thinking (Like Percieved Justice)
• Distort own inputs and outcome
• Change referent
• Leave the situation
• Seek Legal action

Question 22

Expectancy Theory

Answer 22

In this motivation theory, you ask,

Will my effort lead to the performance?
Will my performance lead to my reward?
Will my reward be desirable / valuable?

If yes. Then according to expectancy theory, you should be motivated!

Question 23

Self Determination Theory

Answer 23

This is the idea that humans have innate needs that are psychological in nature. The idea then is that we should design jobs for people what will be intrinsically motivating for them.

Self Determination works on fulfilling three criteria for people.

• Autonomy
• Competence
• Relatedness

Question 24

Daniel Pinks Self Determination Theory Tweet

Answer 24

He said: “Carrots & Sticks are so last Century. Drive says for 21st century work, we need to upgrade to autonomy, mastery and purpose.”

Autonomy – The desire to direct one’s life & work
Mastery – The desire to get better at something that matters
Purpose – The desire to do something meaningful; larger than self

Question 25

Intrinsic Motivation

Answer 25

Motivation that comes from within, something that is internally rewarding such as peace and happiness

Question 26

Extrinsic Motivation

Answer 26

This is motivation that comes from the outside, it is externally rewarding such as pay or recognition

Question 27

Evolution of Human Resource Management

Answer 27

The idea that we have went from Administrative Management, to Personal Management to Strategic Management.

APS

All People Swim

Question 28

Administrative Human Resource Management

Answer 28

HR does very basic things, they should act as a control function doing duties such as: (CONTROL FUNCTION)

• Monitoring the employees
• Work hours and Pay
• Rules and Regulations
• Compliance to Regulations

Question 29

Personal Human Resource Management

Answer 29

They got a little more closely tied to labor here as they are responsible for (ASSOCIATE FUNCTION)

• Unionization of workforce
• Labor Relations
• Regulatory Compliance
• Emergence of Basic HR techniques

Question 30

Strategic Human Resource Management

Answer 30

They started to understand that employees have intrinsic value and have taken a more holistic approach to managing people

• Employees are human capital
• Increasingly important role of HR in corporate strategy

Question 31

Key Roles of Strategic Human Resource Management

Answer 31

• Selection and Placement
• Job Design
• Compensation and Rewards
• Diversity Management

Question 32

Selection and Placement

Answer 32

This is the attraction, selection and attribution process.

Question 33

Job Design

Answer 33

Fits into 5 nice parts

Specialization: How specific and rigid is your job? i.e Assembly worker vs professor

• Rotation: What kind of learning opportunities do employees get? do they get to try new roles often?
• Enlargement: Does an incumbent perform a variety of jobs or is it one set role
• Enrichment: Does an employee have control over how he performs a job? Think of Arjun giving discounts at FS
• Crafting: Does the employee get any say in how the job is designed?

Question 34

Compensation and Rewards

Answer 34

What is recognized, and how?

Are benefits tailored to employee needs?

Question 35

Diversity Management

Answer 35

Beyond discrimination, to complementary skill sets

Question 36

Procedural Justice TB

Answer 36

the degree to which fair decision-making procedures are used to arrive at a decision

Question 37

Disruptive Justice

Answer 37

the degree to which the outputs received from the organization are fair.