Human Factors and Motivation

Perceived effort and probably of getting the reward are in turn influenced by the record of actual performance.

Actual performance is determined by efforts expanded. It is influenced by individual’s ability (knowledge and skill) or perception of what the task is

Performance leads to (a) Intrinsic rewards ( sense of accomplishment, self actualization ) (b) Extrinsic rewards (status , working condition)

Rewards are tempered by what a person sees as equitable— lead to satisfaction. Performance also influences sensed equitable rewards. What individual sees as fair reward will effect satisfaction. Like wise, actual value of reward will be influenced by satisfaction

EQUITY THEORY

Motivation is influenced by an individual’s subjective judgment about fairness of the reward he or she gets relative to the inputs compared to the rewards of others

1. Read more in Psychology

   « Becoming a Psychologist

   Career Assessment Tests »

   Worker determines his own input – output by comparing with perceived input-output ratio of co-worker. (a) If compatible, will be satisfied with reward. (b) If under rewarded, will be dissatisfied. (c) If over rewarded, may feel guilty.

1. Over rewarded may try to

(a) Increase their productivity or

(b) Improve quality of their work.

If feel under rewarded, attempt to increase reward by Increasing number of product under incentive system. The presence of perceived inequity creates tension and Motivates people to change their input – output balance. Over rewarded people may try to(a) Increase productivity (b) Improve quality (c) Select a higher comparison standard (d) Lower their rewards by producing less .

Under rewarded people may try to (a) Increase productivity (b) Reduce the quality of work

Goal Setting Theory

For objectives to be meaningful, they must be clear, attainable and verifiable. People want to know what is expected out of them. The conditions to be met are:

• At the end of the period, one must be able to measure whether the objective has been achieved and to what extent.

• Objectives must be challenging but gettable

• To gain commitment .. participation in goal setting is essential

• In a proper environment people tend to set higher goals

Skinner’s Reinforcement theory

Positive reinforcement or behaviour modification

Individuals can be motivated by proper design of their work environment

and by praise for their performance, while punishment for their poor performance produces negative results

• Skinners and followers analyze causes of a behaviour and initiate changes to eliminate the trouble. Specific goals are then set with workers participation prompt and regular feedback. Performance improvements are rewarded & workers are also informed about relevant company problem

Approach is akin to requirements of good managing. It emphasizes Removal of obstructions to performance, Careful planning and organizing

Control through feedback , expansion of communication

McClelland’s need theory of motivation

• The basic motivating needs are Need for power, Need for affiliation and Need for achievement.

Relatedness needs and motivation

Affiliation Motive is concerned with companionship, belonging, love & affection, emotional support from others. Several studies show that the affiliation motive has an influence on behavior. To relieve stress and uncertainty one looks towards others for consolation. Presence of others reduces fear anxiety. When tasks are high structured Effective leadership gives support to relieve frustration Leader becomes major source of employee satisfaction

Power Motive involves desire to control or influence other people. Generally concept of power carries negative connotation. People are suspicious of person seeking power, even to help other people. However, power is an important element in running organizations. Management is getting things done from other people. Organizations cannot function unless someone exercises power or influences others

Achievement Motive Desire to achieve what one wants. One of the strongest motivators that stimulates high performance. People with high n Ach are attracted towards business ventures, which provide opportunities for satisfaction of this need. McClelland indicated that high n Ach is associated with:-Entrepreneurial Behavior, Innovative risk-taking, and Business success.

Person with high n Aff will choose a friend over an expert

• Person with high n Ach will look for an expert such person with high n Ach tends to seek and use performance feedback, and search for achieving opportunities.

Special motivating techniques

• Money

• Other rewards considerations

  • Intrinsic rewards (feeling of accomplishment, self actualization )

  • Extrinsic rewards ( benefits, recognition, status symbol

  • Pay may be based on individual, group and organizational performance

• Participation

• Quality of work life

• job enrichment

• Job enlargement Enlarging the scope of the job by adding similar tasks without enhancing responsibility

• Job enrichment Building into a job a higher sense of challenge and achievement :

• Giving workers more freedom in DM about

• Work methods, sequence & pace of work, acceptance or rejection of work

• Encouraging participation of subordinates & interaction between workers

• Giving worker a feeling of personal responsibility for their tasks

• Taking steps to ensure that workers to see how their task contribute towards finished products and to the welfare of the organization

• Giving people feedback on job performance

• Involving people in analysis and change of physical aspects of work environments

• Making job enrichment effective organizations need better understanding of what people want

• If productivity improvement is the goal, the program must show how workers will benefit

• People like to be involved, to be consulted and to be given a chance to offer suggestions

• People like to feel that their managers are truly concerned with their welfare