LECTURE 7- HUMAN BUSINESS ADMIN

CSS
RESOURCE MGMT ROHA KHAN 50th -CTP
TODAY’S LECTURE
1. Motivation Theories
2. Leadership Styles
WHAT IS MOTIVATION
• Motivation theories are frameworks that aim to explain why individuals
behave in certain ways, what drives their actions, and how they can be
motivated to achieve specific goals or outcomes
• Motivation – The driving force behind an employee’s work
• Motivation – The internal and external factors that stimulate people to take
actions that lead to achieving a goal
• The desire of workers to see a job done quickly and well
WHY IS MOTIVATION IMPORTANT

Motivated workers help organizations achieve their aims and

objectives
Keeps morale high in the workplace
Low labour turnover and thus reduces the costs of recruitment
Increases efficiency and effectiveness
High productivity - Has a direct impact on productivity levels
Well motivated staff members take responsibility
Low absenteeism = Number of absent days/ Number of available
work days in a year or a given period
INDICATORS OF POOR STAFF
MOTIVATION
• Absenteeism
• Lateness
• Poor performance – missing deadlines
• Accidents
• Grievances
• Poor response rate and lethargy
MOTIVATION THEORIES
A. Content Theories of Motivation – Individuals are motivated by the desire to fulfil
their inner needs; so focus of these theories is to create conditions for staff to
help achieve their inner desires while working
1. Fredrick Taylor – Scientific Management
2. Elton Mayo – Human Relations
3. Abraham Maslow – Hierarchy of Needs
4. Herzberg’s Two Factor Theory
5. Mc Clelland’s Motivational Needs Theory
B. Process Theories – What people are thinking about when they decide whether
or not to put effort into an activity
1. Expectancy Theory
2. Equity Theory
3. Goal-Setting Theory
4. Reinforcement Theory
1. FREDRICK TAYLOR’S SCIENTIFIC MGMT
• Book Principles of Scientific Management in 1913
• Attempt to analyze worker motivation to advise management how to improve
performance
• Scientific Management – established hypothesis, studying and detailed recording of
performance
• Find out “one right way” to do something – increase productivity and efficiency
• Time and Motion Study
• Theory of Economic Man – Man was only driven by money alone
• Led to linkages between wages and output  piece rate system
• Widely successful and adopted by manufacturers mass production
2. ELTON MAYO – HUMAN RELATIONS
THEORY
• Hawthorne Effect
• Experiments conducted over 5 years in Chicago in factory in early 1920s in
Hawthorne Works of Western Electric
• Assumed that working conditions would have significant impact on productivity
levels- lighting, heating, rest periods etc
• Control group and experiment group
• Astonishing results – productivity of both groups increased as working conditions
were improved and worsened both
• Hawthorne Effect - People being watched has an effect on motivation levels.
Implications for motivation studies- the mere act of paying attention to individuals
or recognizing their efforts can lead to improved performance. This effect is
particularly relevant in management and psychology, emphasizing the impact of
attention and motivation on behavior.
2. ELTON MAYO – HUMAN RELATIONS
THEORY
• Studies and experiments continued until following conclusions were drawns:
 Changes in working environment and financial rewards has little or no effect on
productivity
 Motivation improves when management consults with workers
 Working in teams and team spirit improves productivity
 Positive motivational effect when workers given flexibility and control over their own
working lives
 Informal groups can be very influential. Building positive relationships within these groups
could improve morale and productivity.
3. ABRAHAM MASLOW'S HIERARCHY OF
NEEDS
• Identifies main needs that humans
may have
• Needs determine action, will always
want to satisfy them
• Once a need is fulfilled it stops
acting as a motivator
• Self-actualization may not be
attained by all
4. HERZBERG – TW0 FACTOR THEORY
• greatest impact after Taylor • Dissatisfaction resulted from five
factors too – salary, company admin
• Conducted research based on and policy, supervision, working
questionnaires and interviews conditions and relations with others
• Job satisfaction resulted from five • Hygiene Factors – extrinsic factors
things- called ‘Motivators’ of the job
1. Achievement
2. Recognition for it • These had to be addressed by the
3. The work itself managers but even if they were in
4. Responsibility place, they would not motivate in
5. Advancement themselves
•Their lack may cause dissatisfaction
 4. HERZBERG – TW0 FACTOR THEORY
• Job Enrichment- three factors
 Complete units of work
 Feedback on performance
 A range of tasks

•Higher pay, good working

environment and less supervision
may help remove dissatisfaction but
will not motivate unless the job is
rewarding, challenging and
interesting
5. MCCLELAND’S MOTIVATIONAL NEEDS
THEORY
• Doctor of psychology • Found in varying degrees in all
workers
• David McClelland
• Mix of these needs
•Three types of motivational needs in
his book The Achieving Society
(1961)
1. Achievement Motivation – (n-
ach)
2. Authority Motivation – (n-pow)
3. Affiliation Motivation – (n-aff)
PROCESS THEORIES - VROOM’S
EXPECTANCY THEORY
• Vroom’s Expectancy Theory – • Based on three beliefs:
Individuals will behave in ways that 1- Valence – depth of want of a reward
they believe will lead to outcomes 2- Expectancy – degree to which they
the value believe effort will result in reward
3- Instrumentality – Confidence that they
• Individuals can be motivated if they will actually get what they desire
believe there is a link between effort
and performance and that
performance will result in desirable
reward
• This reward will satisfy a need
OTHER PROCESS THEORIES
• Equity Theory: Developed by J. Stacy • Goal-Setting Theory: This theory,
Adams, equity theory suggests that developed by Edwin Locke, emphasizes
individuals are motivated when they the importance of setting specific and
perceive their inputs (effort, time, skills) challenging goals. It suggests that
and outputs (rewards, recognition) to individuals are more motivated when
be equitable compared to others. When they have clear, achievable objectives.
they perceive inequity, it can lead to
feelings of under-reward or over-
reward, affecting motivation. •Reinforcement Theory: B.F. Skinner's
reinforcement theory focuses on the
role of rewards and punishments in
shaping behavior. Positive
reinforcement (rewards) and negative
reinforcement (removal of aversive
stimuli) can influence motivation.
LEADERSHIP STYLES
•Democratic Leadership: A leadership style that encourages participation and
collaboration among team members in decision-making. It values input from the
team and fosters a sense of shared responsibility.
•Autocratic Leadership: A leadership style characterized by a top-down approach,
where the leader makes decisions unilaterally and exercises authority and control
over the team without significant input or participation from team members.
•Paternalistic Leadership: A leadership style where the leader assumes a parental
role, taking care of the team's well-being and making decisions with the team's best
interests in mind. There is often a strong element of guidance and protection in this
style.
•Charismatic Leadership: A leadership style where the leader possesses strong
charisma, charm, and persuasive qualities. Charismatic leaders can inspire and
influence their followers through their personal magnetism and compelling vision.
LEADERSHIP STYLES
•Laissez-Faire Leadership: A hands-off leadership style where the leader
allows team members significant autonomy and decision-making freedom.
The leader offers minimal guidance or direction, relying on the team to self-
manage.
•Bureaucratic Leadership: A leadership style characterized by strict adherence
to rules, procedures, and established protocols. Bureaucratic leaders
emphasize order and consistency in their management approach.
MC GREGOR’S THEORY X AND Y
•Refer to notes of Lecture 7
ETHICS, JUSTICE AND FAIR TREATMENT
IN HRM
• Ethics – Values and principles on which HR or managers deal with the
employees. Sense of right and wrong
• Equal Opportunity
•Privacy and Confidentiality
•Honesty and Transparency
• Conflict of Interest – not engage in unethical practices like nepotism,
favoritism etc
• Whistleblower Protection
JUSTICE AND FAIRNESS
• Procedural Justice • Diversity and inclusion
• Distributive justice • Avoid discrimination
• interactional justice • Training and development
• retributive justice • Grievances procedures should be
fair and transparent
• Harassment policies
THANK YOU