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CHAPTER 4

MOTIVATION SKILL INFLUENCING BEHAVIOR, HUMAN RELATIONS AND

PERFORMANCE

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MOTIVATION What Is Motivation and Why Is It Important?

The term motivation means the internal process leading to behavior to satisfy needs. Have you ever wondered why people do the things they do? The primary reason people do what they do is to meet their needs or wants. The process people go through to meet their needs is:

Need Motive Behavior Satisfaction or Dissatisfaction

For example, you are thirsty (need) and have a drive (motive) to get a drink. You get a drink (behavior) that quenches (satisfaction) your thirst.

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How Motivation Affects Behavior, HumanRelations, and Performance?

All behavior is motivated by some need. However, needs and motives are complex; we don’t always know what our needs are or why we do the things we do. Have you ever done something and thing and not know why you did it ? Understanding will help you understand behavior.

We cannot observe motives; we can observe behavior and infer what the person’s motive is. However, it is not easy to know why a person behaved the way he or she did because people do the same thing for different reasons. However, understanding behavior can help you to motivate people.

Generally, an employee who is motivated will try harder to do a good job than one who is not motivated.

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However, performance is not simply based on motivation. The level of performance attained is determined by three interdependent factors: ability, motivation, and resources.

This relationship can be stated as a performance formula:

Performance = Ability x Motivation x Resources

As an employee and manager, if you want to attain high levels of performance, you must be sure that you and your employees have the ability, motivation, and resources to meet objectives.

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Content Motivation Theories

A satisfied employee is usually more productive. Job satisfaction is the primary motivator. If an organization wants to increase performance, it must meet employees’ needs. To increase performance, managers must know their own needs and their employees’ needs, and they must satisfy them.

Content Motivation Theories focus on identifying people’s needs in order to understand what motivates them. You will learn about the Needs Hierarchy and How Organization Meet Employee Needs.

What is Needs Hierarchy? The needs hierarchy is Maslow’s theory of motivation that is based on five on needs.

Maslow assumed that people have five classifications

of needs.

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Physiological Needs: These are people’s primary or basic needs. They include air, food, shelter, sex, and relief or avoidance of pain. In an organizational setting, these needs include adequate salary, brake, and working conditions.

Safety Needs: One the physiological needs are met, the individual is concerned with safety and security In the organizational setting, these need include safe working conditions, salary increases to meet inflation. Job security, and fringe benefits that protect the physiological needs. However, jobs are less secure today, and less benefits are given.

Social Needs: After establishing safety, people look for love, friendship, acceptance, and affection. In the organizational, setting these needs include the opportunity to interact with others, to be accepted, and to have friends.

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Esteem Needs: After the social needs are met the, the individual focuses on ego, status, self-respect, recognition for accomplishments, and a feeling of self-confidence and pristine. In the organizational sating, these needs include titles, the satisfaction of completing the job itself, pay raises, recognition, challenging tasks, participation in decision making, and the chance for advancement.

Self-Actualization : The highest level of need is to develop one’s full potential. To do so, one seeks growth, achievement, and advancement. In the organizational setting, these needs include the development of one’s skill, the chance to be creative, achievement and promotions, and the ability to have complete control over one’s job.

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How Organization meet employee needs?

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Motivation Techniques

1- Giving Praise giving praise develops a positive self-concept in employees and leads to better performance the Pygmalion effect praise is a motivator (not a hygiene) because it meets employee’s need for esteem/self-actualization growth and achievement.

giving praise creates a win-win situation. it is probably the most powerful, least expensive, simplest and yet most underused motivational technique there is.

Four Steps of giving praise

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Step 1. Tell the person exactly what was done correctly: when giving praise look the person in the eye. Eye contact shows sincerity and concern. It is important to be very specific and descriptive general statements like “you’re a good worker “are not as effective but on the other hand don’t talk for too long, or the praise loses its effectiveness.

Step 2. Tell the person why the behavior Is Important: Briefly state how the organization ,and /or person, benefits from the action. It is also helpful to tell the employee how you feel about the behavior. Be specific and descriptive.

Step 3. Stop for a moment of silence : This is a tough one Most supervisors the author trains have trouble being silent the rationale for the silence is to give the employee the chance to “feel” the impact of the praise It’s like “the pause that refreshes.”

Step 4. encourage repeat performance. This is the reinforcement that motivates the employee to keep up performance

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2- Job EnrichmentThe term job enrichment is the process of building motivators into the job itself by making it more interesting and challenging.

Some simple ways managers can enrich jobs include: Delegate more variety and responsibility: Give employees

challenging assignments that help them to grow and develop new skills. New tasks require the challenge of new learning.

Make employees responsible for their own identifiable work: let employees make the entire product rather than one part of it.

From natural work groups: Allow the team of employees to work together.

Give Employees More Autonomy: Allow employees to plan, schedule, organize, and control their own jobs .

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3- Job Design Job design is the employee’s system for transforming inputs into output. The more effective and efficient the method, the more productive the employee. Job design focuses on increasing performance through job design improvements.

A common approach to job design is work simplification the idea behind work simplification is to work smarter not harder.

Job simplification is the process of elimination combining and or changing the work sequence to increase performance.

Eliminate: Does the task have to be done at all? If not, don’t waste time doing it.

Combine. Doing more than one thing at a time often save time. Change sequence. often a change in the order of doing things results in

a lower total time.

CHAPTER 5

LEADERSHIP SKILL INFLUENCING BEHAVIOR, HUMAN

RELATIONS AND PERFORMANCE

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Leadership What is leadership?

leadership is the process of influencing employees to work toward the achievement of objectives.

Why leadership skills are important? Leadership qualities can propel a person to a successful

and happy career. Job satisfaction stems from the leadership skills of the

employee’s manager.

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Leadership and management are not the same

People tend to use the terms manager and leader interchangeably However, this is not correct. Management and leadership are different but related

concepts. It has been said that organizations are over managed and underlet that managers need to provide better leadership the five functions include planning organizing staffing, leading, and controlling.

Manager is working largely on law or rule of the organization or departments.

Leader is working directly with personnel of the organization or departments.

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How leadership Affects Behavior, Human Relations, and performance There are different styles of leadership, the leader’s style affects the leader’s

behavior. In other words, the leader’s behavior actually makes the leader’s style.

An autocratic leader displays different behavior than a democratic leader the human relation between leader and follower will differ according to the

leadership style. the leader’s behavior can have a positive or negative impact on others’

performance. Truly outstanding leaders tend do elicit highly effective

performance from others.

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Leader Behavior

Behavioral approach, a leadership perspective that attempts to identify what good leaders do – that is, what behavior they exhibit.

Task performance behaviors: Action taken to ensure that the work group or organization reaches its goals.

Group maintenance behaviors: Action taken to ensure that satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.

Participation in decision making: Leader behavior that managers perform in involving their employees in making decisions.

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Autocratic leadership: A form of leadership in which the leader makes decisions on his or her own and then announces those decision to the group.

Democratic leadership: A form of leadership in which the leader solicits input from subordinates.

Laissez-faire: A leadership philosophy characterized by an absence of managerial decision making.

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Developing your leadership skills

Leaders in a variety fields, when asked how they become the best leader possible, offered the following comments.

“ I’ve observed method and skills of my bosses that I respected.” “By taking risks, trying, and learning from my mistakes.” “Reading autobiographies of leaders I admire to try to understand

how they think.” “Lots of practice” By making mistakes myself and trying a different approach.” By purposely engaging with others to get things done” By being put in positions of responsibility that other people

counted on.”

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More specifically, here are some developmental experiences you should seek.

Assignments: Building something from nothing, fixing or turning around a failing operation, taking on project or task force responsibilities, accepting international assignments.

Other people: Having exposure to positive role models, increasing visibility to others, working with people of diverse backgrounds.

Hardships: Overcoming ideas that fail and deals that collapse, confronting other’s performance problems; breaking out of a career rut.

Other events: Formal courses, challenging job experiences, supervision of others, experiences outside work.

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CONFLICT RESOLUTION

A Conflict exist whenever two or more parties are in disagreement. Conflict is an inherent element of any organization. It cannot be avoided because individual basic traits, ideas, and belief are always clashing.

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Conflict management styles

Forcing conflict style The forcing conflict style user attempts to resolve the conflict by

using aggressive behavior. A win- lose situation is created. Avoiding Conflict style The avoiding conflict style user attempts to passively ignore the

conflict rather than resolve it. A lose-lose situation is created because the conflict is not resolved.

Accommodating Conflict Style The accommodating conflict style user attempts to resolve the

conflict by passively giving in to the other party. A win-lose situation is created, with the other party being the winner.

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Compromising Conflict Style

The compromising conflict style user attempts to resolve the conflict through assertive give-and-take concessions. An I-win-part-I-lose part situation is created through compromise.

Collaborating Conflict Style

The collaborating conflict style user assertively attempts to jointly resolve the conflict with the best solution agreeable to all parties. This is the only style that creates a win-win situation.

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Resolving conflict with the collaborating conflict style It generally take less time and effort than resolving conflict. Allowing

employees to work together defining their responsibility, authority and accountability is a good conflict prevention technique. However, while you can help prevent conflict, you can not eliminate it completely. However, it is generally the appropriate style for conflict between colleague and peers.

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Initiating Conflict Resolution The resolve conflicts, you should develop plan of action.When

initiating a conflict resolution using the collaborating style, the initiating conflict resolution step are:step1 plan to maintain ownership of the problem using the XYZ model step 2, implement your plan persistently; step3, make an agreement for change.

The XYZ model describes a problem in terms of behavior, consequences, and feeling: When you do X (behavior), Y (consequences) happens, and I feel Z (feeling). For example, when you smoke in my room (behavior), I have trouble breathing and become nauseous (consequence), and I feel uncomfortable and irritated (feeling). Vary the sequence and start with a feeling or consequence to fit the situation and to provide variety.

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Responding to Conflict Resolution

A responder is person confronted by an initiator. Here’s how to handle the role of the responder to a conflict.

Most initiators do not follow the model above, Therefore, responder

must take responsibility for successful conflict resolution by following the conflict resolution model. The responding to conflict resolution steps are: step1, listen to and paraphrase the problem using the XYZ model; step2 agree with some aspect of the complaint; step 3, ask for, and /or give, alternative solution; step4, make an agreement for change.

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Mediating Conflict Resolution Frequently conflicting employees cannot resolve their dispute. In

these case, the managers should mediate to help them resolve their differences. Good ground rules help keep the focus on resolving the conflict.

When brining conflicting parties together, follow the mediating

conflict model. The mediating conflict resolution steps are: step1 have each party state his or her complaint using the XYZ model; step2, agree on the problem(s): step3, develop alternative solutions: step4, make an agreement for change abind following up.

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Thank you !!!