Chapter 9 – MOTIVATION, EMPLOYEE EXPECTATION AND JOB SATISFACTION

Chapter 9 – MOTIVATION, EMPLOYEE EXPECTATION AND JOB SATISFACTION

EMPLOYEE EXPECTATIONS

It is important for employers to understand what employees want in the workplace. Employees now are valuing working for a respected and successful organisation, they want personal development opportunities and to feel like they are contributing to not only the business but also the community.

Review table 9.1: Employee - Employer Expectations

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1. General Expectations

2. Conditions of Employment and the work-life balance

3. Job Security



EMPLOYEE EXPECTATIONS1. General Expectations

3 Generations with a workplace1. Baby Boomers (born b/w 1946 – 1964)2. Generation X (born b/w 1965 – 1979)3. Generation Y (born b/w 1980 – 1994)

This provides additional challenges for a employer as expectation vary between each generation.

It can also prove to be an advantage by using the different strengths of each to advance the business



EMPLOYEE EXPECTATIONS1. General Expectations1. Baby Boomers (born b/w 1946 – 1964)

Driven less by financial reward and more by stimulation gained from their job

A larger number of workers over 65 are continuing to work, however are not interested in the management position, and wishing to work part-time. They are valuable to an organisation as they have significant skills that can be utilised by a business.



EMPLOYEE EXPECTATIONS1. General Expectations3. Generation Y (born b/w 1980 – 1994)

The expectations are very different to the baby boomers

- More focused on career advancement- Likely to ask for pay rise- They demand better office amenities- Ask for time off to study- And request training and mentoring

- They are however more tech savvy and have a huge amount of drive and enthusiasm.



EMPLOYEE EXPECTATIONS1. General Expectations2. Generation X (born b/w 1965 – 1979)

The generation X is somewhere in between to 2 other generation.



EMPLOYEE EXPECTATIONS2. Conditions of Employment and the work-life balance

National Employement Standards (NES)Created by Fair work Australia to provide a minimum

standards framework for employers

Employees increasing asking for:- More flexible work practices (to allow time for family)- Changes to working hours, patterns, and location- Increased “Work-Life Balance”- Family/Parental Leave (paid or unpaid)- School holiday programs- Job share opportunities- Opportunity to work from home




Benefits of providing what employees are asking for:

- Reduce cost of recruitment costs (reduced staff turnover)- Retain valued employees- Promote diversity and fairness throughout business- Positive effects on employee well being- Higher staff morale- Increased productivity of employees




Occupational Health & Safety

Occupational Health & Safety Act 2004is the legislation design to improve OH&S in Victoria

An employer must provide a safe and healthy working environment to its employees, including adequate facilities, instruction, training and signage.

Employees are also expected to comply with the OH&S policies and procedures an organisation puts in place.



EMPLOYEE EXPECTATIONS3. Job Security

Employees like to feel assured that they have gainful employment for as long as they determine.

In recent times there has been an increase in:Casual staffingContractor staffing

And reduced Permanent Full-time & Part-time positions

A Lack of job security can effect Staff Motivation, Loyalty and Productivity




ACTIVITY 9.2

ACTIVITY 9.3



MOTIVIATION (page 192)

‘Is the desire or drive to work well; process of ensuring that there is continuing commitment to a common set of goals or a single goal’

For a manager to achieve the best work performance from their subordinates, they must know what motivates them.

The HR dept helps with this process of:- Ensuring work is correctly designed- A system of rewards is put in place- The appropriate management style is used- A positive corporate culture exists- A process is in place for employees to work at their

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THEORIES OF MOTIVATION

If a manager can show subordinates that by working to achieve organisational objectives they are in fact helping to achieve their own personal goals, then a very powerful motivating force has been found.

3 Theories are those of: KNOW THESE for EXAM

1. ABRAHAM MASLOW (Hierarchy of needs)

2. FREDERICK HERZBERG (Herzberg two factor theory of work motivation)

3. EDWIN LOCKE (Goal-setting theory)




1. ABRAHAM MASLOW (Hierarchy of needs)Maslow (1908 – 70) developed a 5 stage hierarchy of needs

He believed that within all individuals exists a hierarchy of five needs, which can be arranged based on importance of the needs.

An employee’s level of needs must be substantially satisfied before moving to the next level, which is then activated as a motivator.

Once a level has been met/satisfied it is no longer an effective motivating factor.

Refer to table 9.2

2. The lower order needs are likely to be satisfied externally – eg. Physiological needs and safety needs

3. The higher order needs are like to be satisfied internally – eg. Social, self-esteem and self actualisation.





Refer to table 9.2

Maslow’s needs can be seperated into 2 levels

2. The lower order needs are likely to be satisfied externally – eg. Physiological needs and safety needs

1. Physiological needs 1. Basic needs such as food, water, air, shelter and other physical

requirements 1. A Job / Remuneration

2. Safety Needs1. Security and protection from physical and emotional harm

1. Job Security, Benefits, Safe and Health conditionsSCSC Year 12 Business Management . Weebly . com




2. The higher order needs are like to be satisfied internally – eg. Social, self-esteem and self actualisation.

1. Social needs- Affection, affiliation, acceptance and friendship in peer groups - Friendly workers, Organised employee activities2. Esteem needs- External needs of status, recognition and attention Internal needs of self-

respect, autonomy and achievement - Job title, performance rating, merit rewards, promotion, pay links

3. Self actualisation - Ultimate need - Personal growth, achieving own potential, self-fulfilment, and using own

creative talent - Challenging work, Participation in decision making, opportunity for

personal growth




2. FREDERICK HERZBERGHerzberg’s two factor theory of work motivation

Similar to Maslow’s lower and higher order needs. Lower order needs as hygiene factors and,Higher order needs as motivators

MOTIVATORSAre linked to job satisfaction and performanceExamples

recognition Challenging workresponsibility Achievementadvancement





MOTIVATORS (Higher level needs)

Are linked to job satisfaction and performanceExamples

recognition Challenging workresponsibility Achievementadvancement





HYGIENE FACTORS (lower level needs)Often seen as preventing motivation.The absence of these can often result in job dissatisfaction.These are usually extrinsic motivations

ExamplesSalary Working conditionsCompany policy AdministrationPersonal Life Job SecurityStatus Quality of supervisionRelationships with supervisors and peers




2. FREDERICK HERZBERG

Herzberg’s two factor theory of work motivationTo apply Herzberg’s Theory a 2 stage process must be implemented.

Firstly – the hygiene factors causing dissatisfaction must be eliminated





To apply Herzberg’s Theory a 2 stage process must be implemented.

Secondly – Help employees find satisfaction

- create positive actions to overcome the hygiene factors including:- Remove restrictive company policies - Ensure wages

are competitive- Build job status in roles - Provide job security.

- create satisfaction by introducing motivating factors associated with work

- provide opportunities for advancement- recognise achievements- provide greater responsibilities




3. EDWIN LOCKEGoal-Setting Theory

Goal setting leads to- increased effort- Task focus- persistence= improved performance for

- Individual- organisation





When establishing goals the following must be addressed:• The goals must be SPECIFIC S• The goals & their outcomes are MEASURABLE M• The goals, while difficult, are ACHIEVABLE/ATTAINABLE A• The goals are understood and accepted and RELEVANT R• The goals are TIME-BOUND T

Known as the SMART Principles its adoption ensures clarity of goals being set.





Once the goals are set it is important for managers to provide feedback on the progress towards achieving the goals.

Application of goals setting involves participation from both Managers and Employees at every organisational level.



MOTIVATIONAL THEORIES FOR JOB SATISFACTION & PERFORMANCE

It is good management practice that lead to more motivated staff, by:• Recognising individuals differences• Matching people to jobs• Goals setting• Creating an individual and equitable reward system• Linking rewards to performance, and• Realising that money is an important performance incentive




The following are Management Strategies that are used to motivate employees:

1. Implementing a reward and recognition system

2. The design of a job

3. The degree of flexibility built into work practices

4. The organisational environment and corporate culture





1. Implementing a reward and recognition system

Financial reward must be seen to be a significant motivator. The financial reward must be sufficient to ensure long term motivation or other forms of motivation must be considered.

Whatever reward system that is put in place it must be sufficiently flexible to accommodate all individual employees.




The following are Management Strategies that are used to motivate employees:2. The design of a job

It is important when designing a job to ensure that tasks required contain a degree of variety and challenge to the employee.

The position could also include:- Job enlargement – making the job bigger by combining

various operations - Job enrichment – involves vertically expanding the job to

increase its depth of content and degree of control.




The following are Management Strategies that are used to motivate employees:2. The design of a job

It is important when designing a job to ensure that tasks required contain a degree of variety and challenge to the employee.

The position could also include:- Job Rotation – reduces boredom and increases employees skills

and makes them more workplace flexible, it is not necessarily a motivating strategy

- Quality Circles – are groups of employees who meet regularly to discuss work-related problems and issues. Giving emplyees a voice will empower them and take ownership of their work space





3. The degree of flexibility built into work practices

It is important to recognise peoples difference life situations. Whether it family, study or age related, it is important for employers to recognise these situations and attempt to cater for them.

Taking into account these situations and catering for employees will see a more loyal, committed and productive employee.

Study leave has recently been an important topic for many younger ambitious employees, rewarding them paid time to study for wanting to achieve best will transfer into greater job satisfaction and better work performance




The following are Management Strategies that are used to motivate employees:4. The organisational environment and corporate culture

Factors that strongly effect motivational levels include:- Respect- Independence- Training & recognition- Toxic work cultures- Low levels of feedback- Tolerance of errors – core to a culture of learning and development


Chapter 9 – MOTIVATION, EMPLOYEE EXPECTATION AND JOB SATISFACTION

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