MotivationHRM in Construction

Dr. Nabil I. El Sawalhi

Construction Management

1 HRM Ch 7

Motivation

• 1. Content theory– Herzberg’s Motivation-Hygiene (الوقائية) Theory– Maslow’s Hierarchy of Needs– McClelland’s Learned Needs Theory

• 2. Process Theory– Equity theory– Expectancy Theory– Goal setting theory– Alderfer’s ERG Theory– McClelland’s three needs theory– Alderfer’s ERG theory

HRM Ch 72

• Motivation characteristics

– Environmental factor

– Social /culture factors

– Technological factor

• Job design

HRM Ch 73

Motivation

• Level of absenteeism, labor turnover,productivity, identified as directly attributableto employee motivation

• A problem for the managers of HR is that twodifferent concern:

4 HRM Ch 7

Motivation…Cont.

Requirements of the organization in term ofproductivity and efficiency through theirefforts

The requirements of the workers in gainingsatisfaction that is not directly associated withfinancial or material gain, but with enjoymentarising from undertaken the work itself.

5 HRM Ch 7

Motivation

• Motivation can be set under two general headlining

• 1. Content theory

• What employees want from work or reasons to work

• 2. Process Theory

• How to get there or alternative ways to get there

HRM Ch 76

Content Theories

• Herzberg’s Motivation-Hygiene (الوقائية) Theory

• Maslow’s Hierarchy of Needs

• McClelland’s Learned Needs Theory

7 HRM Ch 7

Content theories

• 1. Herzberg’s hygiene theory

• The performance can be measured under two cases

– Hygiene Factors

• Concerned with job environment

– Motivate factors

• concerend with content of work it self

HRM Ch 78

Herzberg’s Motivation-Hygiene Theory

• Hygiene Factors– Company policy and

administration

– Supervision

– Relationship with supervisor

– Work conditions

– Salary

– Relationships with peers

– Security

• Motivation Factors– Achievement

– Recognition

– Interesting work

– Responsibility

– Advancement

– Growth

9 HRM Ch 7

Maslo Hierarchy of Needs

• Human have five identifiable needs– Food

– Shelter & safety

– Security & protection

– Affection & belonging

– Recognition

• Human will not try to satisfy a need at the next level in the hierarchy until the lower level need has been satisfied.

HRM Ch 710

Maslow’s Hierarchy of Needs

Self-

Actualization

Esteem

Affiliation

Safety and Security

Physiological

11 HRM Ch 7

McGregor’s Theory X and theory Y

• Managers try to motivate people according to whether they hold a basically negative (X) or Positive (Y) view of human beings.

• Theory X traditional

– approach to the direction and control of people

• Three Assumptions

– Workers have an inherent dislike of work and will avoid it whatever possible.

HRM Ch 712

• Since workers dislike work, they must be coerced, controlled, directed and punished to achieve goals.

• Workers prefer to be directed, wish to avoid responsibility.

HRM Ch 713

• Theory Y

– Work is as natural as rest and play

– Self –direction & self control are desirable in the work situation.

– People are not inherently lazy.

– People have potential.

HRM Ch 714

Process Theories

• Equity theory

• Expectancy Theory

• Goal setting theory

15 HRM Ch 7

Process theories

• Investigate how motivated behavior is sustained.

• Equity theory:

• Concerned with fairness

• Job satisfaction affected by input and output

• Input: amount of work

• Output: rewards

• People calculate this interm of ratio

• If two ratios between different persons are the same, the equity do exist.

HRM Ch 716

Expectancy Theory

MotivationEffort

E P ExpectancyPerceived probabilityof successfulperformance,given effort

P O ExpectancyPerceived probability of receiving an outcome, given successful performance

Outcome A

valence A

Outcome B

valence B

Outcome C

valence CMotivation is expressed as follows:M = [E P] × P O) ×(V)]

Performance

17 HRM Ch 7

Expectancy theory

• It assume the people make decisions according to outcome of particular action (how attractive)

• There is certain link bet effort, performance, & outcome

• Effort-performance linkage

• Performance-outcome linkage

• Attractiveness of outcome.

HRM Ch 718

Goal setting theory

• Stress on significance of setting and achieving goals in the motivation process.

HRM Ch 719

Alderfer’s ERG Theory

GrowthNeeds

RelatednessNeeds

ExistenceNeeds

Frustration

Regression

Satisfaction

Progression

20 HRM Ch 7

McClelland’s three needs theory

Three needs motivates peoples:

• Achievement: to achieve in relation to personally set standards of excellence.

• Power: the need to control or influence

• Affiliation-the desire for friendly and close interpersonal relationship

HRM Ch 721

Alderfer’s ERG theory

• Three mean categories of needs:

• Existence : the need for survival and reproductions

• Relatedness: social needs

• Growth: need for personal growth

HRM Ch 722

Motivation characteristics

Environmental factor

• 1. economic factor

• Level of completion

• Level of productivity

• Degree of manufacturing

• Service economy

HRM Ch 723

Social /culture factors• Age composition of workforce• Level of education• Career expectations• Legal factors• Employment legislation• Employment practicesTechnological factor • Computer aided manufacturing • Degree of craft• Informations

HRM Ch 724

Job design

• We can express job design in terms of four inter-related functions

• 1. the process and principles employed

• 2. the effective allocation of jobs

• 3. establishment of the relationships

• 4. personnel support system (selection, training, supervision, motivation, reward)

HRM Ch 725

• The importance of holistic job design cannot be understated.

Job enrichment approach:

• Job enrichment

– the vertical restructuring of jobs designed to increase the level of challenge through more difficult duties and responsibility.

• Job enlargement

– the horizontal restructuring of jobs whereby the degree of difficulty remains the same but the number of duties is increased providing more works.

HRM Ch 726

• Job design can be three-stage process

Stage 1 survey and analysis

• Examine and identify

• The content of a job

• Frequency of performance

• Degree of specialization

• Importance of tasks relative to achievement of goals

HRM Ch 727

• Consider situational factors

• Economic positions

• Amount of technology

• Working condition &ns

• Change in skill levels

Stage 2 plan and design

• Define system and procedures required to realize organizational goals in the most efficient manner

HRM Ch 728

• Stage 3 implementation and assessment

• Put new design into practice

• Assess and modify according to :

• Compatibility with organizational goals

• Feedback from employees to ensure continued efficiency, effectiveness and satisfaction.

HRM Ch 729