Principles of Management

Human Factors & Motivation

Lesson -12
 Leading

Resources The Process of Management Achievements

Men &
Planning Leading
Women
Material
Machine
Methods
Money
Market Organising Controlling

Staffing

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 Leading
Definition: LEADING
The Process of Influencing People so that They will
contribute to the Organisation and the Group Goals
• Difference b/w Managing and Leading:
Leading is only one function of Management – but
Complex!
Why? - Human Factors & Motivation are involved
Human Factors to be considered in Managing
(Chp.14)
• Multiplicity of Roles: Various roles an individual plays
in society
• No Average Person: Rules, procedures, job
descriptions,
work standards assume otherwise!
Individual – Different needs, attitudes, Motivations, skills and knowledge
• Personal Dignity: achieving results without violating
dignity of the individual
• Viewing Person as a Whole: traits interact
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 Motivation
•Motives are based on needs – conscious & subconsciou
•What is Motivation?
Is the need or drive within an individual that drives
him or her towards Goal oriented action
Three Elements

NEED Energises and activates human behavior

DRIVE Inner force; propels behavior in a direction

GOAL Incentives that reinforce private

satisfaction

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 Motivation
.

• Primary Need Physiological

Requirements

• Secondary Needs Status, Self-esteem,

affiliation,
affection, etc.
• Personal Need or Desire
Complex
Conflicting
Environment
Situation

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 Motivation
.

.
Initiates Directs
Personal Need/ Drive Goal
Desire Behavior Behavior

Reinforces perpetuation of certain

Satisfaction
Needs and Desires

Simplified Motivation Process

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 McGregor’s Theory of Motivation
.
Theory ‘X’
Assumptions:
Organisational
Dislike for Work
Objective

Avoids responsibility,
low ambition

Coerced, controlled,
directed, threatened

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 McGregor’s Theory of Motivation
.

Organisational Theory ‘Y’

Likes to work Assumptions
Objective

Self-direction Commitment α Reward

& control
Coerced, controlled,
-----------------------
directed, threatened

Accepts responsibility,
Creative (under conditions)

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 Motivation

• Motivators: • Induces an individual to Perform

- Identified Rewards or incentives that
drive to satisfy the wants.

• Satisfaction:• Contentment experienced when

want is achieved.

• Motivation: • Drive and effort to satisfy goal

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 Motivation
• Abraham Maslow:
Hierarchy of needs

Physiological Security/safety Acceptance

Self Actualisation Esteem

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Maslow’s Hierarchy of Needs
 Motivation
• Frederick Herzberg: Two Factor Theory

Context - Disatisfiers Content - Satisfiers

Compensation Work itself - Challenging
Working Condition Added Responsibility
Personal Life Opportunity for
Interpersonal -l Advancement
-Relationship Recognition
Status
Job security
Company Policy
Administration

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 Motivation
• Victor Vroom: Expectancy Theory
Force = Valence x Expectancy
Force: Strength of motivation
Valance: Strength of preference for outcome
(Value on outcome of effort)
Expectancy: Probability that action will lead to
desired Outcome
• Recognises individual needs and motivation
• Fits Harmony of Objectives & Management by
Objective
• Difficult to Practice
• Indicates Motivation much more complex
than thought by Maslow and Herzberg
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 Motivation
•Porter & Lawler Model:
Built on Expectancy Theory

Effort Accomplishment Reward

Satisfaction
- Perception of: Intrinsic
Effort to reward Extrinsic (Measurable)
Role
Ability

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The Porter and Lawler Motivation Model

Extends Expectancy Theory 

Performance  Rewards 
Satisfaction
 Motivation
• .

• J. Stacy Adams:
• Equity Theory –

Outcome by a Person Outcome by another person

=
Input by a person Input by another person
Inequitable Reward: Leads to Dissatisfaction
Reduced Output; quality/ quantity
May also lead to employee turnover
More than Equitable Reward:
Harder Work (Problem)
Equitable: Continue

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 Motivation
• B.F. Skinner of Harvard:
Positive Reinforcement Praise good Performance
or Punish Poor Performance
Behaviour Modification Analyse; Determine what
causes the worker
to act the way they did;
Change.
Praise for the good
things even in
negative
• McClelland’s Need Theory:
Need for Power
Affiliation
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 Motivation
• Other Motivational Techniques:
– Money
– Participation
– Quality of Working Life
– Job Enrichment
• Money:
- Keeps employee from being dissatisfied
- Is of utmost importance for some
- It is a motivator - in terms of wages/
bonuses incentives, Stocks etc.

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 Motivation
• Participation:
Mental & emotional involvement of a person
to make contributions to the decision making
process and to assume one’s share of
responsibility.
- Motivational Basis: People like to be asked
their opinion and know that their ideas and
beliefs have some weight in the ultimate
management action
- Feeling of belongig and wanted
- Provides a sense of Importance (Ego)
- Better decision making and team work.
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 Motivation
• Participation:
Will be successful only where:
- Employees interested & assume
responsibility
- Enterprise Objectives well stated and
known
- Knowledge on subject
- Availability of Time
- Participant knows personal position and
status
will not be adversely affected.
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 Motivation
• Quality of working life: Sub-committee
How to enhance the dignity, attractiveness
and productivity.
Tool: Job Enrichment and redesign
• Job Enrichment:
- Workers more freedom to decide on work
methods, sequence etc.
- Participation
- Workers should feel personal responsibility for the
job
- Communicate to workers the results of their effort
- Discuss with workers the physical aspects of the
work
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environment
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 End of Lesson -12

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