An employees motivation is a direct result of the sum of interactions with his or her manager.

Definition of Motivation
Motivation can be defined as the drive or energy that compels people to act, with energy and persistence, toward some goal.

Human Resource and Motivation

Human Resource is concerned with motivation in a two ways. HRM cannot ignore the impact that classification, compensation, promotion, training and other policies have on employee motivation. HRM involves policies that direct how people interact in organizations. HRM can encourage or discourage people from interacting with others in certain ways that affect motivation, often directly.

Principle of Motivation
A key principle of motivation is that people are motivated to pursue and satisfy their needs. As President Eisenhower put it, Motivation is the art of getting people to do what you want them to do because they want to do it.

Maslows Hierarchy of Needs

McGregors Theory X and Y

Eight Groups of Motivational Needs

1.
2. 3.

4.
5. 6. 7. 8.

Concern about physical Security Acknowledgement and recognition Needs for Achievement Making a difference Need to belong Non-work needs Need for predictability and control Need to avoid demotivators

Role of Money in Motivation

The lack of money demotivates
The prospect of making more money motivates Permanent higher salaries are not associated with

permanent higher motivation.

HRM and the Climate for Motivation

The climate for motivation is defined as the opportunities for workers to find motivation at work, which, in part, is determined by the range of human resource management policies and practices.

10 Motivation boosters that HRM can provide

1. 2. 3. 4. 5. 6.
7. 8. 9. 10.

Competitive salaries Relevant benefits Meaningful rewards and recognition Opportunities for challenge and training Friendly and cooperative workplace relations Assignments that allow for making meaningful contributions to society Feedback that provides recognition and opportunity for development Meaningful control over the work environment Minimize the demotivating effect of rules and regulations Reduce negative supervisory relationships

The Psychological Contract

A psychological contract is a tool defined as an unwritten understanding about mutual needs, goals, expectations, and procedures. Such agreements go beyond employment contracts that typically include salary, benefits, feedback and working hours; it can be said that psychological contracts begin where formal employment contract leave off.

The Psychological Contract

Worker Supervisor

Discussion
Expect to get Expect to give

Feedback
a) Something can be done b) Cannot be met c) can be met in a modified form only

Benefits of Psychological Contracts

It helps bring to light workers needs that motivate

them It allows the managers to clarify workers needs and evaluate the extent to which those needs can be met It is perceived as fair balance between what the worker wants and what the worker is expected to give It has a mechanism for following up, ensuring the agreement is implemented and addressing changes that may occur.

Feedback
Feedback is defined as evaluative information given to employees about their performance or behavior, whose purpose is to influence future performance or behavior. Feedback should be given frequently and sporadically, close to the moment of performance and in constructive ways.

Strategy for feedback

Managers should Provide a balanced assessment of employee performance ( including both positive and negative aspects) Emphasize the objective nature of service outcomes Establish their commitment to helping subordinates achieve positive results Work collaboratively with employees to develop strategies for improving performance( without imposing solutions) Help employees develop their perspective that they have the power to affect conditions in success Agree on a timetable for monitoring improvement Provide strategies for support and feedback Offer future rewards for improvement