Motivation and Change Management - Principles of Management - ثالث ثانوي

Lothassair www.edu.v 3.2 Motivation and Change Management KEV TERMS Physiological Needs Security Needs Social Needs Self-esteem Needs Self-Actualization Achievement Need Affilation Need Power Need Hygiene Factors Motivators LEARNING OBJECTIVES Once you have completed this lesson, you should be able to 3.2.1 Describe the main points to the three theories of motivation 3.2.2 Identify the steps managers should follow when directing change REALITY CHECK Building a Motivated Team Omar is the operations manager of a large construction company in Jeddah. The company has an excellent reputation in the industry and has recently won an important contract to build a brand-new hotel and business center. It is a state-of-the-art eco building and when completed it is expected to become one of the most prestigious and Iconic new landmarks in the city However, although his workforce are used to a stressful and dynamic environment, the complex build- ing, green initiatives, and ame pressures create many challenges for Omar's team to overcome At first Omar assumes that the respect of being associated with such a prestigious project would be more than enough motivation for his workforce. He is also known for paying higher wages than rival companies. However, as the project continues, he begins to sense dissatisfaction among the team. One colleague suggests the ream need greater financial rewards for meeting targets. Another colleague takes an opposing view, suggesting that wages should be docked if workers don't meet their targets. "That's the best way to motivate anyone!" he says A third colleague says, "It's not just about money You need to satisfy their individual needs, whether that's giv- ing more autonomy, making them feel part of a team, or generating a genuine sense of achievement." 142 Chapter 3 Staffing, Decong, and Controlling اعارت التعليم

وارد التعليم What's Your Reaction? What do you think is the best way for Omar to motivate his staff in a challenging work environment? LO 3.2.1 Motivation Theories Most students can imagine days when they are excited to get up and go to school or take part in a particular club. On these occasions, the day is enjoyable and time seems to move faster than usual. In comparison, there may be some days which seem to go on forever, and work feels more tiring and laborious to complete. Equally, some teachers, coaches or club leaders seem to be able to encourage the best efforts from their students or team members. What causes the difference? As highlighted earlier, intrinsic and extrinsic factors motivate people to act in certain ways. Psychologists have developed theories about what factors motivate people to behave as they do. Managers can influence employees to behave in ways that help achieve company goals by understanding and applying theories of motivation. Maslow's Hierarchy of Needs Abraham Maslow described motivation in terms of a hierarchy of needs. The first level is physiological needs, followed by security, social, self- esteem, and self-actualization needs. Physiological needs are things required to sustain life, such as food and shelter. Security needs involve making sure you and those you care about are safe and free from harm. Social needs include the need to belong, to interact with others, to have friends, and to love and be loved. Self-esteem needs include the desire for recognition and respect from others. Finally, self-actualiza- tion is the need to grow emotionally and intellectually, to be creative, and to achieve your full potential (see Figure 3-2). Lession 3.2 Motivation and Change Management 143

التعليم 144 Self-esteem Social needs Security needs Physiological nents Figure 3-2 Maslow's Hierarchy of Needs Abraham Maslow separated human needs into five categories of escalating importance. According to the theory, people seek to satisfy these needs in a par- ticular order, from lowest to highest. If a lower-level need is not sat- isfied, a person will have little motivation related to higher levels.. For example, starving people will be more motivated to find food than to be concerned about friendships. But once people have reasonably satisfied. their physiological and security needs, the need for social interaction will have more influence on their behavior. When applying Maslow's theory, managers can influence employee behavior by recognizing the levels of the hierarchy that are currently most important to an employee, and then using things such as job assignments, praise and support, and financial rewards that best meet those needs. McClelland's Theory of Needs Whereas Maslow's theory is based on a set of needs common to all people, David McClelland believed that people are influenced most by one of three specific needs: the need for achievement, the need for affiliation, and the need for power (see Figure 3-3). Chapter 3 Staffing, Directing, and Controlling

قرارت التعليم Power Affiliation Achievement Figure 3-3 McClelland's Theory of Needs David McClelland Identified three core categories of needs. McClelland suggested that people with a high achievement need take personal responsibility for their own work, set personal goals, and desire immediate feedback on their work. People with a strong affiliation need are concemed about their relationships with others and work to get along well and fit in with a group. Finally, those with a strong power heed want to influence and control others and to be responsible for a group's activities. When understood and channeled correctly, these can be valuable attributes to have in an organization. Managers who follow McClelland's theory of needs recognize that various jobs provide greater or fewer opportunities for achievement, affil- iation, or power. Managers working with individuals who have a strong desire for achievement should provide them with opportunities to make decisions and control their own work. When managers believe their employees have a strong affiliation need, they should assign them to group projects and teams. These employees will respond well if socializ ing opportunities are provided. Finally, people that have a great need for power will work best when given the opportunity to be project leaders or to be involved in planning and decision making. McClelland's theory of needs suggests that the strength of the three needs can be changed over time with careful development. Lesson 3.2 Motivation and Change Management 145

Hygiene Factors Salary Comilitone Supertoon Ritions Figure 3-4 Herzberg's Two-Factor Theory Frederick Herzberg iden tified two distinct groups of motivation factors: hygiene and motivators. Herzberg's Two-Factor Theory A third important motivation theory was developed by Frederick Her- zberg. He conducted studies of employees to identify what satisfied and dissatisfied them in their work. His research resulted in the identifi- cation of two distinct groups of factors related to motivation. Therefore his theory is known as the two-factor theory (see Figure 3-4). Motivating Factors Achievement Interest Responsibility Advancement Herzberg called one group hygiene factors. Hygiene factors are job factors that result in employees feeling dissatis- fied with work when they are absent but do not contribute to job satisfaction when they are present. Examples of hygiene factors are the amount of pay and fringe benefits, working conditions, rules, and the amount and type of supervision. For example, a good company-sponsored health care plan will not motivate employ- ees to do a better job. But the lack of a good health plan could cause employees to be dissatisfied with their jobs. Herzberg called the second group motivators. Motivators are factors that increase job satisfaction. The people whom Herzberg studied were motivated by factors such as challenging work, recognition, achievement, accomplishment, increased responsibility, and personal development. The interesting part of Herzberg's theory is that the two types of factors and their results are separate from each other. In other words, hygiene factors can create dissatisfaction but cannot improve satisfac- tion. For example, people can be dissatisfied with the level of their pay and fringe benefits, but pay increases will not increase satisfaction very much or for any length of time. So, providing hygiene factors, such as pay increases and better working conditions, will only prevent employ- ees from being dissatisfied. It will not motivate employees to perform at a higher level for more than a short time. On the other hand, motivators increase satisfaction. To help encour- age employees so that they can feel a greater sense of achievement for التعليم 146 Chapter 3 Staffing, Directing, and Controlling

عبارت التعليم the work they do, managers should provide motivators such as oppor- tunities for interesting work, greater individual control and responsibili- ty, and recognition for good work. Managers are often surprised by Herzberg's studies. It is easy to believe that a pay increase will motivate employees to perform better. However, people are often dissatisfied when they compare their pay to that of others, or they believe they are worth more than they are currently being paid. Factors such as fair pay, flexible work hours, and good fringe benefits can keep people from being dissatisfied but sel- dom are the major reason people are motivated to perform well. ? CHECKPOINT Why should managers understand motivation theories? LO 3.2.2 Change Management The only thing that seems certain in business is change. Many organi- zational changes affect workers and their jobs. Change can bring many positive outcomes, such as the thousands of new jobs and business opportunities instigated by Saudi Vision 2030. While many people embrace change and the positive benefits it can bring, others are not always comfortable with change. When it appears that things will be different, there can naturally be some apprehension from those who are likely to be affected by the change. When people s jobs are threatened, or when they are uncertain about how a change will affect them, they might resist the change. They are likely to be more resistant when change occurs suddenly, when they are not prepared, or when they don't understand the reasons for the change. To implement organizational change, managers must work to reduce that resistance and to make change as comfortable as possible for the employees affected Careful planning that involves the people affected Lesson 3.2 Motivation and Change Management 147

pul Change occurs regularly indumess today such as the development of www.company Headquarters Wher are some examples ofrecerilchenges thead have occurred الالام الدوح حمد الشب يلدا aminin will make the transition smoother, and employees will be more likely to support the change (see Figure 3-5): STEP 1 PLANNING Implementing Change Carefully plan for the clange STEP 2 COMMUNICATING Communicate with people, so that change does not surprise them STEP 3: INVOLVING involve people, so they feel a oar of the change. STEP 4: EDUCATING Educate people so they understand the change. STEP 5 SUPPORTING Support people in their efforts to change. Figure 3-5 Implementing Change Managers should follow these steps when making changes that affect employees.

دارت التعليم Step 1: Planning Whenever possible, managers should not move too quickly to make changes. They must be certain that change is needed and that the organization will be better off as a result of the change. Then they should follow a careful procedure to gather information, identify and study alternatives, and determine the consequences of change. A well-considered plan will help to assure the best results and will give confidence to those most affected by the change. Taking a bit more time to plan will save time and reduce problems later. Step 2: Communicating Sometimes managers believe it is best not to say anything to employees about possible changes until they are ready to take action. They believe that early information will raise unnecessary concerns and misunder- standing. People who study the change process recognize that it is almost impossible to conceal information about forthcoming changes. Based on informal communication and limited information, rumors and misinformation will spread. If people are surprised by a change or believe they have been misled, the result is usually more damaging to the organization than the result of early, direct communications. NET KNOWLEDGE One of the most highly respected awards in business is the King Abdulaziz Quality Award. Established in 1420H, it recognizes the achievements of companies that improve the quality of their goods and services and provide an example of high quality and productivity. Access the website for the King Abdulaziz Quality Award: https:// kaga org.sal. Look at the sections of the website on the award's organ- ization chart, objectives, vision and mission, and core values. Write a brief summary of what you have learned Next go to the winner corporations section, identify the reasons organizations participate in this award program and the results they have achieved. Examine the classifications and criteria. How do companies benefit when manag- ers and employees work to set and achieve quality goals? Lesson 3.2 Motivation and Change Management 149

ارت التعليم " 150 Managers who have previously established open communications with employees are in the best position to communicate with them about possible changes. Because change occurs frequently in business, employees who are used to regular communications with their manag- ers will not be surprised by information about potential changes, even if the changes may appear to be negative. Regular, open, two-way com munications between managers and employees are part of an effective change process. Step 3: Involving People are more likely to support changes when they have been involved in planning. Managers must recognize that employees can be a good source of ideas for effective solutions and ways to make changes. Most effective change processes involve the people who will be affected in gathering information, considering alternatives, and testing solutions. It is usually not possible to involve everyone in all parts of the change process or to use a majority vote to decide on a change. However, employees will be more supportive when they know their voices will be heard and that they have input into plans that result in change. Managers need to respect and seek the input of employees. If a manager asks for employees' ideas but then ignores their input, this is likely to frustrate employees and make them reluctant to participate in the future. Managers must make it clear that not every idea contributed by an employee can be implemented but will be carefully considered in the planning process. Step 4: Educating Change in business does not just happen. New products, new tech- nology, or redesigned jobs require people to prepare for the change. Usually, that means information and training. As plans for change develop, managers must determine who will be affected and what new knowledge and skills those employees will need. Then managers should implement informational meetings and training programs to prepare employees for the required changes. Chapter 3 Staffing, Directing, and Controlling

عوارت التعليم In some circumstances, companies have to reduce the number of em- ployees through downsizing. This type of change is very difficult for managers to implement and employees to accept. Some companies try to help the people who will no longer have jobs by offering training for other positions available in the company or to develop skills that will help them get jobs with another company. Step 5: Supporting How willing are you to make a change if you are uncertain of the result? When people believe they will receive support from their organization, they are more willing to accept changes. All changes involve some amount of risk, and organizations cannot guarantee success. However, managers need to assure employees that there is support available to help them adjust to the change The support can take many forms, such as allowing employees time to adjust to change. Managers may provide more feedback on employee performance and be less critical of mistakes early in the new process. Counseling, training, additional information, and advice from employees who have already experienced the change are other methods of support. Sometimes changes have negative effects on employees that cannot be avoided Jobs may be eliminated or restructured. Employees may have to deal with major job changes that can require reduction in pay, different working conditions, additional training, or a move to another location. Support is especially needed under these circumstances. ? CHECKPOINT What steps should managers follow to help employ ees understand and adjust to a major change? Lesson 3.2 Motivation and Change Management 151

ات التعليم 152 3.2 Assessment UNDERSTAND MANAGEMENT CONCEPTS Determine the best ansiver for each of the following questions. 1. The motivation theory that states people are influenced most strongly by one of three specific needs achievement, affiliation, or power- was developed by ■Muslan b. Mizelland G Pavlov d. literbog 2. Which of the following is not an effective way for a manager to imple- ment change? Do not move tou quickly to implement unange b. Du net communicate with employee about the whande until final de son has pret male Asl employees folutat on effent we souting and procedures d. e la coral al mistakes riads by apple being m THINK CRITICALLY Answer the following questions as completely as possible wimings re 3. Do you agree or disagree that increases in pay and other financial benefits are not good long-term motivators for most employees? Explain your answer. 4. How do you believe a manager should involve employees in planning for a change that will result in some of them losing their jobs? Chapter 3 Staffing, Diacony, and Controlling