This document discusses employee motivation, satisfaction, commitment, fairness and diversity in the workplace. It covers topics such as the history of motivation research, how technology impacts employee engagement, different theories of motivation, and challenges with diversity including increased absenteeism and turnover in diverse groups due to differences in values and interests. It also discusses models for addressing diversity, including assimilation, protection, and valuing each group's unique contributions.
This document discusses employee motivation, satisfaction, commitment, fairness and diversity in the workplace. It covers topics such as the history of motivation research, how technology impacts employee engagement, different theories of motivation, and challenges with diversity including increased absenteeism and turnover in diverse groups due to differences in values and interests. It also discusses models for addressing diversity, including assimilation, protection, and valuing each group's unique contributions.
This document discusses employee motivation, satisfaction, commitment, fairness and diversity in the workplace. It covers topics such as the history of motivation research, how technology impacts employee engagement, different theories of motivation, and challenges with diversity including increased absenteeism and turnover in diverse groups due to differences in values and interests. It also discusses models for addressing diversity, including assimilation, protection, and valuing each group's unique contributions.
This document discusses employee motivation, satisfaction, commitment, fairness and diversity in the workplace. It covers topics such as the history of motivation research, how technology impacts employee engagement, different theories of motivation, and challenges with diversity including increased absenteeism and turnover in diverse groups due to differences in values and interests. It also discusses models for addressing diversity, including assimilation, protection, and valuing each group's unique contributions.
and Commitment, Fairness and Diversity Prepared By Mr.G.RAGU, M.Tech.,M.B.A.,PGDIM.,(Ph.D) Assistant Professor CSE • Motivation (M) Concerns the conditions responsible for variations in intensity, persistence, quality, and direction of ongoing behavior.
• The motivation of workers has been a key interest for I-O
psychologists for a hundred years (Munsterberg, 1913). • Latham and his colleagues (Latham & Budworth, 2007; Latham & Pinder, 2005) have reviewed the 100-year history of motivation research in I-O psychology. • Dynamic computer screens help to prevent boredom and keep workers engaged and motivated.
• Today’s auto plants and textile mills are very different, with substantial automation and liberal use of robots to free the human operator from much of the boredom and danger of factory work.
• A great deal of the work of both managerial and nonmanagerial
employees is done by computers with dynamic displays, multiple tabs, touch screens, and elaborate menus. • https://www.youtube.com/watch?v=OxEf4Bqs4-o • Instinct - Inborn tendency that is thought to direct behavior.
• Need - Internal motivation that is thought to be inborn and universally
present in humans.
• Drive - Nonhuman equivalent of “motives” and “needs.”
• Behaviorist approach -Approach developed by B. F. Skinner that placed the emphasis for behavior and directed activity directly on the environment rather than on any internal needs or instincts.
• Field theory - Approach developed by Kurt Lewin, who proposed that
various forces in the psychological environment interacted and combined to yield a final course of action. • Group dynamics - Field that grew out of the application of Kurt Lewin’s field theory to industry. Diversity • Differences in demographic characteristics; also includes differences in values, abilities, interests, and experiences.
• A diverse workforce is one that includes managers and workers who
are both old and young; male and female; white, African-American, Hispanic, and Asian. • The term “multinational” also appears frequently to describe a diversity of nationalities (as opposed to skin color, gender, or age). • Diversity refers to differences in demographic characteristics as well as differences in psychological characteristics including values, abilities, and experiences. • “multicultural.” The Dynamics of Diversity • Relational demography The relative makeup of various demographic characteristics in particular work groups.
• Pfeffer (1983) coined the term relational demography to describe the method by which work groups—and, by extension, organizations—are composed and changed. • If an organization attempts to populate itself according to some formal or informal plan (e.g., creative, flexible, or conscientious people), these attempts will influence such things as recruiting, hiring, leadership, motivation, satisfaction, productivity, communication, and turnover (Landy, 2001). • For example, Tsui and colleagues found that as work groups increased in racial and gender diversity, absenteeism and turnover increased (Tsui, Egan, & O’Reilly, 1991; Tsui & O’Reilly, 1989). • The simplest way to interpret such findings is that as demographic diversity increases, so do variations in values, abilities, and motivations. • Because individuals might prefer homogeneity to diversity, they may stay away from work more often (see Hulin’s work on withdrawal mechanism that we reviewed in Chapter 9) or • even change jobs (Hulin’s job withdrawal mechanism) as a way to avoid the conflicting values and interests that characterize a diverse workplace. • there is a tendency for work groups to seek homogeneity rather than diversity. Individuals generally prefer to associate with others who share their interests and values (Schneider, Goldstein, & Smith, 1995); • Herriot and Pemberton (1995) explained why group members appear to value homogeneity over diversity. They suggested that the following difficulties exist in diverse groups: 1. Others do not agree with your vision or goals. 2. Differences in visions and goals are the result of differences in values. When values are threatened, the result is defensive behavior. 3. When there are differences in vision and goals, there are disagreements about which projects to undertake and how to spend time and money. 4. Different visions are often associated with different analyses of the situation, leading to unproductive communication. 5. Differences in expertise and knowledge lead to disagreement about methods and procedures. Group and Multicultural Diversity • The findings described above create a dilemma for organizations. Although some individuals find a diverse work environment stimulating and enjoyable, it appears that workers are generally happier, more committed, and more effective when they work with others who are “like” them. • In the past, even if there was some diversity at work, the solitary nature of most work allowed workers to largely ignore the differences in values and interests between themselves and their co-workers. • But that is no longer possible, for three reasons. • First, work is no longer solitary. One way or another, many if not most workers will be in group or team environments for at least part of the workweek. • Second, whether or not an employer finds this desirable, a demographic revolution is occurring at the workplace. Virtually every country has an aging workforce, which is a function of a much greater number of older individuals in the workforce than was the case 20 years ago. • Thus, whether an organization seeks to increase age diversity or not, it is happening. • In addition, various social, political, and economic shifts—precipitated by agreements like the North American Free Trade Agreement (NAFTA) and European Union laws that guarantee freedom of movement of people among member states—are breaking down national borders and resulting in more culturally diverse work environments. • Finally, the very existence of multinational corporations and a global economy suggests that work relationships will become increasingly diverse through events such as international mergers, joint ventures, and acquisitions (Jackson & Schuler, 2003). • Assimilation model - Model for addressing diversity that recruits, selects, trains, and motivates employees so that they share the same values and culture. • Protection model - Model for addressing diversity that identifies disadvantaged and underrepresented groups and provides special protections for them. • Value model - Model for addressing diversity in which each element of an organization is valued for what it uniquely brings to the organization. • Inclusion - The degree to which individuals feel safe, valued, and able to be authentic at work both as individuals and as members of various groups. THANK YOU
