The document discusses motivation, health, and safety in the workplace. It begins by introducing the importance of motivation for employees and organizations. It then covers various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, and McClelland's acquired needs theory. The document also discusses process theories of motivation such as expectancy theory, equity theory, and reinforcement theory. Overall, the document provides an overview of the key factors relating to motivation, health, and safety in the workplace.
The document discusses motivation, health, and safety in the workplace. It begins by introducing the importance of motivation for employees and organizations. It then covers various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, and McClelland's acquired needs theory. The document also discusses process theories of motivation such as expectancy theory, equity theory, and reinforcement theory. Overall, the document provides an overview of the key factors relating to motivation, health, and safety in the workplace.
The document discusses motivation, health, and safety in the workplace. It begins by introducing the importance of motivation for employees and organizations. It then covers various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, and McClelland's acquired needs theory. The document also discusses process theories of motivation such as expectancy theory, equity theory, and reinforcement theory. Overall, the document provides an overview of the key factors relating to motivation, health, and safety in the workplace.
The document discusses motivation, health, and safety in the workplace. It begins by introducing the importance of motivation for employees and organizations. It then covers various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, and McClelland's acquired needs theory. The document also discusses process theories of motivation such as expectancy theory, equity theory, and reinforcement theory. Overall, the document provides an overview of the key factors relating to motivation, health, and safety in the workplace.
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Contents
Motivation, Wellbeing, Health and Safety
1. Introduction 2. Motivation 3. Health and Safety 4. Wellbeing of Employees 1. Introduction People come together; form an organization, to work towards a certain common goal. Organizations need employees who are committed and motivated and who want to do their jobs well. Motivation is the process of channeling a person's inner drives so that s/he wants to accomplish the goals of the organization. Motivation concern itself with the will to work. Organizations, in order to achieve a certain goal, involve machines, processes, technology and manpower. Among these, the human element-manpower is the most important one to achieve the goals of an organization. High productivity can only be achieved if workers are highly skilled and adequately motivated. 1. Introduction To some extent, a high level of employee motivation is derived from effective management practices. To develop motivated employees, a manager must treat people as individuals, empower workers, provide an effective reward system, redesign jobs, and create a flexible workplace. Empowerment occurs when individuals in an organization are given autonomy, authority, trust, and encouragement to accomplish a task Safe and healthy work environment refers to both physical work environment and its hazards for the physical safety and health of the organisation's human resources and to those aspects of work and organisation which may adversely affect people's psychological, as well as their physical, safety and health. 2. Motivation 2.1 Motivation: Definition Motivation can be defined as inner burning passion caused by need, wants and desire which propels an individual to exert his physical and mental energy to achieve desired objectives. Motivation is the process that accounts for an individuals intensity, direction, and persistence of effort toward reaching a goal. Motivation is the key to performance improvement and the job of a manager is to get things done more efficiently and quickly because motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. 2. Motivation 2.2 Characteristics and Importance of Motivation 2.2.1 Characteristics of motivation Motivation is an Internal Feeling. Motivation is related to Needs. Motivation Produces Goal-Directed Behavior. Motivation can be either Positive or Negative. 2.2.1 Importance of Motivation High level of performance. Low employee turnover and absenteeism. Acceptance of organizational change. Organizational image. 2. Motivation 2.3 Motivation Theories The main theories of motivation fall into one of two categories: needs theories and process theories. A. Need Theories Describe the types of needs that must be met in order to motivate individuals. These include: Maslows Need-Hierarchy Theory; Herzbergs Hygiene (Two-Factor) Theory; ERG Theory of Motivation; and McClelland's Acquired Needs Theory. 2. Motivation 2.3 Motivation Theories B. Process Theories: Help to understand the actual ways in which we and others can be motivated. This are theories that focus on behavior. Expectancy Theory-Vroom; Equity Theory; Reinforcement Theory; and Goal- Setting Theory. 2. Motivation 2.3 Motivation Theories 2.3.1 Maslows need of Hierarchy According to Maslow, employees have five levels of needs: physiological, safety, social, ego, and self- actualizing. Maslow reasoned that lower level needs had to be satisfied before the next higher level need would motivate employees. 2. Motivation 2.3 Motivation Theories 2.3.1 Maslows need of Hierarchy Physiological needs: biological needs necessary for basic survival, such as food, water, sleep and sex. Security needs: essential for a safe physical and emotional environment. Belongingness needs: the desire for love and affection. Esteem needs: recognition and respect from others. Self actualization needs: realizing ones potential for personal growth and development. 2. Motivation 2.3 Motivation Theories 2.3.2 Herzbergs Hygiene (two-factor) Theory Herzberg concluded, there are two types of needs, independent of each other. A. Hygiene factors It includes salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing. Something as simple as adding music to the office place or implementing a no-smoking policy can make people less dissatisfied with these aspects of their work. However, these improvements in hygiene factors do not necessarily increase satisfaction. 2. Motivation 2.3 Motivation Theories 2.3.2 Herzbergs Hygiene (two-factor) Theory B. Satisfiers/Motivators Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation. For example, managers can find out what people really do in their jobs and make improvements, thus increasing job satisfaction and performance. Following Herzbergs two-factor theory, managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs. 2. Motivation 2.3 Motivation Theories 2.3.3 ERG Theory Clayton Alderfer of Yale University carried out further studies on Maslows theory of need hierarchy. He identified three basic needs of human being against five needs of Maslow. E-Existence need These are related to provision of basic material requirement of human being and are related to Maslows Physiological and safety needs. R-Relatedness Related to desire of an individual to maintain sound interpersonal relationship. (Maslows, Social need and External component of Esteem need i.e., status, recognition and attention. 2. Motivation 2.3 Motivation Theories 2.3.3 ERG Theory G-Growth Growth is an intrinsic desire for personal development. It is related to intrinsic component of Esteem Need like advancement, self respect, autonomy, achievement and self-actualization need. Alderfer advocated three need patterns of an individual as against five steps proposed by Maslow. Alderfer recommends that all the needs, need not be in rigid stepwise progression. Any need may be stronger and individual is forced to fulfill that need. More than one need may be operative at any one time. 2. Motivation 2.3 Motivation Theories 2.3.4 McClellands Acquired Needs Theory David McClellands acquired needs theory recognizes that everyone prioritizes needs differently. He also believes that individuals are not born with these needs, but that they are actually learned through life experiences. McClelland identifies three specific needs: Need for achievement is the drive to excel; Need for power is the desire to cause others to behave in a way that they would not have behaved otherwise; and Need for affiliation is the desire for friendly, close interpersonal relationships and conflict avoidance. 2. Motivation 2.3 Motivation Theories (process) 2.3.5 Vrooms Expectancy Theory Vroom has propagated Expectancy Theory based on employee expectancy. Vroom believes that employee is motivated to exert high level of efforts when he believes that efforts will lead to good performance and therefore organizational rewards that will satisfy achievement of personal goals. The focus of the theory has three elements. Efforts-Performance relationship: it is related to the probability perceived by individual that exerting a given amount of efforts will lead to performance (Expectancy). 2. Motivation 2.3 Motivation Theories 2.3.5 Vrooms Expectancy Theory Performance-Reward Relationship: The degree to which the individual believes that performing a particular level will lead to attainment of desired outcome (Instrumentality). Reward-personal goal relationship: The degree to which an organizational reward will satisfy individual needs and its attractiveness for the individual (Valence). 2. Motivation 2.3 Motivation Theories (process) 2.3.6 Adams Equity Theory It is the work of J. Stacy Adams. Workers compare the reward potential to the effort they must expend. Equity exists when workers perceive that rewards equal efforts. Employees just dont look at their potential rewards; they look at the rewards of others as well. Inequities occur when people feel that their rewards are inferior to the rewards offered to other persons sharing the same workloads. 2. Motivation 2.3 Motivation Theories 2.3.6 Adams Equity Theory Employees who feel they are being treated inequitably may exhibit the following behaviors: Put less effort into their jobs; Ask for better treatment and/or rewards; Find ways to make their work seem better by comparison; and Transfer or quit their jobs. The equity theory makes a good point: People behave according to their perceptions. What a manager thinks is irrelevant to an employee because the real issue is the way an employee perceives his or her situation. 2. Motivation 2.3 Motivation Theories 2.3.7 Reinforcement Theory (process) It is based on E. L. Thorndikes law of effect, simply looks at the relationship between behavior and its consequences. This theory focuses on modifying an employees on-the-job behavior through the appropriate use of one of the following four techniques: A. Positive Reinforcement Positive reinforcement rewards desirable behavior. Positive reinforcement, such as a pay raise or promotion, is provided as a reward for positive behavior with the intention of increasing the probability that the desired behavior will be repeated. 2. Motivation 2.3 Motivation Theories 2.3.7 Reinforcement Theory B. Avoidance Avoidance is an attempt to show an employee what the consequences of improper behavior will be. If an employee does not engage in improper behavior, he or she will not experience the consequence. C. Extinction Extinction is basically ignoring the behavior of a subordinate and not providing either positive or negative reinforcement. D. Punishment Punishment (threats, docking pay, suspension) is an attempt to decrease the likelihood of a behavior recurring by applying negative consequences. 2. Motivation 2.3 Motivation Theories 2.3.8 Goal Setting Theory (process) It was introduced in the late 1960s by Edwin Locke. It proposed that intentions to work toward a goal are a major source of work motivation. Goals, in essence, tell employees what needs to be done and how much effort should be expanded. In general, the more difficult the goal, the higher the level of performance expected. Managers can set the goals for their employees, or employees and managers can develop goals together. No matter who sets the goal, however, employees do better when they get feedback on their progress. 2. Motivation 2.3 Motivation Theories 2.3.8 Goal Setting Theory In addition to feedback, four other factors influence the goals-performance relationship: The employee must be committed to the goal; The employee must believe that he is capable of performing the task; Tasks involved in achieving the goal should be simple, familiar, and independent; and The goal-setting theory is culture bound and is popular in North American cultures. 3. Health and Safety 3.1 General Health and safety are the responsibility of everyone at work. Construction industry, in general, is comparatively less organized and involves participation of major percentage of unskilled labor as compared to other industrial sectors. As a major employment generator in many parts of the world, construction is also a sector associated with a proportionately high number of job-related accidents and diseases. Despite mechanization, the industry is still largely labor- intensive, while working environments are frequently changing and involve many different parties. 3. Health and Safety 3.1 General It is of particular importance to the construction industry, where it is one of the major employers of the work force in Ethiopia. Statistics indicate that injuries and death due to construction related accidents are increasing. According to ILO estimates: Each year there are at least 60,000 fatal accidents on construction sites around the world. In many industrialized countries, as many as 25% to 40% of work-related deaths are occurred in on construction sites, even though the sector employees only 6% to 10% of the workforce. In some countries, it is estimated that 30% of construction workers suffer from back pains or other muscular disorders. 3. Health and Safety 3.1 General Accidents are generally unavoidable in construction projects but the number and gravity of accidents can be reduced considerably if proper safety measures are taken beforehand. Health and safety in the context of construction industry are the discipline of preserving the health of those who build, operate, maintain and demolish engineering works, and others involved in those works. The term safety generally applies to the protection from risk of injury and from avoidable accidents. The term health refers to the well-being from the immediate and long-term effects of exposure to unhealthy working condition. 3. Health and Safety 3.1 General Health and safety are not only confined to construction works on-site. Engineers, architects and surveyors are exposed to hazards during the investigatory stage of a project and while carrying out inspection tasks during the construction phase and on completed works. Designers, in particular, carry both a moral responsibility and a duty of care for the safety of construction works, maintenance staff, demolition workers and the general public. 3. Health and Safety 3.2 Problem of Safety and Health Construction industry accidents in Ethiopia have not been well recorded. Nevertheless, it is reported that many people lost their lives on construction sites and many more seriously injured. Not only are construction workers who suffer injuries and death but also people and children who are not employed in the industry. Besides human tragedies, accidents could substantial economic cost to the industry due to the fact it could also cause: Damage to plant and equipment; Damage to work already completed; Loss of productive work time while debris is cleared and damaged work rebuilt; Increased insurance premiums; and Loss of confidence and reputation. 3. Health and Safety 3.4 Safety and Health Practices 3.4.1 International Practices Considering the importance of health and safety of construction workers in the industry, different countries have designed their own norms, which fit their specific objectives. The International Labor Organization (ILO) provides specific guidelines on health and safety in construction activities. 3. Health and Safety 3.4 Safety and Health Practices 3.4.1 International Practices The general objectives of health and safety norms/codes in any country construction industry can be summarized as: To provide guidelines in the appropriate design, selection, installation and safe operation of equipment, and process related to civil engineering work. To provide guidance in establishing administrative, legal and educational frameworks within which preventive and remedial measures can be implemented To promote consultation and cooperation between concerned government authority, employer's organization and worker's organization in the improvement of safety and health in the construction industry. 3. Health and Safety 3.4 Safety and Health Practices 3.4.2 Domestic/Local Practices In the case of Ethiopia, the Ministry of Labor and Social Affairs is authorized by law for the full responsibility of consulting, monitoring and other works related to occupational health and safety topics. Even though it is difficult to obtain accurate statistics since many accidents go undetected and unreported, the number of construction accidents occurring in Ethiopia, is increasing from time to time. In constructions under-taken in Ethiopia, the construction contract agreement (i.e.) General Conditions of Contract (clause 21 - 25) and FIDIC (clause 19 - 25) states the responsibilities of the involved parties. These are like provisions of insurance, insurance taking other safety measures, measures etc. 3. Health and Safety 3.5 Causes and Prevention of Accidents 3.5.1 Causes of Accidents Human Factors: Error, Day dreaming, Intoxication, and Carelessness. Environmental factors: Tools, Physical plant, and General work environment. 3. Health and Safety 3.5 Causes and Prevention of Accidents 3.5.2 Prevention of Accidents A. Education Create safety awareness by creating highly visible signs that proclaim safety slogans Placing accident prevention articles in organization news letters B. Skills training Incorporate accident prevention measures into the learning process. C. Engineering Preventing accidents through both job and equipment design. This may include factors that eliminate fatigue, boredom and daydreaming. 3. Health and Safety 3.5 Causes and Prevention of Accidents 3.5.2 Prevention of Accidents D. Protection Provide protective equipment (Personal Protective Devices) where necessary. It also includes performing preventive maintenance on machineries etc. E. Regulation Enforcement The best safety rules and regulations will be ineffective if they are not enforced. If they are not enforced, the employer will be liable for any injuries that occur. 3. Health and Safety 3.5 Causes of Construction Site Accidents The key to control safety and health is to predict the hazards and thus be in a position to eliminate them. The main causes of accident could be basically categorized based on type into: Falls, Stepping on or striking against objects, Lifting and carrying-over exertion, Machinery, Electricity, Transport, and Fires and explosions. Causes of accident at construction sites are broadly classified as: Processes related; and Root causes. 3. Health and Safety 3.5 Causes of Construction Site Accidents Some of the processes prone to accidents are: Excavation, Scaffolding/Working at Height, Shaft work, False work, Erection of Structural Framework, Tunneling, Use of Cranes, Transportation and Mobile Plants, Sewer Works, Demolition, and Road works in hilly terrain. 3. Health and Safety 3.5 Causes of Construction Site Accidents 4. Wellbeing of Employees It involves maintaining a safe and healthy working environment. The following points must be given attention to keep the wellbeing of employees. A. Sick Buildings Office environments that contain harmful airborne chemicals, asbestos, or indoor pollution. B. Smoke-free environment Not permitting smoking in company/work place premises. Limiting where smoking in companys premises can occur. 4. Wellbeing of Employees C. Wellness Programs Enables to keep employees healthy by the following activities: Smoking cessation; Weight control; Stress control; Physical fitness; Nutrition education; and Violence protection. THANK YOU!