More Related Content
Similar to Motivation in human relations - Eric Vanderburg - Remington College, 2005 (20)
More from Eric Vanderburg (20)
Motivation in human relations - Eric Vanderburg - Remington College, 2005
- 4. Intrinsic & Extrinsic Rewards
Intrinsic
Responsibility
Personal Growth
Decision Making
Variety
Freedom
Extrinsic
Bonuses
Profit Sharing
Raise
Vacations
Nice office
Perks
Human Relations – Eric Vanderburg ©2005
- 6. Hierarchy of Needs
Physiological - food & shelter
Safety & Security - Healthy & free from
danger
Love & Belongingness - companions &
friends
Esteem - recognition
Self-actualization - reaching your
potential
Human Relations – Eric Vanderburg ©2005
- 8. McClelland’s Needs Theory
Power Need
Low power need - less effective
Strong power need - too controlling
Affiliation need
Low affiliation need - less committed
Strong affiliation need - wants to be at work, may not be a
good manager
Achievement need
Low achievement need - have a fear of failure, place
blame, unrealistic goals (too low or high)
Strong achievement need - sets goals, more energy,
wants a challenge & feedback, sets realistic goals
Human Relations – Eric Vanderburg ©2005
- 9. Expectancy Theory
Expectancy - odds of a result, high
odds - high expectancy
Instrumentality - odds of something
good or bad coming from effort
Valence - perceived value of a reward
Human Relations – Eric Vanderburg ©2005
- 10. Reinforcement Theory
I do the things that have positive
results
I don’t do the things that have negative
results
Compliments can be this positive
action to encourage behavior
They should be given immediately
after the action is performed
Human Relations – Eric Vanderburg ©2005
- 11. Goal Setting
Participating in setting goals increases
motivation
Goals should be difficult but attainable
Feedback should be given regularly
Rewards should be present when
goals are reached
Human Relations – Eric Vanderburg ©2005