Is a process that accounts for an individuals intensity, direction and persistence of efforts towards any goal

Is a process that accounts for an individuals intensity, direction and persistence of efforts towards any goal

Maslow’s Hierarchy of Needs Self- Actualisation , Fulfilment and achievement Esteem: Self-esteem , self worth Self-regard; and the esteem Value and regard of others Social: the need to belong To love and be loved To interact with others Safety: the need for Protection and security Physiological : the need for Shelter, survival, food and drink Social and Civilisational needs Basic and Instinctive need

Existence – Phisiological and safety Relatedness – Social and Status Growth – Esteem and self-actualization ERG Theory of Alderfer

Existence – Phisiological and safety

Relatedness – Social and Status

Growth – Esteem and self-actualization

Need for Achievement(nAch)- is the drive to excel, to achieve in relation to a set of standards to strive to succeed. Need for power (nPow) is the need to make others behave in a way in which they would not have behaved otherwise Need for affiliation (nAff) is the desire for friendly and close interpersonal relationships.

Need for Achievement(nAch)- is the drive to excel, to achieve in relation to a set of standards to strive to succeed.

Need for power (nPow) is the need to make others behave in a way in which they would not have behaved otherwise

Need for affiliation (nAff) is the desire for friendly and close interpersonal relationships.

Theory X – The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform Theory Y – The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.

Theory X – The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform

Theory Y – The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.

Achievement Recognition Work itself Responsibility Advancement Growth Company policy and administration Supervision Relationship with supervisor Salary Relationship with peers Personal life Relationship with subordinates Status Security Hygiene factors Motivators 50% 40 30 10 0 10 20 30 40 50 Herzberg’s two factors theory

MOTIVATORS HYGIENE FACTORS Traditional View Dissatisfaction Satisfaction No satisfaction No dissatisfaction Dissatisfaction Satisfaction Contrasting Views of Satisfaction and Dissatisfaction Herzberg,s view

Allocating extrinsic rewards for behaviour that had been previously intrinsically rewarding tends to decrease the overall level of motivation.

Allocating extrinsic rewards for behaviour that had been previously intrinsically rewarding tends to decrease the overall level of motivation.

The degree to which a person’s reasons for pursuing a goal is consistent with the person’s interests and core values.

The degree to which a person’s reasons for pursuing a goal is consistent with the person’s interests and core values.

Specific and difficult goals, with feedback lead to higher performances .

Specific and difficult goals, with feedback lead to higher performances .

Comparison of self With other Motivation to maintain Current Situation Equity Inequity Motivation to Maintain Current Situation Change Inputes Change outcomes Alter Perceptions of self 4. Alter Perception of others 5. Change Comparision 6. Leave Situation Responses to Equity and Inequity

Motivation to Maintain

Current Situation

Change Inputes

Change outcomes

Alter Perceptions

of self

4. Alter Perception of

others

5. Change Comparision

6. Leave Situation

Model of Organizational Justice Distributive Justice perceived fairness of outcome Procedural Justice Perceived fairness of process used to determine outcome Interactional Justice perceived degree to Which one is treated with Dignity and respect Organizational Justice Overall perception of what Is fair in the workplace

Joint Effects of Goals and Self-Efficacy on Performance Individual has confidence that given level of performance will be attained (self-efficacy) Individual sets Higher personal (self-set) goal for Their performance Individual has Higher level of job Or task performance Manager sets Difficult, specific Goal for job or task

An individual belief that he is capable of performing a task. Four ways to increase SE Enactive Mastery Vicarious modeling Verbal persuasion Arousal

An individual belief that he is capable of performing a task.

Four ways to increase SE

Enactive Mastery

Vicarious modeling

Verbal persuasion

Arousal

MBO Cascading of Objectives Overall Organizational objectives Individual objectives Departmental objectives Divisional objectives XYZ Compay Company products division Industrial products division Production Sales Consumer Service Development Research Marketing OOO OO OO OO OOO OO

Effort – performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance. Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. Reward – personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual. Expectancy Theory Individual effort Individual Performance Organizational rewards Personal Goals

Effort – performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance.

Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.

Reward – personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

Value of reward Perceived Effort reward probability Effort Abilities And traits Role perceptions Performance (accomplishment) Intrinsic rewards Perceived Equitable rewards Extrinsic rewards Satisfaction The Porter-Lawler model of work motivation 1 9 7B 7A 8 5 2 6 4 3