motivation full cocept with theories by yash

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motivation theories and full description.Diversed workforce and motivating them is also included.

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motivation full cocept with theories by yash

  1. 1. # A F T E R N O O N
  2. 2. #
  3. 3. # An emotion, desire, physiological need, or similar impulse that acts as an incitement to action.
  4. 4. # Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Direction PersistenceIntensity
  5. 5. # Motivation is…  Psychological  Complex  Unique to each and every person  Context sensitive  Not fully understood
  6. 6. # the forces within the individual that account for the level, direction, and persistence of effort expended at work. a work outcome of positive value to the individual valued outcomes given to someone by another person. valued outcomes that occur naturally as a person works on a task.
  7. 7. # To achieve maximum motivational potential in linking rewards to performance … – Respect diversity and individual differences to best understand what people want from work. – Allocate rewards to satisfy the interests of both individuals and the organization.
  8. 8. # – having high expectations of employees, – providing rewards that are valued, – relating rewards to performance, – treating employees as individuals, – encouraging employee participation, and – providing feedback, including praise.
  9. 9. # 9 Drives Search Behaviour Tension Reduction of Tension Satisfied Need The Motivation Process Unsatisfied Need
  10. 10. #  Giving people incentives that cause them to act in desired ways.  The objective of motivating employees is to lead them to perform in ways that meet the goals of the department and the organization.  supervisors' are largely evaluated on the basis of how well their group as a whole performs, motivation is an important skill for supervisors to acquire.
  11. 11. # How can a leader/manager motivate their staff??
  12. 12. #1. ASK
  13. 13. # #2. Listen
  14. 14. # #3. Regular Recognition
  15. 15. # # 4. Have A Little Fun
  16. 16. # #5. Foster Fair Competition
  17. 17. # #6. Be Friendly With Everyone, But Don’t Become Friends
  18. 18. # #7. Sharing
  19. 19. # #8. Coach And Accept Coaching
  20. 20. #
  21. 21. #
  22. 22. # – Provide flexible work, leave, and pay schedules. – Provide child and elder care benefits. – Structure working relationships to account for cultural differences and similarities
  23. 23. #
  24. 24. # FEAR has been treated as the proper medium Aim at the weakness of the subordinate Will be removed from the jobs Slogan-EITHER DO WORK OR GO
  25. 25. # Work to increase its Financial profit. Subordinates will put in more hard work. Criticism- Satisfaction with monetary reward is not a sufficient motivator for employees.
  26. 26. #
  27. 27. #
  28. 28. # Five groups of basic needs Healthy adults try to satisfy these needs So basic that they motivate behavior in many cultures Chronic frustration of needs can lead to psychopathological results
  29. 29. #  Physiological needs: basic requirements of the human body; food, water, sleep, sex  Safety needs: desires of a person to be protected from physical and economic harm  Belongingness and love needs (social): desire to give and receive affection; be in the company of others
  30. 30. #  Esteem needs: self-confidence and sense of self-worth  Esteem from others: valuation of self from other people  Self-esteem: feeling of self-confidence and self-respect  Self-actualization needs: desire for self- fulfillment Maslow: “. . . the desire to become more and more what one is, to become everything that one is capable of becoming.”
  31. 31. #  Need hierarchy  Unsatisfied need is a potential motivator of behavior  Satisfied need is no longer a motivator  Focus on more than one need: promotion leads to more money (esteem and physiological)  Need satisfaction follows the order shown but is flexible  Weak empirical support  Remains a classic interpretation of behavior
  32. 32. # Maslow’s hierarchy of human needs
  33. 33. # ERG theory  Developed by Clayton Alderfer.  Three need levels:  Existence needs — desires for physiological and material well-being.  Relatedness needs — desires for satisfying interpersonal relationships.  Growth needs — desires for continued psychological growth and development.
  34. 34. # ERG theory  Any/all needs can influence behavior at one time.  Frustration-regression principle.  An already satisfied lower-level need becomes reactivated when a higher-level need is frustrated.
  35. 35. #
  36. 36. # I. Involvement of employees II. Establishment of informal structure III.Establishment of trust IV.Establishment of coordination among people
  37. 37. # Expectancy theory  Developed by Victor Vroom.  Key expectancy theory variables: Expectancy — belief that working hard will result in desired level of performance. Instrumentality — belief that successful performance will be followed by rewards. Valence — value a person assigns to rewards and other work related outcomes. ancy THEORY
  38. 38. # Expectancy theory  Motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:  M = E x I x V If either E, I, or V is low, motivation will be low. Cont..
  39. 39. # ELEMENTS IN THE EXPECTANCY THEORY OF MOTIVATION.
  40. 40. # 1.) BEING SATISFIED WITH ONE’S JOB IS EQUIVALENT TO BEING MOTIVATED; “A SATISFIED WORKER IS A MOTIVATED WORKER” 2.) JOB SATISFACTION AND DISSATISFACTION ARE SEPARATE CONCEPTS WITH UNIQUE DETERMINANTS BASED ON WORK WITH ACCOUNTANTS AND ENGINEERS
  41. 41. #
  42. 42. #  Motivators  Achievement  Recognition  Work itself  Hygiene factors  Company policies and their administration  Quality of supervision  Working conditions .)
  43. 43. # Contributions  1st to argue that job content/job design was important  Job enrichment (the work itself) as a job satisfaction strategy  Model appealing and easy to understand Criticisms  May be “method-bound” by self-serving bias  Some individual differences, like desire for pay, rejected as a motivator.  Also, not everyone wants an enriched job  Assumes satisfaction (presence of motivators) = motivation
  44. 44. #  McClelland and colleagues studied the behavioral effects of three needs  Need for Achievement  Need for Power  Need for Affiliation  Emphasized the Need for Achievement, although they investigated all three needs
  45. 45. # Productivity Competitive Flexible Increase in Reputation Regular Motivation
  46. 46. # What types of employee recognition awards are there? • Service/Anniversary awards • Peer-to-peer appreciation • Performance awards • Spot awards for good citizenship behaviors • Safety • Sales performance • Suggestions & ideas • Attendance • Employee of the month/year awards • Retirement awards.
  47. 47. # Why do companies use employee recognition programs? o Increase employee retention and reduce turnover o Increase employee loyalty o Make a statement about what’s important to the company o Build self esteem, reinforce desired behaviors, create an atmosphere of appreciation and trust o Quality, continuous improvement and effective organizational change o “Bottom-line” concerns- increasing profitability and sales- are secondary.
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