This document discusses various theories and models of motivation used in management. It begins by defining motivation and its role in management. It then outlines early views including Taylor's traditional model focusing on monetary incentives, and the human relations model emphasizing social needs. Maslow's hierarchy of needs and ERG theory are explained as are Herzberg's two-factor theory and equity theory. Expectancy theory, reinforcement theory, goal setting theory and intrinsic vs. extrinsic motivation are also summarized. The document concludes by describing different wage and incentive plans including piece work and Halsey, Rowan, and fringe benefit plans.
This ppt will be helpful for HR students in C & B for referring ch-9 Pay for performance : The evidence from Milkovich.
The plans for pay for performance hasnt been uploaded.
This topic isn't available easily on google.
This topic is included with wages and incentives, where as in wages included with Elements of ideal Wage-System,Types of Wages, Merits & Demerits of Wages and in incentives with types of incentives, merits and demerits of incentives. Which can help a student to go through it.
This ppt will be helpful for HR students in C & B for referring ch-9 Pay for performance : The evidence from Milkovich.
The plans for pay for performance hasnt been uploaded.
This topic isn't available easily on google.
This topic is included with wages and incentives, where as in wages included with Elements of ideal Wage-System,Types of Wages, Merits & Demerits of Wages and in incentives with types of incentives, merits and demerits of incentives. Which can help a student to go through it.
This PPT is about "Job Satisfaction". Here, it'll explain what creates job satisfaction and how employees show their dissatisfaction in the organisation.
Training and learning in Organisational PsychologyRaghav Singhal
This presentation is about Training and Learning in Organisational Psychology which talks briefly about learning principles, knowledge of results, transfer of training, schedules of training, motivation, kinds of training, etc.
A summary of theories about work motivation as they relate to behaviour in meetings. Part of a module on Workshop Facilitation on MSc Agile Software Projects
Similar to 05 ipe 491 motivation, wages and incentives plan (20)
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
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This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
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In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
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We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
An Approach to Detecting Writing Styles Based on Clustering Techniquesambekarshweta25
An Approach to Detecting Writing Styles Based on Clustering Techniques
Authors:
-Devkinandan Jagtap
-Shweta Ambekar
-Harshit Singh
-Nakul Sharma (Assistant Professor)
Institution:
VIIT Pune, India
Abstract:
This paper proposes a system to differentiate between human-generated and AI-generated texts using stylometric analysis. The system analyzes text files and classifies writing styles by employing various clustering algorithms, such as k-means, k-means++, hierarchical, and DBSCAN. The effectiveness of these algorithms is measured using silhouette scores. The system successfully identifies distinct writing styles within documents, demonstrating its potential for plagiarism detection.
Introduction:
Stylometry, the study of linguistic and structural features in texts, is used for tasks like plagiarism detection, genre separation, and author verification. This paper leverages stylometric analysis to identify different writing styles and improve plagiarism detection methods.
Methodology:
The system includes data collection, preprocessing, feature extraction, dimensional reduction, machine learning models for clustering, and performance comparison using silhouette scores. Feature extraction focuses on lexical features, vocabulary richness, and readability scores. The study uses a small dataset of texts from various authors and employs algorithms like k-means, k-means++, hierarchical clustering, and DBSCAN for clustering.
Results:
Experiments show that the system effectively identifies writing styles, with silhouette scores indicating reasonable to strong clustering when k=2. As the number of clusters increases, the silhouette scores decrease, indicating a drop in accuracy. K-means and k-means++ perform similarly, while hierarchical clustering is less optimized.
Conclusion and Future Work:
The system works well for distinguishing writing styles with two clusters but becomes less accurate as the number of clusters increases. Future research could focus on adding more parameters and optimizing the methodology to improve accuracy with higher cluster values. This system can enhance existing plagiarism detection tools, especially in academic settings.
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5. What is Motivation?
• Motivation
– Motivation is a human psychological characteristic
that contributes to a person’s degree of
commitment.
• Motivation in management
– Motivating is a management process of
influencing other people’s behavior
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Dept. of IPE, BUET
7. Common assumptions about Motivation
• Motivation is commonly assumed to be a
good thing.
• Motivation is in short supply and in need of
periodic replenishment
• Motivation is one of several factors that goes
into a person’s performance
• Motivation is a tool with which managers can
design job relations in an organization
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Dept. of IPE, BUET
8. Early views of motivation
• The Traditional model
– is associated with F. Taylor. Here manager
determine the most efficient way to perform a
task and then motivate the worker with a system
of wage incentives.
– The underlying assumption is that, managers
understand the work better than the workers who
are actually lazy and can be motivated only by
money.
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9. Early views of motivation
• The Human Relations Model
– They found that the boredom and repetition of a
task actually reduce motivation. While social
contacts help to create and sustain motivation.
– The underlying assumption is that, managers can
motivate workers by acknowledging their social
needs and by making them feel important and
useful.
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Dept. of IPE, BUET
10. Early views of motivation
• The Human Relations Model
– They found that the boredom and repetition of a
task actually reduce motivation. While social
contacts help to create and sustain motivation.
– The underlying assumption is that, managers can
motivate workers by acknowledging their social
needs and by making them feel important and
useful.
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Dept. of IPE, BUET
11. Early views of motivation
• Human Resource Model
– Associated with Doglas McGregor (Theory X and
theory Y: Google them).
– The underlying assumption is that, in modern
industrial life, to take advantage of the employee’s
innate willingness and ability to work, managers
should provide a climate that gives employee
scope for personal improvement.
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Dept. of IPE, BUET
12. Maslow’s need theory
• Physiological needs - air, food, drink, shelter, warmth,
sleep, etc.
• Safety needs - protection from elements, security,
order, law, limits, stability, etc.
• Social needs - work group, family, affection,
relationships, etc.
• Esteem needs - self-esteem, achievement, mastery,
independence, status, dominance, prestige, managerial
responsibility, etc.
• Self-Actualization needs - realizing personal potential,
self-fulfillment, seeking personal growth and peak
experiences
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Dept. of IPE, BUET
14. ERG theory
• The letters ERG stand for three levels of needs:
Existence, Relatedness, and Growth.
• Similarities to Maslow's Hierarchy
• Like Maslow's model, the ERG theory is hierarchical -
existence needs have priority over relatedness needs,
which have priority over growth.
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Dept. of IPE, BUET
15. ERG theory
• Differences from Maslow's Hierarchy
– Unlike Maslow's hierarchy, the ERG theory allows
for different levels of needs to be pursued
simultaneously.
– The ERG theory allows the order of the needs be
different for different people.
– The ERG theory acknowledges that if a higher
level need remains unfulfilled, the person may
regress to lower level needs that appear easier to
satisfy.
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Dept. of IPE, BUET
16. The two-factor theory
Fredrich Herzberg and his associates conducted a study of the
job attitude of 200 engineers and accountants.
• The hygiene factors do little contribution to
provide job satisfaction. He called them
"dissatisfiers' as their absence cause
dissatisfaction but their presence is not motivating
but only prevent dissatisfaction. Ex.
• Motivating factors act as forces of job satisfaction.
They create positive and a longer lasting effect on
employee’s performance and are related to work
itself. Ex.
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Dept. of IPE, BUET
19. Equity Theory
• People develop beliefs about what is a fair
reward for one’ job contribution - an exchange
• People compare their exchanges with their
employer to exchanges with others-insiders
and outsiders called referents
• If an employee believes his treatment is
inequitable, compared to others, he or she
will be motivated to do something about it --
that is, seek justice.
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Dept. of IPE, BUET
22. Expectancy theory of motivation
• When deciding among behavioral options,
individuals select the option with the greatest
motivation forces (MF).
• The motivational force for a behavior, action, or
task is a function of three distinct perceptions:
Expectancy, Instrumentality, and Valance. The
motivational force is the product of the three
perceptions:
• MF = Expectancy x Instrumentality x Valence
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Dept. of IPE, BUET
23. Expectancy theory of motivation
– Expectancy probability: based on the perceived
effort-performance relationship. If I work harder than
everyone else in the plant will I produce more?
– Instrumentality probability: based on the perceived
performance-reward relationship. If I produce more
than anyone else in the plant, will I get a bigger raise
or a faster promotion?
– Valence: refers to the value the individual personally
places on the rewards. Do I want a bigger raise? Is it
worth the extra effort? Do I want a promotion?
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Dept. of IPE, BUET
26. Intrinsic and Extrinsic reward
• Intrinsic reward: eg. Increased self-esteem,
satisfaction of developing new skills.
• Extrinsic reward: eg. Bonuses, Promotions
Dept. of IPE, BUET 1-26
Expectancy theory of motivation
27. Application of Expectancy Theory
• Determine the reward valued by each
employee
• Determine the performance you desire
• Make the performance level attainable
• Link reward to performance
• Analyze what factors might counteract the
effectiveness of the reward
• Make sure the reward is adequate
Dept. of IPE, BUET 1-27
28. Reinforcement Theory(B. F. Skinner)
• Reinforcement theory is the process of shaping
behavior by controlling the consequences of the
behavior. In reinforcement theory a combination of
rewards and/or punishments is used to reinforce
desired behavior or extinguish unwanted behavior.
– Positive Reinforcement
– Negative Reinforcement
– Punishment
– Extinction
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Dept. of IPE, BUET
Stimulus
Response
Consequences
Future Response
29. Hamner’s rules for behavior modification
• Don’t reward all individuals equally
• Be aware that failures to respond can also
modify behavior
• Be sure to tell individuals what they can do to
get reinforcement
• Be sure to tell individuals what they are
doing wrong
• Don’t punish in front of others
• Be fair
Dept. of IPE, BUET 1-29
30. • Establishment of a standard to be attained
• Evaluation of whether the standard can be
achieved
• Evaluation of whether the standard matches
personal goals
• The standard is accepted, the goal is thereby
set, and behavior proceeds toward the goal.
Dept. of IPE, BUET 1-30
Goal setting theory of motivation
33. Straight Day-Work
Under this Scheme, the employer buys the time of the
worker.
Earnings E = T × R
T = Time in hours available for work in a day
R = Rate of pay, per hour in Taka
As the specialization began, the management felt that
the day work method become less and less applicable
because it was very difficult to know the individual
qualities and so more difficult to reward for his
ability.
Dept. of IPE, BUET 1-33
34. Piece Work
A uniform rate is paid to the workers for the amount
of work performed and not for the time he spends.
Earning E = n × R
n = output in number
R = Piece rate in Taka
Dept. of IPE, BUET 1-34
35. Differential Piece Work
✓ A standard task n1 (units) is carefully established.
This standard task is called as “High Task”.
✓ First of all, Taylor proposed that the workers
producing more than the standard unit will be paid at
high rate R2. The worker, who would fail to achieve
the standard task, will be paid at low piece rate R1.
✓ This Method is named as Taylor’s Differential Piece
Work.
Dept. of IPE, BUET 1-35
37. Multiple Differential or Merrick
Differential Piece Work:
Merrick pointed out that in Taylor System the inferior man cannot
survive because of penalty of sub-standard performance. Therefore,
Merrick proposed the following changes.
➢That there should not be any penalty on the workers and they should
be assured of minimum wages (fair days work = R3)
➢He proposed number of differentials in piece rate e.g.
• upto 70% of the standard task …………..Tk R3 (piece rate)
• upto 100% of the standard task ………….Tk R4 (increased piece rate)
• upto 120% and above the standard task…..Tk R5 (increased rate)
Dept. of IPE, BUET 1-37
38. Dept. of IPE, BUET 1-38
Multiple Differential or Merrick
Differential Piece Work:
39. Halsey Plan:
Three important characteristics of Halsey plan:
1) Minimum wages are guaranteed
2) There is an additional pay for the output if it is in excess
of established standard.
3) It can be applied at all the levels of workers.
Actually Halsey modified the Taylor plan. Major
changes are,
1) The standard task is based on recorded experience
2) For output above the task level, the worker is paid a bonus
for only a fixed percentage of time saved.
3) The bonus point is set on 60% to 90% of the standard task.
This new mark is known as Low Task or Halsey Task.
Dept. of IPE, BUET 1-39
41. If, R = Base rate guaranteed on hourly basis
N = Total pieces are to be produced
N2 = Low task in pieces per hour
T = Time required for making N pieces
P = Percentage of the workers share in gain of above
task.
It is generally varying from 25% to 50%
S = Standard time for the job on the basis of data =
(S-T) = Time saved by the worker
E = Wages for the job = RT + p (S-T) R
Dept. of IPE, BUET 1-41
Halsey Plan:
42. For worker, working in a machine shop, the following data is given. Guaranteed
base rate = Tk 25 per hour. Total piece to be produced = 300 pieces. Standard
Task= 100 pieces/hour, Low task would be 75% of the standard task. The
worker took 2 hours to complete the job. Percentage of the workers’ share in the
gain of above task is 40%. Hence calculate the rate of incentive per hour for the
worker.
Solution:
R = 25 Tk/hour, N = 300, N2 = 100× 75% = 75, T = 2 hours, p = 40% =
0.4
S = hours
Therefore, E = = RT + p (S-T) R= 2×25+ 0.4 (4-2) ×25 = 70 Taka
Per hour basis wage = 70/2 = 35 Taka per hour.
So, an incentive of (35-25)=10 Taka per hour should be paid.
Dept. of IPE, BUET 1-42
Halsey Plan: An Example
43. Rowan Plan
• Mr. James Rowan proposed that the bonus should be
paid on the percentage of time worked rather than
time saved. The minimum wage was guaranteed. The
wage was calculated as below:
Dept. of IPE, BUET 1-43
Find E for the previous example! And Compare.
44. • Suppose, a worker should produce 50 units in
8 hours and he is paid at the rate of Rs 3 per
hour. If he produces 100 units in 8 hours, his
total earnings for the day would be –
Dept. of IPE, BUET 1-44
Rowan Plan
45. Fringe Benefit
➢ Any contribution (except regular financial
contribution such as bonus, commission, salary) by
the employer for the benefit of employees is known
as Fringe Benefit.
➢ For example, Social security, pension, insurance
compensation etc.
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46. • I don’t own the copyright of the contents of
this presentation.
• The images are collected from different
sources.
Dept. of IPE, BUET 1-46