Motivation is defined as stimulating someone to achieve desired goals or take desired actions. It is a process that involves motives, behaviors, goals, and feedback. There are intrinsic and extrinsic types of motivation. Classical theories focused on fear/punishment and rewards while modern theories examine needs, expectations, and fairness. Motivation results from an interaction between individual factors like needs, expectations, and personal agency beliefs, and situational/organizational factors like rewards, fairness, and job design.
Motivation theories try to explain what motivates human behavior. Some key theories discussed in the document include:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs first, and then safety, love, esteem and self-actualization needs in turn.
2. McGregor's Theory X and Theory Y describe assumptions about human motivation - Theory X sees people as lazy and undisciplined while Theory Y sees them as creative and wanting responsibility.
3. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that improve satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
The document discusses several theories of motivation:
1. Content theories like Maslow's hierarchy of needs theory and Herzberg's two-factor theory examine factors that motivate employees from within, such as achievement and growth.
2. Process theories like expectancy theory and equity theory analyze how employees make choices and how their motivation is affected by perceptions of fair outcomes.
3. Reinforcement theories like Skinner's model emphasize that motivation is shaped by environmental rewards and punishments rather than inner drives. The document provides an overview of these major motivation theories.
The document discusses various theories of motivation from five management books. It defines motivation according to each book and summarizes key theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, McGregor's Theory X and Theory Y, and the Porter-Lawler theory of motivation. It also covers cognitive theories like expectancy theory, equity theory, and goal-setting theory, as well as ERG theory and factors for maximizing employee effort.
MOTIVATION to get more subscribe https://youtube.com/channel/UCZI6s640v0qoGq...Motivation Motivation
The document discusses several theories of motivation:
1. Reinforcement theory proposes that people are motivated to repeat behaviors that are positively reinforced through rewards.
2. Needs theories such as Maslow's hierarchy of needs and ERG theory suggest people are motivated to fulfill various needs like physiological needs, safety needs, and growth needs.
3. Process theories like expectancy theory and goal setting theory propose motivation depends on expectations of rewards from efforts and having challenging but attainable goals with feedback.
The document provides an overview of key motivation concepts and theories to help understand what motivates human behavior.
The Chapter of Motivation in Public Administration HAFIZUDIN YAHAYA
This document discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's theory X and theory Y. Maslow's hierarchy proposes that people are motivated to fulfill basic needs before moving to higher-level needs. Herzberg's two-factor theory separates motivators like achievement that drive satisfaction from hygiene factors like salary that prevent dissatisfaction. Expectancy theory states that motivation depends on an individual's perception of how their efforts link to performance and rewards. McGregor's theory X assumes people dislike work while theory Y assumes they can exercise self-direction.
The document discusses various theories of motivation. It begins by defining motivation and its importance in management. It then explains several prominent motivation theories including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal setting theory, and acquired needs theory. For each theory, it provides an overview and key conclusions. The document also covers McGregor's Theory X and Theory Y and Porter-Lawler model of motivation.
1. Several theories of motivation were formulated in the 1950s including Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, and Herzberg's motivation-hygiene theory.
2. Maslow's hierarchy proposed five levels of human needs from physiological to self-actualization needs. Herzberg's theory distinguished between motivators like achievement that increase job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. McGregor's Theory X assumed employees dislike work while Theory Y assumed they can find it motivating. Later theories included ERG theory, need-based theories, and cognitive evaluation theory which found extrinsic rewards can reduce intrinsic motivation.
Motivation theories try to explain what motivates human behavior. Some key theories discussed in the document include:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs first, and then safety, love, esteem and self-actualization needs in turn.
2. McGregor's Theory X and Theory Y describe assumptions about human motivation - Theory X sees people as lazy and undisciplined while Theory Y sees them as creative and wanting responsibility.
3. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that improve satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
The document discusses several theories of motivation:
1. Content theories like Maslow's hierarchy of needs theory and Herzberg's two-factor theory examine factors that motivate employees from within, such as achievement and growth.
2. Process theories like expectancy theory and equity theory analyze how employees make choices and how their motivation is affected by perceptions of fair outcomes.
3. Reinforcement theories like Skinner's model emphasize that motivation is shaped by environmental rewards and punishments rather than inner drives. The document provides an overview of these major motivation theories.
The document discusses various theories of motivation from five management books. It defines motivation according to each book and summarizes key theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, McGregor's Theory X and Theory Y, and the Porter-Lawler theory of motivation. It also covers cognitive theories like expectancy theory, equity theory, and goal-setting theory, as well as ERG theory and factors for maximizing employee effort.
MOTIVATION to get more subscribe https://youtube.com/channel/UCZI6s640v0qoGq...Motivation Motivation
The document discusses several theories of motivation:
1. Reinforcement theory proposes that people are motivated to repeat behaviors that are positively reinforced through rewards.
2. Needs theories such as Maslow's hierarchy of needs and ERG theory suggest people are motivated to fulfill various needs like physiological needs, safety needs, and growth needs.
3. Process theories like expectancy theory and goal setting theory propose motivation depends on expectations of rewards from efforts and having challenging but attainable goals with feedback.
The document provides an overview of key motivation concepts and theories to help understand what motivates human behavior.
The Chapter of Motivation in Public Administration HAFIZUDIN YAHAYA
This document discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's theory X and theory Y. Maslow's hierarchy proposes that people are motivated to fulfill basic needs before moving to higher-level needs. Herzberg's two-factor theory separates motivators like achievement that drive satisfaction from hygiene factors like salary that prevent dissatisfaction. Expectancy theory states that motivation depends on an individual's perception of how their efforts link to performance and rewards. McGregor's theory X assumes people dislike work while theory Y assumes they can exercise self-direction.
The document discusses various theories of motivation. It begins by defining motivation and its importance in management. It then explains several prominent motivation theories including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal setting theory, and acquired needs theory. For each theory, it provides an overview and key conclusions. The document also covers McGregor's Theory X and Theory Y and Porter-Lawler model of motivation.
1. Several theories of motivation were formulated in the 1950s including Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, and Herzberg's motivation-hygiene theory.
2. Maslow's hierarchy proposed five levels of human needs from physiological to self-actualization needs. Herzberg's theory distinguished between motivators like achievement that increase job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. McGregor's Theory X assumed employees dislike work while Theory Y assumed they can find it motivating. Later theories included ERG theory, need-based theories, and cognitive evaluation theory which found extrinsic rewards can reduce intrinsic motivation.
The document discusses Douglas McGregor's Theory X and Theory Y of motivation. Theory X assumes workers are lazy and need close supervision, while Theory Y assumes workers want to do a good job and self-direct if given responsibility. The document also summarizes several other motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, equity theory, and expectancy theory. Expectancy theory states that motivation results from expectations of effort leading to performance and performance leading to desired rewards. Managers should link rewards to targeted performance levels to maximize motivation according to expectancy theory.
The document discusses several theories of motivation: McGregor's Theory X and Theory Y describe different views of employee motivation and productivity; Taylor's scientific management theory claims money primarily motivates workers; Mayo found positive attention and involvement in decisions improves motivation; Herzberg identified hygiene and motivator factors; Maslow's hierarchy of needs proposes people are motivated to fulfill lower level needs before pursuing higher level needs.
Motivation is the process that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
"Motivation is everything… you have to inspire the next guy down the line and get him to inspire his people." – Lee Iacocca
1. The document discusses several theories of motivation that attempt to explain what motivates employee behavior and performance, including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and behavior modification theory.
2. The theories view motivation as arising from a variety of factors including employee needs, intrinsic and extrinsic rewards, expectations of performance leading to outcomes, and perceptions of fair treatment compared to other employees.
3. Effective motivation requires managers to understand these concepts and apply rewards and incentives in a way that satisfies both intrinsic and extrinsic drivers of employee motivation.
Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before moving on to more advanced needs. Lower level needs around things like food, water, shelter must be met before higher level needs for love, esteem and self-actualization can be pursued. McGregor's Theory X assumes people dislike work and need to be closely managed, while Theory Y assumes people can exercise self-direction and seek responsibility if committed to organizational objectives. The document discusses theories of motivation from Maslow and McGregor's contrasting views of human motivation in organizations.
This document discusses various theories and concepts related to motivation and leadership. It begins by defining motivation according to several scholars. It then covers McGregor's Theory X and Y, Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, Alderfer's ERG theory, and McClelland's needs theory. Next, it discusses motivational techniques like incentives, job enrichment, and quality of work life. It concludes by covering topics like leadership styles, functions of leaders, and types of power.
The document discusses various motivational theories including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social, esteem, and self-actualization needs in a hierarchy.
- Herzberg's two-factor theory distinguishing between hygiene factors like pay that prevent dissatisfaction and motivators like achievement that create satisfaction.
- Vroom's expectancy theory that behavior depends on expectations of being able to perform tasks and receive rewards.
- McClelland's theory identifying the needs for achievement, affiliation, and power as major workplace motives.
The document discusses various motivational theories including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social, esteem, and self-actualization needs in a hierarchy.
- Herzberg's two-factor theory distinguishing between hygiene factors like pay that prevent dissatisfaction and motivators like achievement that create satisfaction.
- Vroom's expectancy theory that behavior depends on expectations of being able to perform tasks and receive rewards.
- McClelland's theory identifying the needs for achievement, affiliation, and power as major workplace motives.
This document discusses various theories of motivation and their application to employee performance. It aims to identify different motivation theories, understand motivation's role in performance, classify employee needs, and apply theories to analyze performance issues. Theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's need theory, McGregor's Theory X and Y, and Ouchi's Theory Z. Each theory's key aspects and limitations are explained.
Theories of Motivation
Motivation is something that prompts, compels and energizes an individual to act or behave in a particular fashion at a particular time for attaining some specific goal or purpose.
1. The document discusses several theories of motivation, including McGregor's Theory X and Y, Maslow's Hierarchy of Needs, Herzberg's Motivator-Hygiene Theory, and Alderfer's ERG Theory.
2. Maslow's Hierarchy proposes that people are motivated to fulfill basic physiological needs first, and then safety, social, esteem, and self-actualization needs.
3. Herzberg's theory separates factors that lead to satisfaction, like achievement and recognition, from those that lead to dissatisfaction, like company policies and supervision.
4. McGregor's Theory X assumes employees dislike work while Theory Y assumes they can be self-motivated,
The document discusses several theories of motivation based on needs. It describes Maslow's hierarchy of needs which posits that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses ERG theory, Herzberg's two-factor theory distinguishing between motivators and hygiene factors, McClelland's need for achievement, need for affiliation, and need for power. Additionally, it covers equity theory and expectancy theory which are process theories focusing on how motivated behavior occurs to satisfy needs.
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
The document discusses various theories of motivation. It describes content theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process theories covered include Vroom's expectancy theory, Adams' equity theory, goal setting theory, and Skinner's reinforcement theory. The document provides details on the key aspects and assumptions of each motivation theory.
1) Motivation refers to factors that activate and direct behavior and involves arousing and sustaining goal-directed behavior.
2) Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before pursuing safety, love/belonging, esteem, and self-actualization needs.
3) Expectancy theory suggests that motivation depends on the expectation that effort will lead to good performance and that performance will be rewarded.
The document discusses various theories and concepts related to motivation. It begins by defining motivation as the process of influencing employees' behavior. It then outlines several theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be met before higher level needs motivate; Herzberg's two-factor theory distinguishing between hygiene and motivational factors; McGregor's Theory X and Y about employee assumptions; and Vroom's expectancy theory examining valence, expectancy and instrumentality. The document also discusses techniques for motivating employees including monetary incentives, job enrichment, and leadership styles.
This document discusses 10 different motivation theories:
1. Maslow's hierarchy of needs theory states that lower level needs must be satisfied before higher needs.
2. McGregor's X and Y theory describes two views of employee motivation - Theory X assumes employees are unmotivated while Theory Y assumes they are motivated.
3. Herzberg's hygiene theory argues there are motivators and hygiene factors that influence employee satisfaction.
4. ERG theory groups Maslow's needs into existence, relatedness, and growth.
5. McClelland's three needs theory says people are motivated by achievement, affiliation, or power.
6. Goal setting theory says specific, challenging goals improve performance.
The document discusses various theories of motivation. It defines motivation as the individual forces that account for the direction, level, and persistence of a person's effort. It outlines two types of motivation theories: content theories, which focus on individual needs, and process theories, which focus on cognitive processes. Several prominent motivation theories are then summarized, including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, ERG theory, equity theory, expectancy theory, cognitive evaluation theory, self-efficacy theory, and reinforcement theory.
The document discusses motivation in the workplace. It defines motivation and differentiates between intrinsic and extrinsic motivation. It outlines several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also discusses the role of a nurse administrator in creating a motivating work environment for nurses by meeting their basic needs, providing feedback and recognition, fostering autonomy, and maintaining good working conditions.
This document provides an overview of several content theories of motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving to higher-level needs.
- McGregor's Theory X and Theory Y describe assumptions managers make about employees, ranging from negative to positive.
- ERG theory condensed Maslow's needs into existence, relatedness, and growth.
- Herzberg's two-factor theory separates job satisfaction and dissatisfaction into different factors.
- McClelland identified needs for achievement, affiliation, and power that are learned rather than innate.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
The document discusses Douglas McGregor's Theory X and Theory Y of motivation. Theory X assumes workers are lazy and need close supervision, while Theory Y assumes workers want to do a good job and self-direct if given responsibility. The document also summarizes several other motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, equity theory, and expectancy theory. Expectancy theory states that motivation results from expectations of effort leading to performance and performance leading to desired rewards. Managers should link rewards to targeted performance levels to maximize motivation according to expectancy theory.
The document discusses several theories of motivation: McGregor's Theory X and Theory Y describe different views of employee motivation and productivity; Taylor's scientific management theory claims money primarily motivates workers; Mayo found positive attention and involvement in decisions improves motivation; Herzberg identified hygiene and motivator factors; Maslow's hierarchy of needs proposes people are motivated to fulfill lower level needs before pursuing higher level needs.
Motivation is the process that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
"Motivation is everything… you have to inspire the next guy down the line and get him to inspire his people." – Lee Iacocca
1. The document discusses several theories of motivation that attempt to explain what motivates employee behavior and performance, including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and behavior modification theory.
2. The theories view motivation as arising from a variety of factors including employee needs, intrinsic and extrinsic rewards, expectations of performance leading to outcomes, and perceptions of fair treatment compared to other employees.
3. Effective motivation requires managers to understand these concepts and apply rewards and incentives in a way that satisfies both intrinsic and extrinsic drivers of employee motivation.
Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before moving on to more advanced needs. Lower level needs around things like food, water, shelter must be met before higher level needs for love, esteem and self-actualization can be pursued. McGregor's Theory X assumes people dislike work and need to be closely managed, while Theory Y assumes people can exercise self-direction and seek responsibility if committed to organizational objectives. The document discusses theories of motivation from Maslow and McGregor's contrasting views of human motivation in organizations.
This document discusses various theories and concepts related to motivation and leadership. It begins by defining motivation according to several scholars. It then covers McGregor's Theory X and Y, Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, Alderfer's ERG theory, and McClelland's needs theory. Next, it discusses motivational techniques like incentives, job enrichment, and quality of work life. It concludes by covering topics like leadership styles, functions of leaders, and types of power.
The document discusses various motivational theories including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social, esteem, and self-actualization needs in a hierarchy.
- Herzberg's two-factor theory distinguishing between hygiene factors like pay that prevent dissatisfaction and motivators like achievement that create satisfaction.
- Vroom's expectancy theory that behavior depends on expectations of being able to perform tasks and receive rewards.
- McClelland's theory identifying the needs for achievement, affiliation, and power as major workplace motives.
The document discusses various motivational theories including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social, esteem, and self-actualization needs in a hierarchy.
- Herzberg's two-factor theory distinguishing between hygiene factors like pay that prevent dissatisfaction and motivators like achievement that create satisfaction.
- Vroom's expectancy theory that behavior depends on expectations of being able to perform tasks and receive rewards.
- McClelland's theory identifying the needs for achievement, affiliation, and power as major workplace motives.
This document discusses various theories of motivation and their application to employee performance. It aims to identify different motivation theories, understand motivation's role in performance, classify employee needs, and apply theories to analyze performance issues. Theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's need theory, McGregor's Theory X and Y, and Ouchi's Theory Z. Each theory's key aspects and limitations are explained.
Theories of Motivation
Motivation is something that prompts, compels and energizes an individual to act or behave in a particular fashion at a particular time for attaining some specific goal or purpose.
1. The document discusses several theories of motivation, including McGregor's Theory X and Y, Maslow's Hierarchy of Needs, Herzberg's Motivator-Hygiene Theory, and Alderfer's ERG Theory.
2. Maslow's Hierarchy proposes that people are motivated to fulfill basic physiological needs first, and then safety, social, esteem, and self-actualization needs.
3. Herzberg's theory separates factors that lead to satisfaction, like achievement and recognition, from those that lead to dissatisfaction, like company policies and supervision.
4. McGregor's Theory X assumes employees dislike work while Theory Y assumes they can be self-motivated,
The document discusses several theories of motivation based on needs. It describes Maslow's hierarchy of needs which posits that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses ERG theory, Herzberg's two-factor theory distinguishing between motivators and hygiene factors, McClelland's need for achievement, need for affiliation, and need for power. Additionally, it covers equity theory and expectancy theory which are process theories focusing on how motivated behavior occurs to satisfy needs.
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
The document discusses various theories of motivation. It describes content theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process theories covered include Vroom's expectancy theory, Adams' equity theory, goal setting theory, and Skinner's reinforcement theory. The document provides details on the key aspects and assumptions of each motivation theory.
1) Motivation refers to factors that activate and direct behavior and involves arousing and sustaining goal-directed behavior.
2) Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before pursuing safety, love/belonging, esteem, and self-actualization needs.
3) Expectancy theory suggests that motivation depends on the expectation that effort will lead to good performance and that performance will be rewarded.
The document discusses various theories and concepts related to motivation. It begins by defining motivation as the process of influencing employees' behavior. It then outlines several theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be met before higher level needs motivate; Herzberg's two-factor theory distinguishing between hygiene and motivational factors; McGregor's Theory X and Y about employee assumptions; and Vroom's expectancy theory examining valence, expectancy and instrumentality. The document also discusses techniques for motivating employees including monetary incentives, job enrichment, and leadership styles.
This document discusses 10 different motivation theories:
1. Maslow's hierarchy of needs theory states that lower level needs must be satisfied before higher needs.
2. McGregor's X and Y theory describes two views of employee motivation - Theory X assumes employees are unmotivated while Theory Y assumes they are motivated.
3. Herzberg's hygiene theory argues there are motivators and hygiene factors that influence employee satisfaction.
4. ERG theory groups Maslow's needs into existence, relatedness, and growth.
5. McClelland's three needs theory says people are motivated by achievement, affiliation, or power.
6. Goal setting theory says specific, challenging goals improve performance.
The document discusses various theories of motivation. It defines motivation as the individual forces that account for the direction, level, and persistence of a person's effort. It outlines two types of motivation theories: content theories, which focus on individual needs, and process theories, which focus on cognitive processes. Several prominent motivation theories are then summarized, including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, ERG theory, equity theory, expectancy theory, cognitive evaluation theory, self-efficacy theory, and reinforcement theory.
The document discusses motivation in the workplace. It defines motivation and differentiates between intrinsic and extrinsic motivation. It outlines several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also discusses the role of a nurse administrator in creating a motivating work environment for nurses by meeting their basic needs, providing feedback and recognition, fostering autonomy, and maintaining good working conditions.
This document provides an overview of several content theories of motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving to higher-level needs.
- McGregor's Theory X and Theory Y describe assumptions managers make about employees, ranging from negative to positive.
- ERG theory condensed Maslow's needs into existence, relatedness, and growth.
- Herzberg's two-factor theory separates job satisfaction and dissatisfaction into different factors.
- McClelland identified needs for achievement, affiliation, and power that are learned rather than innate.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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1. Definition of Motivation
• “Motivation is the act of stimulating some one or
oneself to get a desired course of action or to
push the right bottom to get a desired reaction.”
Michal, J. Jucius
• Motivation is a process of inducing, inspiring and
energizing people to work willingly with zeal,
initiative, confidence, satisfaction and an
integrated manner to achieve desired goals. It is a
moral boosting activity.
2. Motivation
• A man can not be pulled from the front or pushed from
behind. He can only be moved from within.
• The why of behavior, motivation is a hypothetical construct
that intervenes between stimulus and a response.
3. Performance and Motivation
• P= f (a x d), a- Ability; d- Desirability
• The biggest managerial challenge-
• what motivates
Will Won’t
Can
Can’t
1 3
2 4
5. Process of motivation cont’d
• Motive: It indicates the inner state of mind, that
energizes, activates or moves a person and directs
his behavior towards goals.
• Behaviour: Behaviour is the sum of various activities
and attitudes of a person
• Goals: Motives generally create a state of
disequilibrium physiological or psychological
imbalances within the individual. Attaining the goal
restores this balance.
• Feedback: the system of feedback is important to
understand and analyze the motives, behavior , goals
and incentives for motivation.
6. Types of Motivation: There are two types-
Intrinsic and Extrinsic
There are two primary types of motivation... Intrinsic
and Extrinsic Motivation.
• Extrinsic Motivation is geared toward external
rewards and reinforcer's. Some examples of external
rewards are money, praise, awards, etc. Some examples
of external reinforcer's are policy and procedures,
disciplinary action, speeding tickets, boundary-setting,
etc.
• Intrinsic Motivation is geared toward internal rewards
and reinforcer's. Some examples of internal rewards are
enjoyment, achievement, a sense of competence. Some
examples of internal reinforcer's are "Shoulds", "Musts",
& "Oughts", a guilty conscience, and Toxic Shame.
7. Classical Theories of Motivation
• Fear and Punishment Theory: This theory takes negative
view of human behavior. This theory states that a man can
be made to work by creating fear and punishment.
• Monetary Reward Theory: According to this theory, there is
a positive relationship between monetary rewards and
execution of work.
• Carrot and Stick Theory: This theory takes in to
consideration both reward and punishment and takes in to
consideration both positive and negative measures for
motivation.
8. Modern Theories of Motivation
Psychologist Abraham Maslaw, first introduced his concept
of a hierarchy of needs in his 1943 paper "A Theory of Human
Motivation" and his subsequent book Motivation and
Personality. This hierarchy suggests that people are motivated
to fulfil basic needs before moving on to other, more
advanced needs.
10. ERG Theory of Motivation
• To bring Maslow’s need hierarchy theory of
motivation in synchronization with empirical
research, Clayton Alderfer redefined it in his own
terms. His rework is called as ERG theory of
motivation. He recategorized Maslow’s hierarchy of
needs into three simpler and broader classes of
needs:
11. • Existence needs- These include need for basic material
necessities. In short, it includes an individual’s
physiological and physical safety needs.
• Relatedness needs- These include the aspiration
individual’s have for maintaining significant
interpersonal relationships (be it with family, peers or
superiors), getting public fame and recognition.
Maslow’s social needs and external component of
esteem needs fall under this class of need.
• Growth needs- These include need for self-
development and personal growth and advancement.
Maslow’s self-actualization needs and intrinsic
component of esteem needs fall under this category of
need.
12.
13. Theory X and Y
• Douglas McGregor’s Theory X and Theory Y, first
published in 1957 in his book “Human side of
enterprise”. These two theories clearly
distinguished traditional autocratic assumptions
about the nature of people(Theory X) from more
behaviourally based assumptions (Theory Y). The
usefulness of the McGregor theories is his
convincing arguments that most management
actions flow directly from whatever theory of
human behaviour managers hold.
14. Theory X Assumptions
• The average human being is inherently lazy by
nature and desires to work as little as possible.
He dislikes the work and will like to avoid it, if he
can.
• He avoids accepting responsibility and prefers to
be led or directed by some other.
• He is self- centered and indifferent to
organizational needs.
• He has little ambition, dislikes responsibility,
prefers to be led but wants security.
• He is not very intelligent and lacks creativity in
solving organizational problems.
• He by nature resists to change of any type
15. Theory Y
• Assumptions of Theory Y.
• Work is as natural as play, provided the work environment is
favourable. Work may act as a source of satisfaction or
punishment. An average man is not really against doing work.
• People can be self-directed and creative at work if they are
motivated properly.
• Self-control on the part of people is useful for achieving
organizational goal. External control and threats of
punishment alone do not bring out efforts towards
organizational objectives.
• People have capacity to exercise imagination and creativity.
• People are not by nature passive or resistant to organizational
needs. They have become so as a result of experience in
organisations.
16. Herzberg’s two factor theory of
motivation
• Herzberg extended work of Maslow and developed a
specific content theory of work motivation.
• Herzberg interviewed 203 engineers and
accountants.
• They were asked to recall a time when they felt
exceptionally good for their work and the feeling
associated.
• The result to two category:
A) Job Satisfiers (Motivators)
B) Job dissatisfier (Hygiene Factors)
17. Motivators are things that create positive feelings,
hygiene factors were associated with work context and
environment.
18. Vroom’s Valence Expectancy Theory
• Victor vroom presented an Expectancy theory
(1964) for understanding the human behavior
and motivation.
• The theory suggests that although individuals
may have different sets of goals, they can be
motivated if they believe that:
• There is a positive correlation between efforts
and performance,
• Favourable performance will result in a desirable
reward,
• The reward will satisfy an important need,
• The desire to satisfy the need is strong enough to
make the effort worthwhile.
19. Vroom’s Motivation Formula
• Force(motivation)=Valence(value) x Expectancy
(probability) x Instrumentality(relationship
between performance and reward)
• The Expectancy theory is based on three
important propositions, these are: valence,
expectancy and instrumentality
20. cludes that the force of motivation in an employee can be calculated using the formula: Motivation = Valence*Expectancy*Instrumentality
21. • Valence
• Valence refers to the emotional orientations people hold
with respect to outcomes [rewards]. Management must
discover what employees value.
• Expectancy
• Employees have different expectations and levels of
confidence about what they are capable of doing.
Management must discover what resources, training, or
supervision employees need.
• Instrumentality
• The perception of employees as to whether they will
actually get what they desire even if it has been promised
by a manager. Management must ensure that promises of
rewards are fulfilled and that employees are aware of that.
22. Equity Theory (Adams, 1963)
• The theory argues that a major input into job
performance and satisfaction is the degree of
equity (or inequity) that people perceive in
work situation.
• The core of the equity theory is the principle
of balance or equity. An individual’s
motivation level is correlated to his perception
of equity, fairness and justice practiced by the
management.
23. Assumptions of the Equity Theory
• The theory demonstrates that the individuals are
concerned both with their own rewards and also
with what others get in their comparison.
• Employees expect a fair and equitable return for
their contribution to their jobs.
• Inequity occurs when a person perceives that
the ratio of his or her outcomes to inputs and the
ratio of a relevant other’s outcomes to inputs are
unequal.
• Equity occurs when Person’ s outcomes =other’s
outcome.
24. Model of Equity Theory….
Is versus Ir
Os Or
I = Inputs - employee’s contribution to employer
R = Referent - comparison person
S = Subject the employee who is judging fairness of
the exchange
25. Equity Theory - Exchange Scenarios
• Case 1: Equity -- pay allocation is perceived to
be to be fair - motivation is sustained
• Case 2: Inequity -- Underpayment. Employee
is motivated to seek justice. Work motivation
is disrupted.
• Case 3: Inequity - Overpayment. Could be
problem. Inefficient. In other cultures
employees lose face.
26. Attribution Theory
• The need to explain the causes of success and
failure.
• Attribution theorist Harold Kelley stresses that
attribution theory is concerned mainly with
the cognitive processes by which an individual
interprets behaviour as being caused by
certain parts of the relevant environment.