849 Motivation Theories And Strategies
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The document summarizes several theories of motivation and discusses the results of a motivation survey within one department. The key theories discussed include goal-setting theory, reinforcement theory, Herzberg's theory of factors, and expectancy theory. A survey within a department found that employees lacked motivation mainly due to poor communication, planning, and lack of inclusion in important decisions. The document recommends improving communication, employee involvement in decisions, advance planning, and reassessing after changes are implemented.
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Reinforcement theory of Motivation
Reinforcement theory of motivation proposes that an individual's behavior is determined by the consequences of their actions. According to the theory, behaviors that are positively reinforced through rewards tend to be repeated, while behaviors that result in negative consequences tend not to be repeated. The theory focuses on external factors and consequences rather than internal drives or feelings. Managers can use positive and negative reinforcement, as well as punishment and extinction, to control and motivate employee behavior. The implications are that reinforcement theory explains how learning occurs through consequences, and managers must provide feedback to employees on correct and incorrect behaviors in order to achieve positive reinforcement.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Expectancy theory
Expectancy theory is a motivation theory that states individuals are motivated if they believe good performance will lead to desired outcomes. It was first proposed by Victor Vroom and includes three variables: expectancy, the belief that effort will lead to performance; instrumentality, the belief performance will lead to rewards; and valence, the value placed on rewards. The theory emphasizes relating rewards directly to performance and ensuring rewards are deserved. Factors like skills, support, resources, and information impact expectancy perceptions. Vroom introduced these variables to explain how motivation is created psychologically through individuals' beliefs about expectancy, instrumentality, and valence interacting.
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* Discuss the generational differences in workplace concerns and about national trends in employee engagement.
Commitment
Commitment refers to a sincere and steadfast dedication to a course of action. It involves intellectually or emotionally binding oneself to a pledge or promise. Organizational commitment is driven by clear communication, job satisfaction, inspired leadership, effective performance management, and a positive work environment. Employees' commitment levels progress through stages from seeing their job as just a job to becoming advocates for the organization. Employees want their managers to help them see their value, feel proud, be heard, cared for, known, focused, challenged, trusted, and helped to grow. Managers can do this by providing feedback, discussing problems, seeking input, recognizing contributions, and providing opportunities for development.
On Boarding Ppt
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should include orientation on paperwork, systems access, organizational information, and identifying knowledge gaps within the first month. Relationship building with direct reports and teams is also emphasized within the first weeks and months on the job.
On Boarding Ppt
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should integrate new hires, prepare them for success, and help them become engaged members of the organization.
19104889 Job Satisfaction
Job satisfaction is influenced by relationships with supervisors, work environment, and fulfillment in work. Managers can measure satisfaction through surveys to identify issues and improve conditions to increase productivity and retention. While genetics influence happiness levels, managers can shape environments to encourage satisfaction through challenging work, fair rewards, and supportive colleagues and conditions.
2010 HOME Conference - Effective Supervision of Staff
This document provides guidelines and resources for effective management. It covers topics such as orienting new employees, providing feedback, conducting formal reviews, delegation, and motivation. For orienting, it emphasizes making a good first impression and providing checklists for the first day, week, and second week. Feedback should be both informal, through regular check-ins, and formal, during scheduled reviews. Reviews involve preparing, writing a statement with strengths and objectives, and delivering the feedback. Delegation requires deciding what can be delegated, selecting the right person, and making tasks S.M.A.R.T.E.R. (specific, measurable, agreed, realistic, timebound, empowering, and recorded). Mot
Hiring and Firing Employees
Bernie Erven, The Ohio State University, 2009 Pork Management Conference, May 6-8, 2009, Fort Myers, Florida.
Motivating Employees
Motivating employees is a critical activity for managers. This presentation provide practical tips for managers. This is purely for academic purpose.
Bus101 lec 9 motivating people
This document summarizes several theories of motivation and how they can be applied in business. It discusses Maslow's hierarchy of needs, Herzberg's motivational factors, McGregor's Theory X and Y and Ouchi's Theory Z. It also covers goal-setting theory, expectancy theory, and strategies for job enrichment like skill variety, task identity, autonomy and feedback. Finally, it discusses how open communication and personalized motivation can help managers motivate employees.
Human Resources Management
A 2 hour lecture my colleague from Mustika Ratu & I present to HR Class in FISIP Universitas Indonesia.
The lecture discuss about the evolving HR in general, and focusing on recruitment & selection process. You might also find some information about DISC Personality.
Leadership Skills
The document discusses key responsibilities and skills for effective leadership, including motivating employees, safety practices, performance reviews, and people skills. It emphasizes that leaders should communicate well, delegate tasks, set examples of positive behavior, provide ongoing feedback and training, and treat all employees fairly in order to build trust and inspire high performance. Regular performance reviews are important for gauging progress, providing examples to illustrate ratings, and ensuring employees understand expectations. Motivating employees requires respect, effective listening, keeping workers informed and involved in decision-making.
Motivation
This presentation defines motivation as internal and external factors that stimulate interest and commitment to a job. There are two types of motivation: intrinsic, which comes from within, and extrinsic, which comes from external rewards or threats. Effective motivation techniques for managers include job design, rewards, building employee satisfaction, genuine appreciation, recognition, and inspiration. Motivation leads to advantages like higher productivity, quality and efficiency while lack of motivation can result from poor leadership, lack of progression or appreciation.
Module 9 Motivation
Motivation is defined as internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job or goal. There are two types of motivation - intrinsic motivation involving responsibility and challenge, and extrinsic motivation involving rewards and punishments. Popular motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory distinguishing between job satisfiers and dissatisfiers. Methods for motivating employees involve rewarding good performance, providing challenging jobs, using merit pay, spot awards, and skill-based pay.
Job Satisfaction
There are four key factors that influence job satisfaction: open communication, career opportunity, empowerment, and concern for employee welfare. Open communication involves establishing trust and getting feedback from employees. Career opportunity means providing advancement programs and a fair system for promotions. Empowerment is about educating employees on goals and building responsibility. Concern for welfare treats employees as valuable assets rather than commodities through compassion. Neglecting job satisfaction can lead to lower productivity and higher turnover costs.
Development Career Planning Slides Nov 2009.Pps
The document discusses development and career planning between managers and employees. It provides frameworks to guide career conversations, including short and long term career objectives from both the employee and manager's perspective. It also identifies reasons why employees stay or leave organizations, and suggests development approaches for different employee situations based on their work abilities, interests, and attitudes. The overall message is that ongoing, quality career discussions between managers and employees can drive higher performance and engagement.
Factors determining job satisfaction of employees
The document discusses factors that influence job satisfaction, including job characteristics, leadership, compensation, work environment, relationships, and opportunities for growth. It notes that job satisfaction is impacted by both organizational and personal factors. Satisfied employees are more productive, committed, and less likely to be absent. Employers can promote satisfaction by focusing on meaningful work, work-life balance, learning and development opportunities, and social connections. Ensuring the right person-job fit and addressing sources of dissatisfaction are also important strategies.
Employee involvement
as we are living in competitive world and every business have an aim to achieve maximum positive results. So, without employee involvement and motivation business can not produce positive performance of individual or ultimately organizations'.
Hr presentation
This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
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849 Motivation Theories And Strategies
- 1. Barbi Breimann HRD 849 April 28, 2009