The document discusses several theories of motivation including:
1) Need theories like Maslow's hierarchy of needs and ERG theory which propose that motivation is driven by physiological, safety, social and esteem needs.
2) Behavioral theories like reinforcement theory and goal-setting theory which examine how consequences influence behavior.
3) Job design theories including Herzberg's two-factor theory and the job characteristics model that link motivation to job content and characteristics.
4) Cognitive theories like expectancy theory that view employees as rational beings who assess costs and benefits of performing work.
The document also covers concepts like employee engagement, job satisfaction and organizational commitment as factors that influence work motivation.
The document discusses several topics related to industrial and organizational psychology, including employee engagement, job satisfaction, organizational commitment, and communication. Employee engagement refers to being energetic, dedicated, and enthusiastic about work. Job satisfaction is influenced by overall satisfaction and specific facets like pay and promotion opportunities. Organizational commitment involves accepting company goals and wanting to remain with the organization. Effective communication in organizations can be undermined by impression management, mistrust, and lack of information sharing. Nonverbal cues supplement verbal messages to emphasize meaning.
The document discusses various topics related to communication and group dynamics in organizational settings. It covers non-verbal communication, factors that can lead to communication breakdowns, group norms, socialization processes, social processes within groups like conformity and competition, sources and outcomes of conflicts, and how certain factors can increase group cohesion. The document provides information on concepts important for understanding group behaviors and interactions in work environments.
The document discusses motivating employees in the workplace. It provides tips for managers to build employee motivation, including treating employees with respect, providing regular feedback, showing appreciation, trusting employees, recognizing employee work, retaining great employees through involvement and delegation, building a mentoring culture, and demonstrating respect at work. The overall message is that small actions by managers each day can significantly impact employee motivation.
This document discusses employee involvement, motivation, and empowerment. It covers Maslow's hierarchy of needs and Herzberg's two-factor theory to explain motivation. Surveying employees can help determine their current level of empowerment. Managers should work to achieve a motivated workforce by understanding employees, sharing goals, and celebrating successes. Empowerment involves giving employees the ability, confidence, and commitment to improve processes and satisfy customers.
This document discusses various theories and strategies related to human resource management and employee motivation. It covers Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, expectancy theory, reinforcement theory, goal-setting theory, and strategies for motivating employees such as treating people as individuals, empowering workers, and providing rewards. The key points are that motivation is complex and influenced by individual and situational factors, and managers should understand motivation theories to effectively lead and develop motivated employees.
Bulldozing Silos will provide participants with best practices for transforming internally focused programs and staffs into more nimble, client-focused collaborators. Participants attending this highly interactive, multi-presenter discussion will be challenged to evaluate their own approaches to collaboration through steps for inspiring a more “siloless” culture among the departments, organizations, and institutions with which they are, or could be, partnering.
James Hoelscher, Program Manager, Insitute for Decision Making, University of Northern Iowa
Paul Kinghorn, Director, Center for Business Growth and Innovation, University of Northern Iowa
This document outlines an 8-session training course on motivating teams. The course covers key motivational theories, how to design motivating jobs, and creating a motivational work climate. Session topics include understanding motivation, setting goals, identifying individual and work values, and applying reinforcement and expectancy theories. The goal is to help managers understand what motivates employees and learn techniques to provide an environment where internal motivation activates performance.
The document discusses best practices for improving efficiency in the front office of medical practices. It recommends defining the current reality, identifying bottlenecks that slow patient flow, and increasing efficiency. Specific strategies include measuring key metrics, understanding goals and productivity, re-engineering front office processes to be reliable, efficient and patient-focused, identifying and addressing bottlenecks, and getting the right staff in the right roles. The goal is to reduce expenses, inventory of patient wait times, and increase throughput of patients seen.
The document discusses several topics related to industrial and organizational psychology, including employee engagement, job satisfaction, organizational commitment, and communication. Employee engagement refers to being energetic, dedicated, and enthusiastic about work. Job satisfaction is influenced by overall satisfaction and specific facets like pay and promotion opportunities. Organizational commitment involves accepting company goals and wanting to remain with the organization. Effective communication in organizations can be undermined by impression management, mistrust, and lack of information sharing. Nonverbal cues supplement verbal messages to emphasize meaning.
The document discusses various topics related to communication and group dynamics in organizational settings. It covers non-verbal communication, factors that can lead to communication breakdowns, group norms, socialization processes, social processes within groups like conformity and competition, sources and outcomes of conflicts, and how certain factors can increase group cohesion. The document provides information on concepts important for understanding group behaviors and interactions in work environments.
The document discusses motivating employees in the workplace. It provides tips for managers to build employee motivation, including treating employees with respect, providing regular feedback, showing appreciation, trusting employees, recognizing employee work, retaining great employees through involvement and delegation, building a mentoring culture, and demonstrating respect at work. The overall message is that small actions by managers each day can significantly impact employee motivation.
This document discusses employee involvement, motivation, and empowerment. It covers Maslow's hierarchy of needs and Herzberg's two-factor theory to explain motivation. Surveying employees can help determine their current level of empowerment. Managers should work to achieve a motivated workforce by understanding employees, sharing goals, and celebrating successes. Empowerment involves giving employees the ability, confidence, and commitment to improve processes and satisfy customers.
This document discusses various theories and strategies related to human resource management and employee motivation. It covers Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, expectancy theory, reinforcement theory, goal-setting theory, and strategies for motivating employees such as treating people as individuals, empowering workers, and providing rewards. The key points are that motivation is complex and influenced by individual and situational factors, and managers should understand motivation theories to effectively lead and develop motivated employees.
Bulldozing Silos will provide participants with best practices for transforming internally focused programs and staffs into more nimble, client-focused collaborators. Participants attending this highly interactive, multi-presenter discussion will be challenged to evaluate their own approaches to collaboration through steps for inspiring a more “siloless” culture among the departments, organizations, and institutions with which they are, or could be, partnering.
James Hoelscher, Program Manager, Insitute for Decision Making, University of Northern Iowa
Paul Kinghorn, Director, Center for Business Growth and Innovation, University of Northern Iowa
This document outlines an 8-session training course on motivating teams. The course covers key motivational theories, how to design motivating jobs, and creating a motivational work climate. Session topics include understanding motivation, setting goals, identifying individual and work values, and applying reinforcement and expectancy theories. The goal is to help managers understand what motivates employees and learn techniques to provide an environment where internal motivation activates performance.
The document discusses best practices for improving efficiency in the front office of medical practices. It recommends defining the current reality, identifying bottlenecks that slow patient flow, and increasing efficiency. Specific strategies include measuring key metrics, understanding goals and productivity, re-engineering front office processes to be reliable, efficient and patient-focused, identifying and addressing bottlenecks, and getting the right staff in the right roles. The goal is to reduce expenses, inventory of patient wait times, and increase throughput of patients seen.
The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
As motivation (PLEASE COME TO CLASS!!) You have a really good chance of suc...Patrick Rubix
The document discusses motivation theories and techniques for motivating individuals and teams in the workplace. It covers motivation theories from Maslow, Herzberg, and McGregor, including Maslow's hierarchy of needs and Herzberg's hygiene factors. A variety of financial and non-financial motivational techniques are examined, such as piece-rate pay, hourly pay, performance-related pay, fringe benefits, recognition, and teamwork. The document emphasizes that different people are motivated by different factors and there is no one-size-fits-all approach to motivation.
Motivation theory aims to understand what drives people to work towards goals. There are intrinsic and extrinsic motivation factors. Intrinsic factors include satisfying needs, while extrinsic involve external rewards. Managers can improve motivation through rewards, recognition, and training. Abraham Maslow's hierarchy of needs proposes that lower level needs like physiological and safety must be met before higher needs such as esteem and self-actualization can motivate.
This document provides an overview of organizational behavior concepts relevant to managing people on projects. It discusses staff selection, development, and motivation. For motivation, it describes Maslow's hierarchy of needs and Vroom's expectancy theory. It also addresses stress and stress management, noting that some stress can be beneficial but excessive stress reduces performance. Stress management techniques include relaxation, cognitive-behavioral approaches, and systemic approaches.
This document discusses motivation in the context of an MBA course on human resource management. It defines motivation and differentiates between intrinsic and extrinsic motivation. It presents models of motivation including needs theories, expectancy theory, and reinforcement theories. It also summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's achievement theory, Vroom's expectancy theory, and Skinner's behavior modification theory.
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
Early theories of motivation like Maslow's hierarchy of needs and Herzberg's two-factor theory provide a basis for understanding but have limitations. Contemporary theories like goal-setting theory, self-efficacy theory, and expectancy theory are better predictors of behavior and performance. Goal-setting theory in particular shows that specific, difficult goals lead to higher performance when combined with feedback. Expectancy theory explains that motivation depends on expectations of success, outcomes, and rewards.
This document discusses theories of employee motivation. It covers:
1) Needs-based theories including Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as ERG and McClelland's acquired needs theories.
2) Process-based theories like equity, procedural/interactional justice, and expectancy theories.
3) Job characteristics that affect motivation including job rotation, enlargement, and enrichment.
4) Goal-setting theory and reinforcement theory.
5) The manager's role in addressing needs and individualizing motivation strategies.
This document discusses motivation in the workplace. It defines motivation as stimulating people to action to accomplish goals. Key elements of motivation include intensity, direction, and persistence of effort. Motivation is important as it can help employees achieve goals, develop skills, improve satisfaction and performance, and reduce turnover. Theories of motivation discussed include Maslow's hierarchy of needs and Process Theories like Theory X and Y. Strategies to motivate employees involve clear expectations, rewards, feedback, trust, growth opportunities, and role modeling motivation.
The document discusses various theories and models of motivation. It begins by defining motivation and examining the relationship between motivation and performance. It then outlines several need-based models of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process models of motivation such as the expectancy model, equity theory, and goal setting are also summarized. The document concludes by examining contemporary approaches to motivation and prescriptions for improving motivation.
Link-Link MATERI Training "STRATEGIC SOURCING & VENDOR MANAGEMENT"Kanaidi ken
The document outlines an upcoming training on strategic sourcing and vendor management. It includes details about the trainer, Ken Kanaidi, their qualifications and experience. The training methodology, materials and agenda are described across multiple sections and subsections. Links to slide deck materials are provided for various topics like vendor management principles, procurement processes, and relationship building. Prior trainings led by Ken Kanaidi are also highlighted.
This document summarizes several theories and models of motivation. It discusses early views including Frederick Taylor's scientific management theory and Elton Mayo's human relations model. It also covers need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process-based models covered include expectancy theory, equity theory, goal setting, and reinforcement theory. The key aspects of each approach are defined and examples are provided.
The document discusses various theories of motivation including:
- Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs and progress to higher needs of belonging, esteem and self-actualization.
- Herzberg's two-factor theory which distinguishes between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
- Expectancy theory which proposes that motivation depends on how much value an individual places on a reward and their belief that effort will lead to performance and rewards.
The document also covers intrinsic and extrinsic rewards, with intrinsic rewards from meaningful work being more important for ongoing motivation than extrinsic rewards like pay and benefits.
The document discusses several theories of motivation:
1) Needs hierarchy theory and ERG theory propose that people are motivated to fulfill lower-level needs like physiological needs before pursuing higher-level needs like esteem and self-actualization.
2) Two-factor theory suggests extrinsic factors prevent dissatisfaction while intrinsic motivators from the work itself engage employees.
3) Expectancy theory holds that motivation depends on expecting good performance will lead to desirable outcomes.
4) Equity theory maintains people compare their efforts and rewards to others to perceive fair treatment.
5) Reinforcement theory demonstrates behavior is controlled through positive reinforcement of desired actions and negative consequences for undesirable ones.
This document discusses career planning and management. It defines career as a sequence of work-related experiences and activities over a person's life. Career planning is a systematic process to decide career goals and paths to achieve them. Career management helps employees become aware of their interests/skills and identify career goals. There are four stages of career development: exploration, establishment, maintenance, and disengagement. Effective career management systems develop committed employees and positive job performance through components like self-assessment, reality checks, goal-setting, and action planning.
This document lists animals found in deserts, the Arctic, and on the savanna. Desert animals mentioned include the rabbit, owl, deer, bear, and wolf. Arctic animals listed are penguin and eagle. Savanna animals listed are zebra, rhinoceros, giraffe, elephant, and African buffalo. Ocean animals are also referenced.
The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
As motivation (PLEASE COME TO CLASS!!) You have a really good chance of suc...Patrick Rubix
The document discusses motivation theories and techniques for motivating individuals and teams in the workplace. It covers motivation theories from Maslow, Herzberg, and McGregor, including Maslow's hierarchy of needs and Herzberg's hygiene factors. A variety of financial and non-financial motivational techniques are examined, such as piece-rate pay, hourly pay, performance-related pay, fringe benefits, recognition, and teamwork. The document emphasizes that different people are motivated by different factors and there is no one-size-fits-all approach to motivation.
Motivation theory aims to understand what drives people to work towards goals. There are intrinsic and extrinsic motivation factors. Intrinsic factors include satisfying needs, while extrinsic involve external rewards. Managers can improve motivation through rewards, recognition, and training. Abraham Maslow's hierarchy of needs proposes that lower level needs like physiological and safety must be met before higher needs such as esteem and self-actualization can motivate.
This document provides an overview of organizational behavior concepts relevant to managing people on projects. It discusses staff selection, development, and motivation. For motivation, it describes Maslow's hierarchy of needs and Vroom's expectancy theory. It also addresses stress and stress management, noting that some stress can be beneficial but excessive stress reduces performance. Stress management techniques include relaxation, cognitive-behavioral approaches, and systemic approaches.
This document discusses motivation in the context of an MBA course on human resource management. It defines motivation and differentiates between intrinsic and extrinsic motivation. It presents models of motivation including needs theories, expectancy theory, and reinforcement theories. It also summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's achievement theory, Vroom's expectancy theory, and Skinner's behavior modification theory.
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
Early theories of motivation like Maslow's hierarchy of needs and Herzberg's two-factor theory provide a basis for understanding but have limitations. Contemporary theories like goal-setting theory, self-efficacy theory, and expectancy theory are better predictors of behavior and performance. Goal-setting theory in particular shows that specific, difficult goals lead to higher performance when combined with feedback. Expectancy theory explains that motivation depends on expectations of success, outcomes, and rewards.
This document discusses theories of employee motivation. It covers:
1) Needs-based theories including Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as ERG and McClelland's acquired needs theories.
2) Process-based theories like equity, procedural/interactional justice, and expectancy theories.
3) Job characteristics that affect motivation including job rotation, enlargement, and enrichment.
4) Goal-setting theory and reinforcement theory.
5) The manager's role in addressing needs and individualizing motivation strategies.
This document discusses motivation in the workplace. It defines motivation as stimulating people to action to accomplish goals. Key elements of motivation include intensity, direction, and persistence of effort. Motivation is important as it can help employees achieve goals, develop skills, improve satisfaction and performance, and reduce turnover. Theories of motivation discussed include Maslow's hierarchy of needs and Process Theories like Theory X and Y. Strategies to motivate employees involve clear expectations, rewards, feedback, trust, growth opportunities, and role modeling motivation.
The document discusses various theories and models of motivation. It begins by defining motivation and examining the relationship between motivation and performance. It then outlines several need-based models of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process models of motivation such as the expectancy model, equity theory, and goal setting are also summarized. The document concludes by examining contemporary approaches to motivation and prescriptions for improving motivation.
Link-Link MATERI Training "STRATEGIC SOURCING & VENDOR MANAGEMENT"Kanaidi ken
The document outlines an upcoming training on strategic sourcing and vendor management. It includes details about the trainer, Ken Kanaidi, their qualifications and experience. The training methodology, materials and agenda are described across multiple sections and subsections. Links to slide deck materials are provided for various topics like vendor management principles, procurement processes, and relationship building. Prior trainings led by Ken Kanaidi are also highlighted.
This document summarizes several theories and models of motivation. It discusses early views including Frederick Taylor's scientific management theory and Elton Mayo's human relations model. It also covers need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process-based models covered include expectancy theory, equity theory, goal setting, and reinforcement theory. The key aspects of each approach are defined and examples are provided.
The document discusses various theories of motivation including:
- Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs and progress to higher needs of belonging, esteem and self-actualization.
- Herzberg's two-factor theory which distinguishes between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
- Expectancy theory which proposes that motivation depends on how much value an individual places on a reward and their belief that effort will lead to performance and rewards.
The document also covers intrinsic and extrinsic rewards, with intrinsic rewards from meaningful work being more important for ongoing motivation than extrinsic rewards like pay and benefits.
The document discusses several theories of motivation:
1) Needs hierarchy theory and ERG theory propose that people are motivated to fulfill lower-level needs like physiological needs before pursuing higher-level needs like esteem and self-actualization.
2) Two-factor theory suggests extrinsic factors prevent dissatisfaction while intrinsic motivators from the work itself engage employees.
3) Expectancy theory holds that motivation depends on expecting good performance will lead to desirable outcomes.
4) Equity theory maintains people compare their efforts and rewards to others to perceive fair treatment.
5) Reinforcement theory demonstrates behavior is controlled through positive reinforcement of desired actions and negative consequences for undesirable ones.
This document discusses career planning and management. It defines career as a sequence of work-related experiences and activities over a person's life. Career planning is a systematic process to decide career goals and paths to achieve them. Career management helps employees become aware of their interests/skills and identify career goals. There are four stages of career development: exploration, establishment, maintenance, and disengagement. Effective career management systems develop committed employees and positive job performance through components like self-assessment, reality checks, goal-setting, and action planning.
Similar to Bahan kuliah 5 Psikologi Industri.pptx (20)
This document lists animals found in deserts, the Arctic, and on the savanna. Desert animals mentioned include the rabbit, owl, deer, bear, and wolf. Arctic animals listed are penguin and eagle. Savanna animals listed are zebra, rhinoceros, giraffe, elephant, and African buffalo. Ocean animals are also referenced.
Budaya organisasi dipengaruhi oleh faktor-faktor seperti komunikasi, motivasi, karakteristik organisasi, dan gaya manajemen. Budaya organisasi membentuk identitas dan komitmen kolektif sebuah organisasi. Manajer perlu menciptakan budaya yang etis, peduli pelanggan, dan mendukung spiritualitas karyawan untuk mencapai kinerja tinggi dan kepuasan kerja.
Colorful Night Fair Market Education Presentation (1).pdfCharlesBronson13
Markets allow buyers and sellers to exchange goods and services. The purpose of the chapter is to understand what markets are, how they function, and their role in society. Markets require a seller with a product or service to sell, buyers willing to purchase goods and services, and an exchange of goods and services between buyers and sellers. Markets serve several roles, including making it easier for consumers to meet their needs, promoting goods and services, providing sales opportunities for distributors, creating jobs and income for society, and regulating economic activity and government finances. Markets also function as mechanisms for distribution, price formation, promotion, and economic stability. Different types of markets include consumer goods markets and producer markets.
Buku ini membahas tentang penerapan konsep-konsep matematika dalam menyelesaikan masalah bisnis, mulai dari fungsi linier, fungsi permintaan dan penawaran, keseimbangan pasar, pengaruh pajak dan subsidi, fungsi biaya dan penerimaan, hingga konsep barisan dan deret serta aplikasinya dalam bisnis."
The document is a calendar for the year 2023 according to the Chinese lunar calendar. It provides information on favorable and unfavorable days for certain activities in each month according to Chinese lunar traditions. The calendar includes lunar dates, astrological information like lucky/ordinary/unlucky days, and notes on appropriate or inappropriate activities to undertake on each date, such as weddings, funerals, traveling, signing contracts, and more. It is intended to help people plan their schedules according to the Chinese lunar calendar.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
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The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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Bahan kuliah 5 Psikologi Industri.pptx
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Industrial psychology
oleh
Dr Steve Sudjatmiko
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Need Theories of Motivation
motivation is the interaction among
efforts to satisfy various
Maslow’s
need hierarchy
theory
Clayton
Alderfer’s
ERG theory
MCCLELLAND’S
ACHIEVEMENT
MOTIVATION
THEORY
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Memotivasi berdasarkan kebutuhan manusia
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Need Theories of Motivation
Clayton
Alderfer’s
ERG theory
1. Existence needs, basic
physiological and safety needs
2. Relatedness needs, analogous to
Maslow’s social needs
3. Growth needs, the highest-order
needs, needs to develop fully and
realize one’s potential.
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Need Theories of Motivation
MCCLELLAND’
S
ACHIEVEMENT
MOTIVATION
THEORY
1. Need for achievement — drive to succeed and get the job done.
1. love the challenge of work. Motivated by a desire to get ahead in
the job, to solve problems, and to be outstanding work
performers.
2. Task oriented, moderate risk or difficulty, feedback about
attainment.
2. Need for power — the need to direct and control others
1. Status oriented, gain influence and prestige
3. Need for affiliation — the desire to be liked and accepted by others.
1. strive for friendship, greatly concerned with interpersonal
relationships on the job
2. Prefer working with others, motivated by cooperative rather
than competitive work situations.
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Behavior-Based Theories of Motivation
behavioral outcomes is critical
For work motivation
REINFORCEMENT
THEORY
EXTRINSIC VERSUS
INTRINSIC
MOTIVATION
GOAL-SETTING
THEORY
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Behavior-Based Theories of Motivation
REINFORCEMENT
THEORY
Positive reinforcers are events that are
desirable to the person that cause behavior
to repeat
• Praises, money, reward
Negative reinforcers are events that, if removed, are
desirable to the person. Also causes behavior to repeat
• Pain, noise
Punishment: any unpleasant consequence that
follows the performance of a behavior. Cause behavior to
less repeat
• Reprimand, demotion
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Behavior-Based Theories of Motivation
EXTRINSIC VERSUS
INTRINSIC
MOTIVATION
• Extrinsic reward come from outside
• Intrinsic rewards come from
• the workers’ sense of accomplishment and
competence at performing and mastering work
tasks
• from a sense of autonomy or control over one’s
own work.
• Workers are motivated by
• challenges at work
• the reward is the satisfaction of meeting the
challenge or of a job well done.
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Behavior-Based Theories of Motivation
GOAL-SETTING
THEORY
• To motivate workers,
• Goals must be clear, specific, attainable, and,
whenever possible, quantified.
• General goals (urging employees to do their
best/ as quickly as possible) are not effective
• Goal-setting programs suggest breaking big
goals down
• into a series of smaller
• more easily attained goals.
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Job Design Theories of Motivation
jobs that are well designed, containing all the
elements that satisfy physical and psychological
needs, will motivate workers
HERZBERG’S TWO-
FACTOR THEORY
JOB
CHARACTERISTICS
MODEL
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Two Factors Theory
Hygiene
Factor
Motivators
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Hygiene
Factor
Gaji / insentif
Suasana kantor
Hubungan dengan teman
Hubungan dengan atasan
Alat kerja
Jarak dari rumah
Keamanan
kenyamanan
Bila faktor2 ini ada
Mereka STAY
Belum tentu
bekerja keras
Bila tidak ada
Mereka PERGI
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Hygi
ene
Fact
or
Pekerjaan yang tepat
Penghargaan
Tanggungjawab
Kemajuan
Motivators
Bila faktor2 ini
ada
Mereka akan
bekerja keras
Bila tidak ada
Belum tentu
pergi
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Job Design Theories of Motivation
HERZBERG’S TWO-
FACTOR THEORY
• Motivators are factors related to job
content
• inherent in the work itself.
• Type of work, responsibility, chances
for recognition, advancement, and
personal achievement are all
motivators.
• Hygienes
• include benefits, working conditions (including
both physical and social conditions),
• type of supervision, base salary, and company
policies
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Job Design
Theories of
Motivation
HERZBERG’S
TWO-FACTOR
THEORY
If managers want to keep workers happy and
motivated, two things must be done.
First, to eliminate job dissatisfaction,
• workers must be provided with the basic hygiene
factors.
• That is, they must be compensated appropriately,
treated well, and provided with job security.
However, furnishing these hygienes will only prevent
dissatisfaction; it will not necessarily motivate
workers.
• To motivate workers to work harder, the work must
be important,
• giving the workers a sense of responsibility, and
• should provide chances for recognition
• and upward mobility.
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Job Design Theories of Motivation
JOB
CHARACTERISTICS
MODEL
Five core job characteristics :
1. Skill variety—
A job that demands a range of skills is likely to be perceived as
challenging and meaningful.
2. Task identity
The worker needs to see the observable outcome or product of
work efforts.
3. Task significance—
The job should impact other people within the organization, such
as coworkers, or persons outside of the organization, such as
consumers.
4. Autonomy—
the job should give the worker freedom and independence to
choose how to schedule and carry out the necessary tasks.
5. Feedback—
the job should allows the worker to receive clear information
about the effectiveness of performance.
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Job Design Theories
of Motivation
JOB
CHARACTERISTICS
MODEL
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Cognitive Theories of Motivation
workers are rational beings who cognitively
assess personal costs and benefits before
taking action
EQUITY THEORY OF
MOTIVATION
EXPECTANCY
THEORY
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Cognitive Theories of Motivation
workers are rational beings who cognitively
assess personal costs and benefits before
taking action
EQUITY THEORY OF
MOTIVATION
• workers are motivated by equity and
fairness.
• If receive fair treatment, will stay
motivated
• If not, they will try to reduce the
inequity.
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Cognitive Theories of Motivation
workers are rational beings who cognitively
assess personal costs and benefits before
taking action
EXPECTANCY
THEORY
Usaha/
effort
Kinerja/
Perfor
mance
Reward
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EXPECTANCY THEORY
21
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Employee Engagement
Employee engagement is
shown by
• Energetic
• dedicated,
• enthusiastic about their
jobs
• committed to their work
• committed to
organization,
• Motivated
• productive,
• and positive
Job
Satisfaction
Organization
Commitment
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Job Satisfaction
• Global approach:
• Overall satisfaction with a
job that is important
• complete satisfaction is
more than the sum of
separate job
• facet approach
• People vary
• pay is important for one
worker, but not for another.
• promotion is important for
lower-level managers but
not for leaders.
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Employee Engagement
Organization Commitment/
Company loyalty
• acceptance of the organization’s goals
and values,
• a willingness to exert effort on behalf of
the organization, and
• a desire to remain with the organization