The document summarizes key concepts from Chapter 14 of a management textbook on motivation. It discusses several motivation theories including:
1. Content theories like Maslow's hierarchy of needs and ERG theory, which propose that individuals have different types of needs that motivate behavior.
2. Process theories including expectancy theory and equity theory. Expectancy theory suggests motivation depends on expectations of successful performance leading to rewards. Equity theory proposes people compare their inputs/outcomes to others.
3. Managers can use these theories to understand employee needs and motivate performance by linking rewards to ability, effort, and individual needs. Clarifying expectations and ensuring fair treatment also enhance motivation according to the theories.
Motivation theories can be categorized as either content or process theories. Content theories examine individual needs that motivate behavior, including Maslow's hierarchy of needs, ERG theory, and McClelland's acquired needs theory. Process theories explore how individuals make choices to work hard based on preferences, rewards, and outcomes. Equity theory focuses on fairness perceptions. Expectancy theory proposes motivation depends on expectancy, instrumentality, and valence. Goal-setting theory indicates properly set, specific goals enhance motivation.
The document discusses motivation theories and concepts. It covers content theories that examine individual needs like Maslow's hierarchy of needs and ERG theory. Process theories explained include equity theory, expectancy theory, and goal-setting theory. Reinforcement theory and its role in motivation through positive and negative reinforcement is analyzed. Challenges of motivating employees in modern workplaces like with pay for performance plans are also addressed.
This document discusses organizational behavior and motivation. It begins by outlining 5 study questions on motivation: what motivation is, types of individual needs, process theories of motivation, the role of reinforcement, and challenges of motivation in the new workplace. It then provides detailed explanations and examples for each study question. The key theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, equity theory, expectancy theory, goal-setting theory, and reinforcement theory. Managerial implications for applying these theories are also outlined.
This document summarizes key concepts from a chapter on motivation theory and job design. It discusses how individual needs influence motivation according to various theories, including Maslow's hierarchy of needs and ERG theory. It also covers process theories of motivation like equity theory, expectancy theory, goal-setting theory, and reinforcement theory. Finally, it examines the link between job design and motivation, addressing concepts like job simplification, job enrichment, and the job characteristics model.
1) Individual needs influence motivation, including physiological, safety, social, esteem and self-actualization needs according to Maslow's hierarchy. 2) Acquired needs theory identifies the need for achievement, power, and affiliation that develop through life experiences. 3) Process theories of motivation examine how individuals make choices to work hard based on preferences, available rewards, and possible outcomes, including equity theory, expectancy theory, and goal-setting theory.
This document summarizes key points from Chapter 7 of the textbook Organizational Behavior. It addresses 5 study questions about motivation, job satisfaction, performance, job design approaches, the relationship between technology and job design, and alternative work arrangements. For each question, it lists the main topics and concepts discussed in the chapter and provides brief explanations and examples. The overall document serves as a review and study guide for students to understand the essential information covered in Chapter 7.
This document discusses various theories and approaches to motivating employees. It begins by defining motivation and distinguishing between intrinsic and extrinsic motivation. It then covers several content theories of motivation based on employee needs, such as Maslow's hierarchy of needs and ERG theory. Process theories like goal setting theory, equity theory, and expectancy theory are also examined. The document also discusses reinforcement perspectives on motivation including behavior modification techniques. Additional topics covered include job design, empowerment, and engagement as ways to motivate employees.
This document discusses various theories of motivation from management literature. It begins by defining motivation as the process of sustaining goal-directed behavior or the forces that account for an individual's effort at work. It then outlines three main groups of motivational theories: internal theories that examine individual variables, process theories that consider the interaction between individuals and their environment, and external theories that focus on environmental factors. Several influential early philosophers and their views on motivation are mentioned. Content theories like Maslow's hierarchy of needs, Alderfer's ERG theory, and Herzberg's two-factor theory are explained. Process theories involving reinforcement, expectancy, equity, justice, and goal setting are also covered. The document concludes by discussing challenges of motivation
Motivation theories can be categorized as either content or process theories. Content theories examine individual needs that motivate behavior, including Maslow's hierarchy of needs, ERG theory, and McClelland's acquired needs theory. Process theories explore how individuals make choices to work hard based on preferences, rewards, and outcomes. Equity theory focuses on fairness perceptions. Expectancy theory proposes motivation depends on expectancy, instrumentality, and valence. Goal-setting theory indicates properly set, specific goals enhance motivation.
The document discusses motivation theories and concepts. It covers content theories that examine individual needs like Maslow's hierarchy of needs and ERG theory. Process theories explained include equity theory, expectancy theory, and goal-setting theory. Reinforcement theory and its role in motivation through positive and negative reinforcement is analyzed. Challenges of motivating employees in modern workplaces like with pay for performance plans are also addressed.
This document discusses organizational behavior and motivation. It begins by outlining 5 study questions on motivation: what motivation is, types of individual needs, process theories of motivation, the role of reinforcement, and challenges of motivation in the new workplace. It then provides detailed explanations and examples for each study question. The key theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, equity theory, expectancy theory, goal-setting theory, and reinforcement theory. Managerial implications for applying these theories are also outlined.
This document summarizes key concepts from a chapter on motivation theory and job design. It discusses how individual needs influence motivation according to various theories, including Maslow's hierarchy of needs and ERG theory. It also covers process theories of motivation like equity theory, expectancy theory, goal-setting theory, and reinforcement theory. Finally, it examines the link between job design and motivation, addressing concepts like job simplification, job enrichment, and the job characteristics model.
1) Individual needs influence motivation, including physiological, safety, social, esteem and self-actualization needs according to Maslow's hierarchy. 2) Acquired needs theory identifies the need for achievement, power, and affiliation that develop through life experiences. 3) Process theories of motivation examine how individuals make choices to work hard based on preferences, available rewards, and possible outcomes, including equity theory, expectancy theory, and goal-setting theory.
This document summarizes key points from Chapter 7 of the textbook Organizational Behavior. It addresses 5 study questions about motivation, job satisfaction, performance, job design approaches, the relationship between technology and job design, and alternative work arrangements. For each question, it lists the main topics and concepts discussed in the chapter and provides brief explanations and examples. The overall document serves as a review and study guide for students to understand the essential information covered in Chapter 7.
This document discusses various theories and approaches to motivating employees. It begins by defining motivation and distinguishing between intrinsic and extrinsic motivation. It then covers several content theories of motivation based on employee needs, such as Maslow's hierarchy of needs and ERG theory. Process theories like goal setting theory, equity theory, and expectancy theory are also examined. The document also discusses reinforcement perspectives on motivation including behavior modification techniques. Additional topics covered include job design, empowerment, and engagement as ways to motivate employees.
This document discusses various theories of motivation from management literature. It begins by defining motivation as the process of sustaining goal-directed behavior or the forces that account for an individual's effort at work. It then outlines three main groups of motivational theories: internal theories that examine individual variables, process theories that consider the interaction between individuals and their environment, and external theories that focus on environmental factors. Several influential early philosophers and their views on motivation are mentioned. Content theories like Maslow's hierarchy of needs, Alderfer's ERG theory, and Herzberg's two-factor theory are explained. Process theories involving reinforcement, expectancy, equity, justice, and goal setting are also covered. The document concludes by discussing challenges of motivation
This document provides an overview of managing employee motivation and performance. It discusses various theories and perspectives on motivation, including: Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and goal-setting theory. It also covers popular motivational strategies like empowerment and participation. Finally, it examines the effects of organizational rewards on attitudes, behaviors, and motivation. The overall purpose is to characterize the nature of motivation and identify approaches for understanding and influencing employee motivation.
The document summarizes key concepts from Chapter 2 of a management textbook, including classical management theories from Taylor, Fayol, Follett, and Weber, as well as human relations approaches from Hawthorne studies, Maslow, McGregor, and Argyris. It also discusses systems thinking, contingency theory, and continuing 21st century themes like quality management, globalization, and learning organizations. The presentation is accompanied by study questions to aid student comprehension of the material.
This document summarizes several theories of motivation:
1. Early theories including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory are discussed.
2. Contemporary theories covered include cognitive evaluation theory, goal-setting theory, self-efficacy theory, equity theory, and expectancy theory.
3. Key implications for managers are to recognize individual differences, use goals and feedback, and allow employee participation in decisions affecting them to maximize motivation.
Motivation theories try to explain what drives employee behavior and performance. Maslow's hierarchy of needs proposes that lower-level needs like physiological and safety must be met before higher-level needs like esteem and self-actualization can motivate. Herzberg's two-factor theory separates job satisfaction and dissatisfaction into motivators like achievement and hygiene factors like salary. McClelland's learned needs theory identifies achievement, power, and affiliation as key motivators that can be assessed and developed. Effective goal setting ensures goals are specific, relevant, and challenging to improve employee effort, performance, and commitment.
This document discusses various theories and perspectives on motivation in the workplace. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory and equity theory. Reinforcement perspectives and popular motivational strategies like empowerment, participation, and organizational reward systems are also examined. The key is to understand what motivates employees and how to apply different approaches to maximize performance and minimize undesirable behaviors.
This PowerPoint presentation summarizes key concepts from Chapter 12 of a management textbook. It discusses why human resources are important to organizational success, defines strategic human resource management, and outlines the major processes of attracting, developing, and maintaining a quality workforce. These include human resource planning, recruitment, selection, orientation, training, performance management, career development, compensation and benefits, retention, and labor relations. Key aspects of each topic are defined and examples are provided.
1. The document discusses several theories of motivation including content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and process theories like Vroom's expectancy theory and Locke's goal-setting theory.
2. Content theories examine what motivates people by identifying different types of needs, while process theories focus on cognitive processes like how expectations and goals influence motivation.
3. Overall, the theories suggest that motivation is influenced by factors like needs, expectations of success, desired rewards, clear performance standards, and feedback on performance. People's values and sense of identity are also important.
This chapter discusses motivation theories and their application to public organizations. It reviews prominent motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal-setting theory. The context of motivation in public organizations is complex due to political constraints and vague goals. While no single theory can fully explain motivation, the literature provides useful insights for understanding motivation and developing techniques to enhance it in public sector work.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
This document summarizes a university lecture on motivation theories. It defines motivation and discusses both content and process theories of motivation. It outlines several key content theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs theory. Process theories covered include equity theory and expectancy theory. The document provides examples and explanations of each theory. It also discusses challenges in motivating diverse groups and offers practical suggestions for motivating employees.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
Fostering the work Motivation of Individuals and teamsAmna Abid
This document presents a group project on fostering work motivation in individuals and teams. The group members are listed, along with the areas of interest to be covered: problem statement, introduction, literature review, methodology, analysis, and conclusion. The problem statement discusses issues like people refusing change and making mistakes from overconfidence. The introduction defines motivation and its importance. The literature review covers motivation theories and factors that can destroy it. The methodology recommends developing self-confidence, positive environments, and financial incentives to increase motivation. The analysis suggests job rotation, enrichment, and flexibility. The conclusion is that motivation tools can boost productivity, reduce turnover and costs, and increase satisfaction.
The document discusses classical and behavioral management approaches and their insights. Regarding classical approaches, it discusses scientific management principles from Taylor and the Gilbreths, administrative principles from Fayol, and bureaucratic organization structures from Weber. Key lessons are carefully designing jobs, selecting workers, training, and supporting workers. Behavioral approaches examined include Hawthorne studies showing social factors influence productivity, Maslow's hierarchy of needs, and McGregor's Theory X and Y about worker assumptions. The document also discusses Follett's view of organizations as cooperating communities.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.In this course, students will learn about the key principles of software project management, including planning, scheduling, and resource management. They will also explore the various methodologies and tools used in the industry, and how to apply them to real-world projects. By the end of the course, students will have a solid understanding of the software project management process and be better equipped to lead successful projects in their future careers.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.In this course, students will learn about the key principles of software project management, including planning, scheduling, and resource management. They will also explore the various methodologies and tools used in the industry, and how to apply them to real-world projects. By the end of the course, students will have a solid understanding of the software project management process and be better equipped to lead successful projects in their future careers.In addition, students will also gain practical experience by working on a software project from start to finish, applying the knowledge and skills they have learned throughout the course. They will have the opportunity to work in teams, communicate effectively, and make critical decisions to ensure the success of their project. Overall, this course will provide students with the necessary foundation to excel in the field of software project management and make valuable contributions to the industry.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course.
This document discusses theories and strategies for motivating employees. It begins by defining motivation and describing early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary theories covered include McClelland's three needs theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory. The document also discusses designing motivating jobs through job characteristics and enrichment. Current issues addressed are motivating a diverse workforce, pay-for-performance, and motivating different types of workers. The document concludes with integrating motivation theories and suggestions for applying motivation strategies in practice.
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 summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
This document provides an overview of quantitative analysis for management decision making. It defines quantitative analysis as the collection, organization, and interpretation of numerical data. There are two main types: descriptive analysis, which summarizes and presents data, and inferential analysis, which makes inferences, tests hypotheses, and determines relationships. Quantitative analysis simplifies mass data, aids decision making, and helps identify trends. It has various uses in business for tasks like resource allocation, inventory control, project management, and risk analysis. While powerful, it also has limitations like only dealing with quantitative data and producing probabilistic rather than exact conclusions. Computers now help analyze large datasets.
This document provides an overview of linear programming concepts and methods. It defines linear programming and lists some common applications. It also describes the graphical method and simplex method for solving linear programming problems, including setting up the objective function and constraints. Several examples of linear programming problems and their formulations are provided.
This document provides an overview of managing employee motivation and performance. It discusses various theories and perspectives on motivation, including: Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and goal-setting theory. It also covers popular motivational strategies like empowerment and participation. Finally, it examines the effects of organizational rewards on attitudes, behaviors, and motivation. The overall purpose is to characterize the nature of motivation and identify approaches for understanding and influencing employee motivation.
The document summarizes key concepts from Chapter 2 of a management textbook, including classical management theories from Taylor, Fayol, Follett, and Weber, as well as human relations approaches from Hawthorne studies, Maslow, McGregor, and Argyris. It also discusses systems thinking, contingency theory, and continuing 21st century themes like quality management, globalization, and learning organizations. The presentation is accompanied by study questions to aid student comprehension of the material.
This document summarizes several theories of motivation:
1. Early theories including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory are discussed.
2. Contemporary theories covered include cognitive evaluation theory, goal-setting theory, self-efficacy theory, equity theory, and expectancy theory.
3. Key implications for managers are to recognize individual differences, use goals and feedback, and allow employee participation in decisions affecting them to maximize motivation.
Motivation theories try to explain what drives employee behavior and performance. Maslow's hierarchy of needs proposes that lower-level needs like physiological and safety must be met before higher-level needs like esteem and self-actualization can motivate. Herzberg's two-factor theory separates job satisfaction and dissatisfaction into motivators like achievement and hygiene factors like salary. McClelland's learned needs theory identifies achievement, power, and affiliation as key motivators that can be assessed and developed. Effective goal setting ensures goals are specific, relevant, and challenging to improve employee effort, performance, and commitment.
This document discusses various theories and perspectives on motivation in the workplace. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory and equity theory. Reinforcement perspectives and popular motivational strategies like empowerment, participation, and organizational reward systems are also examined. The key is to understand what motivates employees and how to apply different approaches to maximize performance and minimize undesirable behaviors.
This PowerPoint presentation summarizes key concepts from Chapter 12 of a management textbook. It discusses why human resources are important to organizational success, defines strategic human resource management, and outlines the major processes of attracting, developing, and maintaining a quality workforce. These include human resource planning, recruitment, selection, orientation, training, performance management, career development, compensation and benefits, retention, and labor relations. Key aspects of each topic are defined and examples are provided.
1. The document discusses several theories of motivation including content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and process theories like Vroom's expectancy theory and Locke's goal-setting theory.
2. Content theories examine what motivates people by identifying different types of needs, while process theories focus on cognitive processes like how expectations and goals influence motivation.
3. Overall, the theories suggest that motivation is influenced by factors like needs, expectations of success, desired rewards, clear performance standards, and feedback on performance. People's values and sense of identity are also important.
This chapter discusses motivation theories and their application to public organizations. It reviews prominent motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal-setting theory. The context of motivation in public organizations is complex due to political constraints and vague goals. While no single theory can fully explain motivation, the literature provides useful insights for understanding motivation and developing techniques to enhance it in public sector work.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
This document summarizes a university lecture on motivation theories. It defines motivation and discusses both content and process theories of motivation. It outlines several key content theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs theory. Process theories covered include equity theory and expectancy theory. The document provides examples and explanations of each theory. It also discusses challenges in motivating diverse groups and offers practical suggestions for motivating employees.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
Fostering the work Motivation of Individuals and teamsAmna Abid
This document presents a group project on fostering work motivation in individuals and teams. The group members are listed, along with the areas of interest to be covered: problem statement, introduction, literature review, methodology, analysis, and conclusion. The problem statement discusses issues like people refusing change and making mistakes from overconfidence. The introduction defines motivation and its importance. The literature review covers motivation theories and factors that can destroy it. The methodology recommends developing self-confidence, positive environments, and financial incentives to increase motivation. The analysis suggests job rotation, enrichment, and flexibility. The conclusion is that motivation tools can boost productivity, reduce turnover and costs, and increase satisfaction.
The document discusses classical and behavioral management approaches and their insights. Regarding classical approaches, it discusses scientific management principles from Taylor and the Gilbreths, administrative principles from Fayol, and bureaucratic organization structures from Weber. Key lessons are carefully designing jobs, selecting workers, training, and supporting workers. Behavioral approaches examined include Hawthorne studies showing social factors influence productivity, Maslow's hierarchy of needs, and McGregor's Theory X and Y about worker assumptions. The document also discusses Follett's view of organizations as cooperating communities.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.In this course, students will learn about the key principles of software project management, including planning, scheduling, and resource management. They will also explore the various methodologies and tools used in the industry, and how to apply them to real-world projects. By the end of the course, students will have a solid understanding of the software project management process and be better equipped to lead successful projects in their future careers.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.In this course, students will learn about the key principles of software project management, including planning, scheduling, and resource management. They will also explore the various methodologies and tools used in the industry, and how to apply them to real-world projects. By the end of the course, students will have a solid understanding of the software project management process and be better equipped to lead successful projects in their future careers.In addition, students will also gain practical experience by working on a software project from start to finish, applying the knowledge and skills they have learned throughout the course. They will have the opportunity to work in teams, communicate effectively, and make critical decisions to ensure the success of their project. Overall, this course will provide students with the necessary foundation to excel in the field of software project management and make valuable contributions to the industry.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course.
This document discusses theories and strategies for motivating employees. It begins by defining motivation and describing early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary theories covered include McClelland's three needs theory, goal-setting theory, reinforcement theory, equity theory, and expectancy theory. The document also discusses designing motivating jobs through job characteristics and enrichment. Current issues addressed are motivating a diverse workforce, pay-for-performance, and motivating different types of workers. The document concludes with integrating motivation theories and suggestions for applying motivation strategies in practice.
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 summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
This document provides an overview of quantitative analysis for management decision making. It defines quantitative analysis as the collection, organization, and interpretation of numerical data. There are two main types: descriptive analysis, which summarizes and presents data, and inferential analysis, which makes inferences, tests hypotheses, and determines relationships. Quantitative analysis simplifies mass data, aids decision making, and helps identify trends. It has various uses in business for tasks like resource allocation, inventory control, project management, and risk analysis. While powerful, it also has limitations like only dealing with quantitative data and producing probabilistic rather than exact conclusions. Computers now help analyze large datasets.
This document provides an overview of linear programming concepts and methods. It defines linear programming and lists some common applications. It also describes the graphical method and simplex method for solving linear programming problems, including setting up the objective function and constraints. Several examples of linear programming problems and their formulations are provided.
The document provides guidelines for writing a research proposal, outlining its typical sections and content. These include: a cover page with study title, investigators, dates; an introduction with background on the topic, problem statement as a question, and justification for the study; objectives; materials and methods covering study design, area, population, sampling, data collection instruments, management and analysis; ethical concerns; a time plan; budget; and references. Key elements within each section are described, such as including socioeconomic context, factors influencing the problem, and potential study benefits in the introduction.
This document discusses different types of management information systems. It describes transaction processing systems that support routine operations and management. Management information systems provide structured decision support using data from transaction systems. The document also discusses decision making processes, structured vs unstructured problems, and the components and applications of decision support systems and group decision making systems like those used for executive information.
This document discusses how information systems impact organizations and management. It describes how IS can flatten organizations by distributing information more widely and empowering employees. IS also increase flexibility by allowing customization and enabling small companies to compete like larger ones. However, IS implementation may face resistance from organizations due to potential changes in structure and politics. The role of managers is examined, including decision making models and how IS affect management functions and decision making processes.
A management information system (MIS) provides continuous business information to aid managerial decision making. An MIS should collect key data like expenses, sales volumes, and financial positions over time. This data should be analyzed to determine if goals are being met and identify areas for improvement by comparing results to standards like historical performance, industry averages, and competitors. A good MIS collects human resources, financial, operational, and tax information to analyze and interpret for monitoring business performance and flagging concerns.
Here are some potential MIS solutions for the scenarios provided:
For the late orders issue, develop a tracking system to monitor order fulfillment from receipt to delivery. Set targets and alerts to address delays.
For the overwhelmed customer service team, implement an AI chatbot to handle common inquiries and complaints automatically via email. Forward only complex issues requiring human judgment.
For the long phone wait times, deploy an interactive voice response system with a virtual assistant to answer basic questions. Collect customer data to identify service gaps. Provide estimated wait times and call-back options for non-urgent requests.
For budget planning, create a forecasting model to analyze past income and expense trends. Factor in expected business conditions. Allow "what-if
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
1. PowerPoint Presentation
to Accompany Chapter 14 of
Management Fundamentals
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.
2. Management Fundamentals - Chapter 14 2
Planning Ahead — Chapter 14 Study Questions
What is motivation?
What are the different types of individual needs?
What are the process theories of motivation?
What role does reinforcement play in motivation?
What are the challenges of motivation in the new
workplace?
3. Management Fundamentals - Chapter 14 3
Study Question 1: What is motivation?
Basic motivational concepts
– Motivation—the forces within the individual that
account for the level, direction, and persistence of
effort expended at work.
– Reward—a work outcome of positive value to the
individual
– Extrinsic rewards—valued outcomes given to
someone by another person.
– Intrinsic rewards—valued outcomes that occur
naturally as a person works on a task.
4. Management Fundamentals - Chapter 14 4
Study Question 1: What is motivation?
To achieve maximum motivational potential in
linking rewards to performance …
– Respect diversity and individual differences to best
understand what people want from work.
– Allocate rewards to satisfy the interests of both
individuals and the organization.
5. Management Fundamentals - Chapter 14 5
Study Question 1: What is motivation?
Types of motivation theories
– Content theories
• Human needs and how people with different needs may
respond to different work situations.
– Process theories
• How people give meaning to rewards and make decisions on
various work-related behaviors.
– Reinforcement theory
• How people’s behavior is influenced by environmental
consequences.
6. Management Fundamentals - Chapter 14 6
Study Question 2: What are the different types
of individual needs?
Needs
– Unfulfilled physiological and psychological desires of
an individual.
– Explain workplace behavior and attitudes.
– Create tensions that influence attitudes and behavior.
– Good managers and leaders facilitate employee need
satisfaction.
7. Management Fundamentals - Chapter 14 7
Study Question 2: What are the different types
of individual needs?
Types of content theories:
• Hierarchy of needs theory
• ERG theory
• Two-factor theory
• Acquired needs theory
8. Management Fundamentals - Chapter 14 8
Study Question 2: What are the different types
of individual needs?
Hierarchy of needs theory
– Developed by Abraham Maslow.
– Lower-order and higher-order needs affect workplace
behavior and attitudes.
– Lower-order needs:
• Physiological, safety, and social needs.
• Desires for physical and social well being.
– Higher-order needs:
• Esteem and self-actualization needs.
• Desire for psychological growth and development.
9. Management Fundamentals - Chapter 14 9
Study Question 2: What are the different types
of individual needs?
Hierarchy of needs theory
– Deficit principle
• A satisfied need is not a motivator of behavior.
– Progression principle
• A need at one level does not become activated until
the next lower-level need is satisfied.
10. Management Fundamentals - Chapter 14 10
Figure 14.1 Opportunities for satisfaction
in Maslow’s hierarchy of human needs.
11. Management Fundamentals - Chapter 14 11
Study Question 2: What are the different types
of individual needs?
ERG theory
– Developed by Clayton Alderfer.
– Three need levels:
• Existence needs — desires for physiological and
material well-being.
• Relatedness needs — desires for satisfying
interpersonal relationships.
• Growth needs — desires for continued
psychological growth and development.
12. Management Fundamentals - Chapter 14 12
Study Question 2: What are the different types
of individual needs?
ERG theory
– Any/all needs can influence behavior at one
time.
– Frustration-regression principle.
• An already satisfied lower-level need becomes
reactivated when a higher-level need is frustrated.
13. Management Fundamentals - Chapter 14 13
Study Question 2: What are the different types
of individual needs?
Two-factor theory
– Developed by Frederick Herzberg.
– Hygiene factors:
• Elements of the job context.
• Sources of job dissatisfaction.
– Satisfier factors:
• Elements of the job content.
• Sources of job satisfaction and motivation.
15. Management Fundamentals - Chapter 14 15
Study Question 2: What are the different types
of individual needs?
Acquired needs theory
– Developed by David McClelland.
– People acquire needs through their life
experiences.
– Needs that are acquired:
• Need for Achievement (nAch)
• Need for Power (nPower)
• Need for Affiliation (nAff)
16. Management Fundamentals - Chapter 14 16
Study Question 2: What are the different types
of individual needs?
Acquired needs theory
– Need for Achievement (nAch)
• Desire to do something better or more efficiently, to
solve problems, or to master complex tasks.
– People high in (nAch) prefer work that:
• Involves individual responsibility for results.
• Involves achievable but challenging goals.
• Provides feedback on performance.
17. Management Fundamentals - Chapter 14 17
Study Question 2: What are the different types
of individual needs?
Acquired needs theory
– Need for Power (nPower)
• Desire to control other persons, to influence their
behavior, or to be responsible for other people.
• Personal power versus social power.
– People high in (nPower) prefer work that:
• Involves control over other persons.
• Has an impact on people and events.
• Brings public recognition and attention.
18. Management Fundamentals - Chapter 14 18
Study Question 2: What are the different types
of individual needs?
Acquired needs theory
– Need for Affiliation (nAff)
• Desire to establish and maintain friendly and warm
relations with other persons.
– People high in (nAff) prefer work that:
• Involves interpersonal relationships.
• Provides for companionship
• Brings social approval.
19. Management Fundamentals - Chapter 14 19
Study Question 2: What are the different types
of individual needs?
Questions for summarizing the content
theories of motivation:
– How many different individual needs are there?
– Can a work outcome or reward satisfy more
than one need?
– Is there a hierarchy of needs?
– How important are the various needs?
20. Management Fundamentals - Chapter 14 20
Figure 14.3 Comparison of Maslow’s, Alderfer’s,
Herzberg’s, and McClelland’s motivation theories.
21. Management Fundamentals - Chapter 14 21
Study Question 3: What are the process
theories of motivation?
Process theories of motivation …
– How people make choices to work hard or not.
– Choices are based on:
• Individual preferences.
• Available rewards.
• Possible work outcomes.
Types of process theories:
– Equity theory.
– Expectancy theory.
– Goal-setting theory.
22. Management Fundamentals - Chapter 14 22
Study Question 3: What are the process
theories of motivation?
Equity theory
– Developed by J. Stacy Adams.
– When people believe that they have been
treated unfairly in comparison to others, they
try to eliminate the discomfort and restore a
perceived sense of equity to the situation.
• Perceived inequity.
• Perceived equity.
23. Management Fundamentals - Chapter 14 23
Figure 14.4 Equity theory and the role of
social comparison.
24. Management Fundamentals - Chapter 14 24
Study Question 3: What are the process
theories of motivation?
Equity theory
– People respond to perceived negative inequity
by changing …
• Work inputs.
• Rewards received.
• Comparison points.
• Situation.
25. Management Fundamentals - Chapter 14 25
Study Question 3: What are the process
theories of motivation?
Managerial implications of equity theory—
– Underpaid people experience anger.
– Overpaid people experience guilt.
– Perceptions of rewards determine motivational
outcomes.
– Negative consequences of equity comparisons should
be minimized, if not eliminated.
– Do not underestimate the impact of pay as a source of
equity controversies in the workplace.
• Gender equity.
• Comparable worth.
26. Management Fundamentals - Chapter 14 26
Study Question 3: What are the process
theories of motivation?
Expectancy theory
– Developed by Victor Vroom.
– Key expectancy theory variables:
• Expectancy — belief that working hard will result in
desired level of performance.
• Instrumentality — belief that successful
performance will be followed by rewards.
• Valence — value a person assigns to rewards and
other work related outcomes.
27. Management Fundamentals - Chapter 14 27
Figure 14.5 Elements in the expectancy
theory of motivation.
28. Management Fundamentals - Chapter 14 28
Study Question 3: What are the process
theories of motivation?
Expectancy theory
– Motivation (M), expectancy (E),
instrumentality (I), and valence (V) are related
to one another in a multiplicative fashion:
M = E x I x V
– If either E, I, or V is low, motivation will
be low.
29. Management Fundamentals - Chapter 14 29
Study Question 3: What are the process
theories of motivation?
Managerial implications of expectancy
theory—
– To maximize expectancy, managers should:
• Select workers with ability.
• Train workers to use ability.
• Support work efforts.
• Clarify performance goals.
30. Management Fundamentals - Chapter 14 30
Study Question 3: What are the process
theories of motivation?
Managerial implications of expectancy
theory—
– To maximize instrumentality, managers should:
• Clarify psychological contracts.
• Communicate performance-outcome possibilities.
• Identify rewards that are contingent on performance.
31. Management Fundamentals - Chapter 14 31
Study Question 3: What are the process
theories of motivation?
Managerial implications of expectancy
theory—
– To maximize valence in a positive direction,
managers should:
• Identify individual needs.
• Adjust rewards to match individual needs.
33. Management Fundamentals - Chapter 14 33
Study Question 3: What are the process
theories of motivation?
Goal-setting theory
– Developed by Edwin Locke.
– Properly set and well-managed task goals can be highly
motivating.
– Motivational effects of task goals:
• Provide direction to people in their work.
• Clarify performance expectations.
• Establish a frame of reference for feedback.
• Provide a foundation for behavioral self-management.
34. Management Fundamentals - Chapter 14 34
Study Question 3: What are the process
theories of motivation?
Key issues and principles in the goal-setting
process:
– Set specific goals.
– Set challenging goals.
– Build goal acceptance and commitment.
– Clarify goal priorities.
– Provide feedback on goal accomplishment.
– Reward goal accomplishment.
35. Management Fundamentals - Chapter 14 35
Study Question 3: What are the process
theories of motivation?
Goal-setting theory
– Participation in goal setting …
• Unlocks the motivational potential of goal setting.
• Management by objectives (MBO) promotes
participation.
• When participation is not possible, workers will
respond positively if supervisory trust and support
exist.
36. Management Fundamentals - Chapter 14 36
Study Question 4: What role does
reinforcement play in motivation?
Fundamentals of reinforcement theory …
– Reinforcement theory focuses on the impact of external
environmental consequences on behavior.
– Law of effect — impact of type of consequence on
future behavior.
– Operant conditioning:
• Developed by B.F. Skinner.
• Applies law of effect to control behavior by
manipulating its consequences.
37. Management Fundamentals - Chapter 14 37
Study Question 4: What role does
reinforcement play in motivation?
Operant conditioning strategies:
– Positive reinforcement
• Increases the frequency of a behavior through the
contingent presentation of a pleasant consequence.
– Negative reinforcement
• Increases the frequency of a behavior through the
contingent removal of an unpleasant consequence.
38. Management Fundamentals - Chapter 14 38
Study Question 4: What role does
reinforcement play in motivation?
Operant conditioning strategies:
– Punishment
• Decreases the frequency of a behavior through the
contingent presentation of an unpleasant
consequence.
– Extinction
• Decreases the frequency of a behavior through the
contingent removal of an pleasant consequence.
39. Management Fundamentals - Chapter 14 39
Study Question 4: What role does
reinforcement play in motivation?
Successful implementation of positive
reinforcement is based on …
– Law of contingent reinforcement —
• Reward delivered only if desired behavior is
exhibited.
– Law of immediate reinforcement —
• More immediate the delivery of a reward,
the more reinforcement value it has.
40. Management Fundamentals - Chapter 14 40
Study Question 4: What role does
reinforcement play in motivation?
Guidelines for using positive reinforcement:
– Clearly identify desired work behaviors.
– Maintain a diverse inventory of rewards.
– Inform everyone about what must be done to
get rewards.
– Recognize individual differences when
allocating rewards.
– Follow the laws of immediate and contingent
reinforcement.
41. Management Fundamentals - Chapter 14 41
Figure 14.7 Applying reinforcement
strategies: case of total quality management.
42. Management Fundamentals - Chapter 14 42
Study Question 4: What role does
reinforcement play in motivation?
Schedules of reinforcement:
– Continuous reinforcement administers a reward each
time a desired behavior occurs.
– Intermittent reinforcement rewards behavior only
periodically.
– Acquisition of behavior is quicker with continuous
reinforcement.
– Behavior acquired under an intermittent schedule is
more permanent.
43. Management Fundamentals - Chapter 14 43
Study Question 4: What role does
reinforcement play in motivation?
Guidelines for using punishment:
– Tell the person what is being done wrong.
– Tell the person what is being done right.
– Match the punishment to the behavior.
– Administer punishment in private.
– Follow laws of immediate and contingent
reinforcement.
44. Management Fundamentals - Chapter 14 44
Study Question 4: What role does
reinforcement play in motivation?
Ethical issues in reinforcement:
– Ignores individuality.
– Restricts freedom of choice.
– Ignores the possibility of other types of motivation.
Key concern is whether it is ethical to not control
behavior well enough to serve both individual and
organizational goals.
45. Management Fundamentals - Chapter 14 45
Study Question 5: What are the challenges of
motivation in the new workplace?
Integrated model of motivation
– Motivation leads to work effort that, when combined
with appropriate individual abilities and organizational
support, leads to performance accomplishment.
– The motivational impact of any rewards received for
this performance accomplishment depends on equity
and reinforcement considerations.
– Ultimately, satisfaction with rewards should lead to
increased motivation to work hard in the future.
46. Management Fundamentals - Chapter 14 46
Figure 14.8 An integrated approach to
motivational dynamics.
47. Management Fundamentals - Chapter 14 47
Study Question 5: What are the challenges of
motivation in the new workplace?
Pay for performance
– Paying people for performance is consistent with:
• Equity theory.
• Expectancy theory.
• Reinforcement theory.
– Merit pay
• Awards a pay increase in proportion to individual performance
contributions.
• Provides performance contingent reinforcement.
• May not succeed due to weakness in performance appraisal
system or lack of consistency in application.
48. Management Fundamentals - Chapter 14 48
Study Question 5: What are the challenges of
motivation in the new workplace?
Incentive compensation systems:
– Skill-based pay.
• Links pay to the number of job-relevant skills an
employee masters.
– Bonus pay plans.
• One-time or lump-sum payments based on the
accomplishment of specific performance targets or
some extraordinary contribution.
49. Management Fundamentals - Chapter 14 49
Study Question 5: What are the challenges of
motivation in the new workplace?
Incentive compensation systems:
– Profit-sharing plans.
• Some or all employees receive a proportion of net
profits earned by the organization.
– Gain-sharing plans.
• Groups of employees share in any savings realized through
their efforts to reduce costs and increase productivity.
– Employee stock ownership plans.
• Employees own stock in the company that employs them.