This document summarizes several motivation theories including: Maslow's hierarchy of needs which arranges human needs in a pyramid with physiological needs at the base and self-actualization at the top; Herzberg's two-factor theory which distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction; and expectancy theory which proposes that motivation depends on expectations of effort leading to performance and performance leading to rewards. The document also discusses intrinsic and extrinsic rewards and how motivation theories can provide techniques for managers to enhance employee performance.
This document describes several methods for performance appraisal:
- The ranking method compares employees within a group but does not evaluate individuals. The paired comparison and forced distribution methods are better for large organizations but take more time.
- Grading defines employee abilities within certain grades like very good to poor. Checklists use yes/no questions about behaviors.
- Forced choice presents positive and negative statements and forces selection of one. Critical incidents evaluate based on real events.
- Graphic rating scales list traits on a continuum from unsatisfactory to outstanding. Field review involves supervisor interviews. Essay evaluation provides a written statement of strengths and weaknesses. Peer review involves evaluation by other employees.
This document discusses consumer psychology and marketing of banking products. It covers how consumer psychology has changed from individualistic and need-based to being shaped by available products. It contrasts traditional banking, which focused on standardized products and mass consumers, with new age banking that utilizes IT, cross-selling, and aggressive marketing. The new banking environment has led to varied customer needs in urban and rural areas. The document provides recommendations for banks to better understand customer preferences and match various financial products to their requirements.
The document discusses motivation in management and theories of motivation. It defines motivation as inspiring people to work individually or in groups to produce the best results. Management is getting people together to accomplish goals and involves planning, organizing, staffing, leading, and controlling an organization. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Porter and Lawler's model. The document provides tips for motivating including caring not scaring, recognizing differences, and non-financial rewards. It also distinguishes between motivation, satisfaction, inspiration, and manipulation.
The document discusses theories of motivation and job satisfaction, focusing on Herzberg's motivation-hygiene theory which proposes that factors leading to job satisfaction (motivators) are different than those leading to dissatisfaction (hygienes). It also examines Maslow's hierarchy of needs and how addressing intrinsic rather than just extrinsic motivations can increase motivation and satisfaction. The key is finding ways to satisfy employees' higher-level needs for achievement, recognition, responsibility and growth.
Application of theories in nursing resea5 rchArun Madanan
1. The document discusses various theories and research designs used in nursing research. It describes quantitative and qualitative research designs and their purposes.
2. Specific quantitative designs discussed include experimental, quasi-experimental, and non-experimental designs. Qualitative designs explored include ethnography, phenomenology, and grounded theory.
3. Theories commonly applied in nursing research are also summarized, including Nightingale's Environmental Theory, Henderson's Definition of Nursing, and Pender's Health Promotion Model. These theories guide different types of nursing research.
The document discusses sales evaluation and control. It provides information on business intelligence related to transforming data into knowledge through reporting and analysis. It discusses the basic purpose of evaluation systems and feedback systems to identify performance gaps and information. Evaluation tools and both quantitative and qualitative ways to evaluate sales personnel are described. The benefits of evaluation include avoiding judgments and ensuring lawful and fair evaluations. Sales control processes and tools like daily reports and expense calculators are also summarized.
Organizational climate refers to the environment of a workplace that influences employee behavior and performance. It was introduced in the 1940s to describe patterns affecting human behavior. An organization's climate is influenced by factors like its context, structure, leadership, physical environment, and values. It mechanisms include operating as a constraint through rewards/punishments, facilitating self- and other- evaluation, acting as a stimulus, and helping employees develop perceptions. A sound organizational climate is created through effective communication, participative decision-making, responsiveness to change, concern for people, and technological modernization.
This document describes several methods for performance appraisal:
- The ranking method compares employees within a group but does not evaluate individuals. The paired comparison and forced distribution methods are better for large organizations but take more time.
- Grading defines employee abilities within certain grades like very good to poor. Checklists use yes/no questions about behaviors.
- Forced choice presents positive and negative statements and forces selection of one. Critical incidents evaluate based on real events.
- Graphic rating scales list traits on a continuum from unsatisfactory to outstanding. Field review involves supervisor interviews. Essay evaluation provides a written statement of strengths and weaknesses. Peer review involves evaluation by other employees.
This document discusses consumer psychology and marketing of banking products. It covers how consumer psychology has changed from individualistic and need-based to being shaped by available products. It contrasts traditional banking, which focused on standardized products and mass consumers, with new age banking that utilizes IT, cross-selling, and aggressive marketing. The new banking environment has led to varied customer needs in urban and rural areas. The document provides recommendations for banks to better understand customer preferences and match various financial products to their requirements.
The document discusses motivation in management and theories of motivation. It defines motivation as inspiring people to work individually or in groups to produce the best results. Management is getting people together to accomplish goals and involves planning, organizing, staffing, leading, and controlling an organization. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Porter and Lawler's model. The document provides tips for motivating including caring not scaring, recognizing differences, and non-financial rewards. It also distinguishes between motivation, satisfaction, inspiration, and manipulation.
The document discusses theories of motivation and job satisfaction, focusing on Herzberg's motivation-hygiene theory which proposes that factors leading to job satisfaction (motivators) are different than those leading to dissatisfaction (hygienes). It also examines Maslow's hierarchy of needs and how addressing intrinsic rather than just extrinsic motivations can increase motivation and satisfaction. The key is finding ways to satisfy employees' higher-level needs for achievement, recognition, responsibility and growth.
Application of theories in nursing resea5 rchArun Madanan
1. The document discusses various theories and research designs used in nursing research. It describes quantitative and qualitative research designs and their purposes.
2. Specific quantitative designs discussed include experimental, quasi-experimental, and non-experimental designs. Qualitative designs explored include ethnography, phenomenology, and grounded theory.
3. Theories commonly applied in nursing research are also summarized, including Nightingale's Environmental Theory, Henderson's Definition of Nursing, and Pender's Health Promotion Model. These theories guide different types of nursing research.
The document discusses sales evaluation and control. It provides information on business intelligence related to transforming data into knowledge through reporting and analysis. It discusses the basic purpose of evaluation systems and feedback systems to identify performance gaps and information. Evaluation tools and both quantitative and qualitative ways to evaluate sales personnel are described. The benefits of evaluation include avoiding judgments and ensuring lawful and fair evaluations. Sales control processes and tools like daily reports and expense calculators are also summarized.
Organizational climate refers to the environment of a workplace that influences employee behavior and performance. It was introduced in the 1940s to describe patterns affecting human behavior. An organization's climate is influenced by factors like its context, structure, leadership, physical environment, and values. It mechanisms include operating as a constraint through rewards/punishments, facilitating self- and other- evaluation, acting as a stimulus, and helping employees develop perceptions. A sound organizational climate is created through effective communication, participative decision-making, responsiveness to change, concern for people, and technological modernization.
Motivation theories can be categorized as internal, external, or those that emphasize the interaction between individuals and their environment. Early philosophers like Max Weber and Sigmund Freud explored motivation from religious and psychological perspectives. Maslow's hierarchy of needs categorizes needs from lowest physiological to highest self-actualization. McGregor's Theory X assumes people need direction while Theory Y assumes they can direct themselves. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary that prevent dissatisfaction. Expectancy theory proposes motivation depends on expectancy, instrumentality, and valence perceptions.
Motivation refers to the drives and forces that activate and direct behavior. There are many theories that attempt to explain what motivates individuals and how motivation can be used effectively in organizations. Some key motivation theories discussed in the document include Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, expectancy theory, goal setting theory, and reinforcement theory. The document also discusses various motivation strategies used in organizations such as management by objectives.
The document discusses various perspectives on motivation in organizational behavior and management. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory, equity theory, and goal-setting theory. Reinforcement perspectives involving positive and negative reinforcement are also described. Popular motivational strategies involving empowerment, participation, and organizational reward systems are outlined.
This document summarizes several theories of motivation:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that provide job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
3. Vroom's expectancy theory proposes that motivation depends on expectancy (effort will lead to performance), instrumentality (performance will lead to rewards), and valence (attractiveness of rewards).
Motivation is influenced by cultural and situational factors. There are three elements of work motivation: direction of behavior, level of effort, and level of persistence when facing obstacles. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Motivation can be intrinsic or extrinsic. Goal setting theory proposes that goals direct behavior when people are aware of goals and accept them. Reinforcement theory states that behaviors are strengthened by their consequences. SAS Institute motivates employees through equitable financial rewards, a supportive work environment, and benefits beyond compensation.
This document summarizes several theories of motivation. It discusses content theories like Maslow's hierarchy of needs and ERG theory, which propose that individuals are motivated by different needs. It also outlines process theories including reinforcement theory, expectancy theory, equity theory, goal setting theory, and justice theory. These process theories examine how individual behaviors and attitudes are influenced by consequences, expectations of rewards, perceptions of fairness, and goal achievement. The document provides overviews and comparisons of several major motivation theories from a management and organizational behavior perspective.
1. The document discusses several theories of motivation including content and process theories. Content theories seek to explain differences in individual needs while process theories describe how needs translate into behavior.
2. Key content theories covered are Maslow's hierarchy of needs, ERG theory, McClelland's learned needs, and Herzberg's two-factor theory. Process theories discussed include reinforcement theory, expectancy theory, equity theory, goal setting theory, and justice theory.
3. The theories provide frameworks to understand what motivates individuals and behavior in work settings. Managers can apply insights from the theories to design motivational strategies like flexible reward systems that address a variety of needs.
The document discusses various theories of motivation that managers can use to motivate employees, including:
- Equity theory, which explains how perceptions of fairness affect motivation.
- Expectancy theory, which describes how expectations of rewards, effort and performance influence motivation.
- Reinforcement theory and how reinforcement can be used to motivate.
- Goal-setting theory and how setting specific, challenging goals with feedback can motivate workers.
The document advocates using an integrated model of motivation that combines elements of these theories to maximize motivating employees.
The document discusses various theories of motivation from Maslow's hierarchy of needs to Herzberg's two-factor theory, examining what drives human motivation including needs, goals, rewards, and relationships. It also presents McClelland's need for achievement, power and affiliation theory and explores motivation concepts like intrinsic and extrinsic factors. A case study example is given of a company that tried to improve working conditions and relationships but saw no increase in productivity, pointing to a need to better understand intrinsic motivation factors.
The document discusses several major theories of motivation used in organizational behavior, including:
- Need theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which focus on how individual needs influence motivation.
- Cognitive theories like expectancy theory and equity theory, which examine how individuals' thoughts and perceptions impact motivation levels.
- Goal setting theory, which proposes that setting specific, difficult goals increases effort, performance, and persistence over time.
- Reinforcement theory, which suggests rewards and reinforcements can shape behaviors and sustain motivation long-term through behavior modification.
The document discusses several major theories of motivation:
1) Need theories like Maslow's hierarchy of needs and Herzberg's two-factor theory examine how satisfying different human needs impacts motivation.
2) Expectancy theory and equity theory are cognitive approaches that analyze how employees' perceptions of outcomes and fairness influence their motivation levels.
3) Goal setting theory proposes that specific, challenging goals increase employee effort, performance, and persistence over time.
4) Reinforcement theory views motivation as sustained by environmental rewards and punishments that strengthen desirable behaviors and weaken undesirable ones over the long run.
The document discusses several theories of motivation including:
- Theory X and Theory Y, which propose different assumptions about employee attitudes towards work.
- Intrinsic and extrinsic motivation, referring to internal and external drivers.
- Needs theories including Maslow's hierarchy, Herzberg's two-factor theory, and McClelland's needs theory, which propose that satisfying different needs drives motivation.
- Process theories including Expectancy theory and Goal-setting theory, which look at how expectations and goal-setting impact motivation.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
This document discusses different theories of motivation. It covers:
1) Maslow's hierarchy of needs theory which identifies 5 levels of individual needs.
2) Equity theory which states that people are motivated to behave in ways that restore or maintain fairness in relationships.
3) Expectancy theory which says motivation is a function of expectancy, instrumentality, and valence. It explains how expectations of rewards influence motivation.
4) Goal-setting theory which found that specific, challenging goals lead to higher motivation and performance compared to vague goals, especially with feedback.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also presents a case study about an engineer named Prakash who lacks initiative and needs motivation from his boss to take more risks and make independent decisions in his work.
The document discusses various theories of motivation including:
- Expectancy theory which states that motivation depends on the belief that effort will lead to performance and performance will lead to outcomes.
- Need theories like Maslow's hierarchy of needs and ERG theory which propose that people are motivated to satisfy different levels of needs.
- Equity theory which focuses on perceptions of fairness of outcomes relative to inputs.
- Goal setting theory where specific difficult goals motivate performance.
- Learning theories like operant conditioning which link behaviors to consequences and social learning theory involving observational learning.
- Pay is a major motivator when linked to performance through instruments like merit pay plans.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...Shilpi Arora
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
This document discusses various theories of motivation and how they relate to job performance. It covers content theories like Maslow's hierarchy of needs theory and ERG theory, process theories like equity theory and expectancy theory, and reinforcement theory. The document also discusses how companies can apply these motivation concepts, such as through goal-setting, rewards, and praise.
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.
This document discusses key concepts in strategy formulation including vision, mission, goals, objectives, and strategies at different levels. It provides examples of vision and mission statements from Tesla, UNICEF, Google, and Doctors Without Borders. Goals and objectives should be SMART, specific, and measurable. Corporate strategies determine a company's overall scope and direction, while business strategies focus on competitive advantage within an industry. Operational strategies guide day-to-day operations.
The document outlines three examples of strategy formulation for different companies. Each example includes the company's vision, mission, values, goals, objectives, and strategies. The first company operates in the technology industry, the second provides technology solutions worldwide, and the third operates in the logistics and transport industry globally. Their strategies focus on areas like research and development, customer experience, partnerships, marketing, and operational excellence.
Motivation theories can be categorized as internal, external, or those that emphasize the interaction between individuals and their environment. Early philosophers like Max Weber and Sigmund Freud explored motivation from religious and psychological perspectives. Maslow's hierarchy of needs categorizes needs from lowest physiological to highest self-actualization. McGregor's Theory X assumes people need direction while Theory Y assumes they can direct themselves. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary that prevent dissatisfaction. Expectancy theory proposes motivation depends on expectancy, instrumentality, and valence perceptions.
Motivation refers to the drives and forces that activate and direct behavior. There are many theories that attempt to explain what motivates individuals and how motivation can be used effectively in organizations. Some key motivation theories discussed in the document include Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, expectancy theory, goal setting theory, and reinforcement theory. The document also discusses various motivation strategies used in organizations such as management by objectives.
The document discusses various perspectives on motivation in organizational behavior and management. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory, equity theory, and goal-setting theory. Reinforcement perspectives involving positive and negative reinforcement are also described. Popular motivational strategies involving empowerment, participation, and organizational reward systems are outlined.
This document summarizes several theories of motivation:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that provide job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
3. Vroom's expectancy theory proposes that motivation depends on expectancy (effort will lead to performance), instrumentality (performance will lead to rewards), and valence (attractiveness of rewards).
Motivation is influenced by cultural and situational factors. There are three elements of work motivation: direction of behavior, level of effort, and level of persistence when facing obstacles. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Motivation can be intrinsic or extrinsic. Goal setting theory proposes that goals direct behavior when people are aware of goals and accept them. Reinforcement theory states that behaviors are strengthened by their consequences. SAS Institute motivates employees through equitable financial rewards, a supportive work environment, and benefits beyond compensation.
This document summarizes several theories of motivation. It discusses content theories like Maslow's hierarchy of needs and ERG theory, which propose that individuals are motivated by different needs. It also outlines process theories including reinforcement theory, expectancy theory, equity theory, goal setting theory, and justice theory. These process theories examine how individual behaviors and attitudes are influenced by consequences, expectations of rewards, perceptions of fairness, and goal achievement. The document provides overviews and comparisons of several major motivation theories from a management and organizational behavior perspective.
1. The document discusses several theories of motivation including content and process theories. Content theories seek to explain differences in individual needs while process theories describe how needs translate into behavior.
2. Key content theories covered are Maslow's hierarchy of needs, ERG theory, McClelland's learned needs, and Herzberg's two-factor theory. Process theories discussed include reinforcement theory, expectancy theory, equity theory, goal setting theory, and justice theory.
3. The theories provide frameworks to understand what motivates individuals and behavior in work settings. Managers can apply insights from the theories to design motivational strategies like flexible reward systems that address a variety of needs.
The document discusses various theories of motivation that managers can use to motivate employees, including:
- Equity theory, which explains how perceptions of fairness affect motivation.
- Expectancy theory, which describes how expectations of rewards, effort and performance influence motivation.
- Reinforcement theory and how reinforcement can be used to motivate.
- Goal-setting theory and how setting specific, challenging goals with feedback can motivate workers.
The document advocates using an integrated model of motivation that combines elements of these theories to maximize motivating employees.
The document discusses various theories of motivation from Maslow's hierarchy of needs to Herzberg's two-factor theory, examining what drives human motivation including needs, goals, rewards, and relationships. It also presents McClelland's need for achievement, power and affiliation theory and explores motivation concepts like intrinsic and extrinsic factors. A case study example is given of a company that tried to improve working conditions and relationships but saw no increase in productivity, pointing to a need to better understand intrinsic motivation factors.
The document discusses several major theories of motivation used in organizational behavior, including:
- Need theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which focus on how individual needs influence motivation.
- Cognitive theories like expectancy theory and equity theory, which examine how individuals' thoughts and perceptions impact motivation levels.
- Goal setting theory, which proposes that setting specific, difficult goals increases effort, performance, and persistence over time.
- Reinforcement theory, which suggests rewards and reinforcements can shape behaviors and sustain motivation long-term through behavior modification.
The document discusses several major theories of motivation:
1) Need theories like Maslow's hierarchy of needs and Herzberg's two-factor theory examine how satisfying different human needs impacts motivation.
2) Expectancy theory and equity theory are cognitive approaches that analyze how employees' perceptions of outcomes and fairness influence their motivation levels.
3) Goal setting theory proposes that specific, challenging goals increase employee effort, performance, and persistence over time.
4) Reinforcement theory views motivation as sustained by environmental rewards and punishments that strengthen desirable behaviors and weaken undesirable ones over the long run.
The document discusses several theories of motivation including:
- Theory X and Theory Y, which propose different assumptions about employee attitudes towards work.
- Intrinsic and extrinsic motivation, referring to internal and external drivers.
- Needs theories including Maslow's hierarchy, Herzberg's two-factor theory, and McClelland's needs theory, which propose that satisfying different needs drives motivation.
- Process theories including Expectancy theory and Goal-setting theory, which look at how expectations and goal-setting impact motivation.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
This document discusses different theories of motivation. It covers:
1) Maslow's hierarchy of needs theory which identifies 5 levels of individual needs.
2) Equity theory which states that people are motivated to behave in ways that restore or maintain fairness in relationships.
3) Expectancy theory which says motivation is a function of expectancy, instrumentality, and valence. It explains how expectations of rewards influence motivation.
4) Goal-setting theory which found that specific, challenging goals lead to higher motivation and performance compared to vague goals, especially with feedback.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also presents a case study about an engineer named Prakash who lacks initiative and needs motivation from his boss to take more risks and make independent decisions in his work.
The document discusses various theories of motivation including:
- Expectancy theory which states that motivation depends on the belief that effort will lead to performance and performance will lead to outcomes.
- Need theories like Maslow's hierarchy of needs and ERG theory which propose that people are motivated to satisfy different levels of needs.
- Equity theory which focuses on perceptions of fairness of outcomes relative to inputs.
- Goal setting theory where specific difficult goals motivate performance.
- Learning theories like operant conditioning which link behaviors to consequences and social learning theory involving observational learning.
- Pay is a major motivator when linked to performance through instruments like merit pay plans.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...Shilpi Arora
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
This document discusses various theories of motivation and how they relate to job performance. It covers content theories like Maslow's hierarchy of needs theory and ERG theory, process theories like equity theory and expectancy theory, and reinforcement theory. The document also discusses how companies can apply these motivation concepts, such as through goal-setting, rewards, and praise.
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.
Similar to Chapter 4 Theories of Motivation.ppt (20)
This document discusses key concepts in strategy formulation including vision, mission, goals, objectives, and strategies at different levels. It provides examples of vision and mission statements from Tesla, UNICEF, Google, and Doctors Without Borders. Goals and objectives should be SMART, specific, and measurable. Corporate strategies determine a company's overall scope and direction, while business strategies focus on competitive advantage within an industry. Operational strategies guide day-to-day operations.
The document outlines three examples of strategy formulation for different companies. Each example includes the company's vision, mission, values, goals, objectives, and strategies. The first company operates in the technology industry, the second provides technology solutions worldwide, and the third operates in the logistics and transport industry globally. Their strategies focus on areas like research and development, customer experience, partnerships, marketing, and operational excellence.
The document outlines the steps for project completion, including contract closure, documenting lessons learned, final reporting, and archiving documents. Key steps are ensuring all documentation is up-to-date, completing testing, providing notice that deliverables are satisfactory, releasing the project team, evaluating customer satisfaction, archiving important documents, and documenting lessons learned. The project is then considered complete.
Organization development (OD) aims to improve an organization's ability to change and adapt through planned interventions using behavioral science. Key aspects of OD include:
- Diagnosing an organization's current state and readiness for change.
- Designing interventions focused on technostructural elements like structure and processes, human resources systems, strategies, and human/group dynamics.
- Managing the transition through the change process by motivating change, creating a clear vision, gaining political support, and sustaining momentum.
The overall goal is to increase organizational effectiveness and health through a planned and systematic process.
5-TQM and Changing organization Environments.pptMusyokiMusyoka1
1. The document discusses organizational environments and cultures. It covers both external environments, including the general environment of factors like the economy, technology, sociocultural trends, and politics/law. It also discusses the specific environment of customers, competitors, suppliers, industry regulations, and advocacy groups.
2. It then covers internal environments and organizational culture. It describes how cultures are created through things like heroes, stories, and founders. It also discusses what makes for successful cultures with high employee satisfaction, quality, and profits.
3. Cultures exist at different levels from surface artifacts to deeper assumptions. The document presents ways that cultures can potentially be changed, such as through behavioral additions, substitutions, or changing visible artifacts.
This document provides an overview of training and development. It discusses the training process, including needs assessment, program design, development, implementation, and evaluation. It also covers environmental factors that have changed traditional training, such as globalization, increased value of human capital, and new technology. Learners will work in teams to design, develop, and evaluate a training program to demonstrate their understanding of the topics covered.
This document discusses different leadership styles: autocratic, bureaucratic, democratic, and laissez-faire. It provides descriptions of each style, when they are most and least effective to use, and factors to consider when choosing a style. The autocratic style gives the leader most power while democratic involves staff in decision making. Bureaucratic focuses on rules and procedures while laissez-faire gives staff freedom. The document advises choosing a style based on the leader, staff, and work situation.
The document outlines the steps for project completion, including contract closure, documenting lessons learned, final reporting, and archiving documents. Key steps are ensuring all documentation is up-to-date, completing testing, providing notice that deliverables are satisfactory, releasing the project team, evaluating customer satisfaction, archiving important documents, and documenting lessons learned. The project is then complete.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
2. Introduction
Motivation is one of the key factors
driving us towards achieving something.
Without motivation, we will do nothing.
Therefore, motivation is one of the key
aspects when it comes to corporate
management. In order to achieve the
best business results, the organization
needs to keep employees motivated.
3. Motivation
Any influence that triggers, directs or
maintains behavior
Research is based upon different variables
that affect motivation
Individual Differences
Organizational Contexts
Manager Behaviors
Process Theories
4. Content Versus Process
Motivation Theories
Content theories
explain why people have different needs at
different times
Process theories
describe the processes through which needs
are translated into behavior
5. The 20 motivation theories
1. Acquired Needs Theory
2. Activation Theory
3. Affect Perseverance
4. Attitude-Behaviour Consistency
5. Attribution Theory
6. Cognitive Dissonance
7. Cognitive Evolution Theory
8. Consistency Theory
9. Control Theory
10.Disconfirmation Bias
11.Drive Theory
6. The 20 motivation theories
12 Endowed Progress Effect
13 Escape Theory
14 Extrinsic Motivation
15 Goal Setting Theory
16 Investment Model
17 Positive Psychology
18 Reactance Theory
19 Maslow’s motivation theory
20 Herzberg’s motivators and hygiene factors theory
7. Alderfer’s
ERG Theory
Maslow’s
Need Hierarchy
Content Theories of Motivation
Self-
Actualization
Esteem
Belongingness
Safety
Physiological
Growth
Existence
Herzberg’s
Theory
Motivators
Hygienes
Need for
Achievement
Need for
Power
Need for
Affiliation
McClelland’s
Learned Needs
Relatedness
8. Maslow’s Hierarchy
Each individual has needs, or feelings of
deficiency that drive their behavior
Once a need is satisficed, then it is no
longer motivating
Needs are in a hierarchy that an individual
moves up as they satisfy levels of needs
9. Practical Implications of
Content Theories
People have different needs at
different times
Offer employees a choice of rewards -
- a flexible reward system
Do not rely too heavily on financial
rewards
they mainly address lower level needs
10. Maslow’s Hierarchy
Each individual has needs, or feelings of
deficiency that drive their behavior
Once a need is satisfied, then it is no
longer motivating
Needs are in a hierarchy that an individual
moves up as they satisfy levels of needs
12. Levels of Needs
Physiological/Survival needs
Food, Clothing, Shelter, Air
Security
Feel safe, absence of pain, threat, or illness
Affiliation
friendship, company, love, belonging
first clear step up from physical needs
13. Need levels (cont.)
Esteem Needs
self-respect, achievement, recognition,
prestige
cues a persons worth
Self-Actualization
personal growth, self-fulfillment, realization
of full potential
Where are YOU on the hierarchy???
14. Alderfer’s ERG
Consolidates Maslow into 3 categories
Existence-physiological and security
Relatedness-affiliation
Growth-esteem and self-actualization
15. ERG Model of Motivation
Adapted from Figure 14.3
Frustration-Regression Satisfaction-Progression
Growth Needs
Relatedness Needs
Existence Needs
14.4
16. Frustration-Regression
Differs from Maslow
When unable to satisfy upper level needs,
the individual will revert to satisfying
lower level needs
Interesting point from research....growth
stimulates growth
18. Types of Needs
N Ach-motive to meet some standard of
excellence or to compete
N Aff-motive to develop and maintain
close and meaningful relationships
N Pow-desire to influence and control
others and the environment
19. Herzberg’s Two Factor
Theory
Some variable prevent job dissatisfaction
and some variables produce motivation
Hygiene factors-basic needs that will
prevent dissatisfaction
light, temperature, pay, parking
Motivators
when present cause high levels of motivation
interesting work, advancement, growth, etc.
21. Herzberg theory & significance
• Herzberg was the first to show that satisfaction and
dissatisfaction at work nearly always arose from
different factors, and were not simply opposing
reactions to the same factors, as had always previously
been (and still now by the unenlightened) believed.
• In 1959 Herzberg wrote the following useful little
phrase, which helps explain this fundamental part of his
theory, i.e., that the factors which motivate people at
work are different to and not simply the opposite of the
factors which cause dissatisfaction:
• "We can expand ... by stating that the job satisfiers deal
with the factors involved in doing the job, whereas the
job dissatisfiers deal with the factors which define the
job context."
22. Herzberg's findings revealed that certain characteristics of a job are
consistently related to job satisfaction, while different factors are associated
with job dissatisfaction. These are:
Herzberg’s Motivators
23. Herzberg’s hygiene factors
Examples of Herzberg's 'hygiene' needs (or
maintenance factors) in the workplace are:
1. policy
2. relationship with supervisor
3. work conditions
4. salary
5. company car
6. status
7. security
8. relationship with subordinates
9. personal life
26. Types of Reinforcement
Positive Reinforcement-rewards
Punishment-Application of a negative
outcome
Negative Reinforcement-removal of
negative outcomes when behavior is
performed
Extinction-absence of reinforcement
(removal of positive reinforcement)
Drawbacks
27. Reinforcement Process
Source: From L. W. Porter and E. E. Lawler III.
Managerial Attitudes and Performance. Homewood,
Ill.: Irwin, 1968, p. 165. Used with permission
Adapted from Figure 14.6
Stimulus
(situation)
Response
(behavior)
Consequences
(rewards and punishments)
Future Behavior
14.9
28. Equity Theory
Individuals try to find a balance between
their inputs and outputs relative to a
referent other
However, a referent other is not always
present
29. Results of Inequity
Equity-I am being treated fairly
Under-rewarded-will look to increase
rewards, or decrease inputs to match
rewards
Over-rewarded-will change referent to
match cognitions or increase inputs
Leaving and distortion
30. Reinforcement Theory
Behaviors are functions of consequences
that they produce
If a behavior is followed by a pleasant
experience it will be repeated
In order to change behaviors the
consequences must be changed
32. Goal Setting Theory
Assignment of specific, moderately
difficult, and providing feedback will
provide motivation to work
Employee participation
Receive rewards
Provide competencies for achievement
34. Expectancy Theory
Combines goal setting and reinforcement
theories
Three questions drive motivation
With effort can I perform?
With performance, will I be rewarded?
Do I value the rewards?
35. Terms
Expectancy-belief that effort will lead to
performance
Instrumentality-performance leads to
rewards (does performance level matter)
Valence-value of rewards
37. Justice Theory
Procedural Justice - fairness issues
concerning the methods, mechanisms,
and processes used to determine
outcomes
Distributive Justice - concerns the fairness
of outcomes, includes equity theory
Interactional Justice - concerns the way
one is treated informally during
procedures and distributions
38. How they interact
Procedural justice and interactional justice
can buffer inequity to some level
Above that threshold, procedural and
interactional justice do not matter
If equity is present, then interactional and
procedural do not matter
Does order of procedural or interactional
justice matter?
45. Types of Rewards
Extrinsic-external rewards such as money,
fringe benefits, job security
Intrinsic-internal satisfaction outcomes
from doing work
Satisfaction-employee’s attitude about
work situations
Intrinsic motivation and Intrigue??????
47. Conclusion
Motivation Theories suggest many ways of keeping the
employees motivated on what they do.
Although, a manager is not required to learn all these
motivation theories, having an idea of certain theories
may be an advantage for day-to day activities.
These theories give the managers a set of techniques
that they can try out in the corporate environments.
Some of these theories have been used in business for
decades, although we do not know them Explicitly.
Please use them to motivate your staff for greater
productivity through enhanced performance