The document discusses theories of motivation and how rewards can be used to motivate employees. It examines content, process, and reinforcement theories of motivation and explores the connection between motivation and compensation. Key points include defining intrinsic and extrinsic motivation, discussing Maslow's hierarchy of needs and ERG theory, equity theory, expectancy theory, goal setting theory, and reinforcement theory. It also covers using rewards to shape behaviors and the debate around using behavior modification in organizations.
Food and beverage assistant perfomance appraisal 2tonychoper204
This document contains information about performance evaluation methods for a food and beverage assistant position. It discusses 12 different methods for evaluating an employee's performance, including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. It provides descriptions of each method and discusses their advantages and disadvantages. The document also includes examples of performance review phrases that could be used to evaluate different aspects of an employee's work such as attitude, decision making, problem solving, and teamwork skills. It appears to be a guide for managers to use when conducting a performance review for a food and beverage assistant.
Biais cognitif, creativite et Design thinkingLuc Taesch
Introduction aux biais cognitifs
Comment les biais cognitifs affectent notre créativité, positivement ou pas.
Les contourner ?
Exemples de stratégies de contournement illustrés avec le Design Thinking.
Une conférence pour l'annuelle de [créa-france]
The document discusses different theories of motivation. It describes content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that certain internal needs drive motivation. Process theories like equity theory and expectancy theory examine how people perceive and respond to rewards. McClelland's acquired needs theory suggests people develop needs for achievement, power, and affiliation through life experiences. Effective motivation requires understanding individual needs and allocating rewards to satisfy both personal and organizational interests.
In this presentation, we will discuss Motivation, understanding the term and various theories related to it along with practicing the same in organizational application.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Food and beverage assistant perfomance appraisal 2tonychoper204
This document contains information about performance evaluation methods for a food and beverage assistant position. It discusses 12 different methods for evaluating an employee's performance, including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. It provides descriptions of each method and discusses their advantages and disadvantages. The document also includes examples of performance review phrases that could be used to evaluate different aspects of an employee's work such as attitude, decision making, problem solving, and teamwork skills. It appears to be a guide for managers to use when conducting a performance review for a food and beverage assistant.
Biais cognitif, creativite et Design thinkingLuc Taesch
Introduction aux biais cognitifs
Comment les biais cognitifs affectent notre créativité, positivement ou pas.
Les contourner ?
Exemples de stratégies de contournement illustrés avec le Design Thinking.
Une conférence pour l'annuelle de [créa-france]
The document discusses different theories of motivation. It describes content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that certain internal needs drive motivation. Process theories like equity theory and expectancy theory examine how people perceive and respond to rewards. McClelland's acquired needs theory suggests people develop needs for achievement, power, and affiliation through life experiences. Effective motivation requires understanding individual needs and allocating rewards to satisfy both personal and organizational interests.
In this presentation, we will discuss Motivation, understanding the term and various theories related to it along with practicing the same in organizational application.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document summarizes the history of motivation theory from ancient philosophical origins to contemporary multi-level perspectives. It describes early grand theories about will, instinct and drive that dominated but declined as limitations were recognized. This led to the rise of mini-theories focusing on specific motivational phenomena. Current views emphasize multiple influences on motivation from neurological to social-cognitive levels and the active role of the individual.
Employee motivation is something we all want. I think it's safe to say that we would all agree that motivation is a good thing. It is commonly associated with several positive outcomes, including: (1) increased productivity, (2) higher profits, (3) a happier workforce, (4) more cohesive teams, and (5) reduced absenteeism and worker turnover. Fortunately, employee motivation is not a new topic and we can learn from the research, theories, and practices of the past. This presentation focuses on the early development of motivation theory as it relates to the field of management.
The document discusses the history of motivation theories from ancient philosophers to modern times. It covers ideas such as:
1) Ancient Greek philosophers like Plato, Aristotle, and Socrates who believed motivation came from knowledge, instincts, and will/free will.
2) 17th century philosophers like Descartes who proposed mind-body dualism and the idea that non-rational processes could motivate behavior, influencing the concept of instincts.
3) Hedonism, the idea that pleasure is the primary motivator, as proposed by philosophers like Aristippus of Cyrene.
4) The impact of Darwin's theory of evolution in 1859, which suggested continuity of development from lower to higher forms and that survival
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
Headwaters Internet Advertising Trends 2013Mark Langner
Internet advertising is at an inflection point in its history as the industry continues to grow and mature. In preparation for our first annual Internet Advertising trends report, we spoke to over 150 Internet Advertising companies. Our findings include:
Overall Internet Advertising growth remains strong as Internet Advertising takes share from traditional advertising
Mobile is changing the landscape – yet is still, in many cases, separate from other web IA approaches and solutions.
Social media's importance for Internet Advertising is established – how to effectively deal with it is still a question mark for most advertisers
Search is becoming more local and mobile
Current view of the Internet Advertising landscape is overly complicated - it's not that hard
Unless you offer neutral data and tools, you are not going to be able serve both publishers and advertisers effectively
We are still early in the maturation of the sector
Customer sophistication is still early – even the most successful advertisers "get it less wrong!” to a degree
Search and DR remain the foundations for successful internet advertising campaigns – but no longer stand alone
Big data, social and mobile driving richer data sets enabling advanced analytics
Attribution & Transparency will be hot in 2013 as customers drive for better ROI
Publishers - Tool Up, Adapt or DIE
RTB is hot now - but winners must evolve quickly as publishers and advertisers become more sophisticated
Brand dollars still sitting on the sideline (mostly) but change is coming
M&A remains steady but multiples likely pressured in 2013 due to scale and overfunding
The document discusses strategies for motivating and managing a diverse team. It describes four team members with different motivators: Elizabeth is motivated by her abilities and teamwork; Natalie by individual recognition and praise; William by challenging tasks and positive feedback; and Ian by self-achievement. It outlines the "Collective System Method" to create common goals and individual goals with specific elements to motivate team members. It also discusses preventing conflict by selecting compatible team members and managing conflict through encouraging team building and positive attitudes. Leadership strategies discussed include understanding strengths and weaknesses, focusing on helpful leadership to decrease fear and optimize teamwork, and effective communication of values from management.
This document summarizes key concepts from a lecture on motivation and emotion. It discusses:
- Biological, cognitive, and social factors that initiate and direct behavior (motivation)
- The three components of emotion: subjective experience, physiological response, and behavioral response
- Early theories of motivation including instinct theories and drive theories that proposed behaviors are motivated by reducing internal tension or restoring homeostasis
- Later incentive and arousal theories that proposed behaviors are motivated by external goals or maintaining an optimal level of arousal
- Humanistic theories like Maslow's hierarchy of needs that emphasized realizing human potential as a motivator
- Biological and psychological factors involved in eating behavior, appetite regulation, and body weight control
This document provides an overview of memory processes including encoding, storage and retrieval. It discusses the different types of memory like sensory memory, short-term memory, working memory and long-term memory. The document also examines factors that influence memory like forgetting, false memories, eyewitness testimony and the impact of culture on memory.
This document provides an overview of key concepts from Chapter Nine of a developmental psychology textbook. It discusses several topics related to lifespan development, including genetic contributions, prenatal development, infant development, childhood cognitive development theories, adolescence, and more. Key concepts are defined, such as genes and DNA. Developmental milestones and theories from researchers like Piaget and Vygotsky are summarized.
Difference between Marketing and salesVIJAY KAMBOJ
Marketing involves understanding consumer wants, developing products to meet those wants, and determining how to price, promote, and distribute products. The focus is on consumers. Selling involves managing salesforce activities like recruitment, training, and compensation to convert products into cash. The focus is on products. The key difference is that marketing is consumer-oriented and focuses on satisfying consumer needs, while selling is product-oriented and focuses on profit through increasing sales volumes.
This document provides an overview of key topics related to thinking and language from a chapter in a psychology textbook. It discusses how concepts are formed using prototypes rather than strict definitions. Problem solving strategies like trial and error, algorithms, heuristics and insight are explained. Common obstacles to effective problem solving like confirmation bias, fixation, and heuristics are also reviewed. The role of intuition in judgment and decision making is covered along with cognitive biases like the availability heuristic, overconfidence effect, and belief perseverance that can influence intuitive thinking. Framing effects on judgment are also summarized.
This document provides an overview of different theories of motivation and emotion. It discusses drive reduction theory, incentive theory, arousal theory, and Maslow's hierarchy of needs. It also covers topics like achievement motivation, intrinsic vs extrinsic motivation, emotions, and stress response. The document aims to describe key concepts and theories related to motivation and emotion.
This document summarizes 20 individual emotions categorized into three sections: basic emotions, self-conscious emotions, and cognitively complex emotions. For each emotion, the summary provides a brief description of what causes the emotion and its evolutionary function based on the source text by Reeve (2015). The basic emotions include fear, anger, disgust, sadness, joy, interest, and contempt. The self-conscious emotions include shame, guilt, embarrassment, pride, and triumph. The cognitively complex emotions include envy, gratitude, disappointment, regret, hope, schadenfreude, empathy, and compassion. Images are provided as examples to illustrate some of the emotions.
This document outlines the syllabus for a university unit on motivation and emotion. It provides information on the teaching staff, learning outcomes, topics to be covered, assessment tasks including developing a topic, writing a book chapter and creating a multimedia presentation on the topic, grading criteria, and key dates. Students will have flexible online or blended delivery options. The unit aims to integrate theories and research to explain the role of motivation and emotion in human behavior.
1) The document discusses internal financial controls as defined in the Companies Act 2013, which requires companies to establish adequate internal financial controls and for auditors to evaluate their effectiveness.
2) It outlines the key components of internal financial controls - control environment, risk assessment, control activities, information and communication, and monitoring activities.
3) The roles and responsibilities of directors, auditors, and audit committees in evaluating internal financial controls and reporting on their adequacy are also summarized.
This document discusses various theories and frameworks for effectively motivating and leading teams. It covers Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and modern motivation theories like the three need theory, goal-setting theory, and equity theory. It provides suggestions for motivating employees like recognizing individual differences, matching people to jobs, using goals, and linking rewards to performance. It also discusses the stages of team growth and actions managers can take to build an effective team through creating identity, communicating objectives, and building mutual trust. Continuous professional development is emphasized as important for adapting to changing business demands.
This document provides an overview of key concepts in motivation and emotion from Chapter 10 of a psychology textbook. It discusses several theories of motivation, including drives and incentives, seeking optimal arousal levels, and Maslow's hierarchy of needs. Specific motivations like hunger and belonging are explored in more depth. The roles of arousal, behavior, and cognition in emotion are also introduced. Physiological and cultural influences on both motivation and emotion are examined.
This document provides an overview of classical and operant conditioning. It defines classical conditioning as learning through association, where a neutral stimulus becomes associated with an unconditioned stimulus to elicit a response. Operant conditioning is defined as changing behavior through consequences, where behaviors followed by reinforcement increase in likelihood. Examples of classical and operant conditioning are described, including Pavlov's experiments with dogs and Skinner's research using operant chambers.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Management and organization (jamuna group) PPTelena sopnita
1. The document summarizes an empirical analysis of Herzberg's two-factor theory of motivation as it applies to the marketing department of Jamuna Group of Industries.
2. Data was collected through surveys to analyze factors that satisfy versus dissatisfy marketing employees. The findings showed hygiene factors were generally fulfilled but intrinsic motivators were lacking.
3. Recommendations include improving working conditions, developing opportunities for skills and career growth, and focusing on intrinsic motivators to heighten motivation among marketing employees.
This document discusses theories and concepts related to motivating employees. It covers Abraham Maslow's hierarchy of needs theory, which states that satisfied needs no longer motivate and managers should focus on meeting employees' highest level of unmet needs. It also discusses McGregor's Theory X and Y about assumptions of human nature, and Herzberg's motivation-hygiene theory about factors that lead to satisfaction versus dissatisfaction. Contemporary theories discussed include the need for achievement, reinforcement theory, and expectancy theory. The document provides tips for applying motivational concepts and addressing challenges in motivating today's diverse workforces.
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.
The document summarizes the history of motivation theory from ancient philosophical origins to contemporary multi-level perspectives. It describes early grand theories about will, instinct and drive that dominated but declined as limitations were recognized. This led to the rise of mini-theories focusing on specific motivational phenomena. Current views emphasize multiple influences on motivation from neurological to social-cognitive levels and the active role of the individual.
Employee motivation is something we all want. I think it's safe to say that we would all agree that motivation is a good thing. It is commonly associated with several positive outcomes, including: (1) increased productivity, (2) higher profits, (3) a happier workforce, (4) more cohesive teams, and (5) reduced absenteeism and worker turnover. Fortunately, employee motivation is not a new topic and we can learn from the research, theories, and practices of the past. This presentation focuses on the early development of motivation theory as it relates to the field of management.
The document discusses the history of motivation theories from ancient philosophers to modern times. It covers ideas such as:
1) Ancient Greek philosophers like Plato, Aristotle, and Socrates who believed motivation came from knowledge, instincts, and will/free will.
2) 17th century philosophers like Descartes who proposed mind-body dualism and the idea that non-rational processes could motivate behavior, influencing the concept of instincts.
3) Hedonism, the idea that pleasure is the primary motivator, as proposed by philosophers like Aristippus of Cyrene.
4) The impact of Darwin's theory of evolution in 1859, which suggested continuity of development from lower to higher forms and that survival
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
Headwaters Internet Advertising Trends 2013Mark Langner
Internet advertising is at an inflection point in its history as the industry continues to grow and mature. In preparation for our first annual Internet Advertising trends report, we spoke to over 150 Internet Advertising companies. Our findings include:
Overall Internet Advertising growth remains strong as Internet Advertising takes share from traditional advertising
Mobile is changing the landscape – yet is still, in many cases, separate from other web IA approaches and solutions.
Social media's importance for Internet Advertising is established – how to effectively deal with it is still a question mark for most advertisers
Search is becoming more local and mobile
Current view of the Internet Advertising landscape is overly complicated - it's not that hard
Unless you offer neutral data and tools, you are not going to be able serve both publishers and advertisers effectively
We are still early in the maturation of the sector
Customer sophistication is still early – even the most successful advertisers "get it less wrong!” to a degree
Search and DR remain the foundations for successful internet advertising campaigns – but no longer stand alone
Big data, social and mobile driving richer data sets enabling advanced analytics
Attribution & Transparency will be hot in 2013 as customers drive for better ROI
Publishers - Tool Up, Adapt or DIE
RTB is hot now - but winners must evolve quickly as publishers and advertisers become more sophisticated
Brand dollars still sitting on the sideline (mostly) but change is coming
M&A remains steady but multiples likely pressured in 2013 due to scale and overfunding
The document discusses strategies for motivating and managing a diverse team. It describes four team members with different motivators: Elizabeth is motivated by her abilities and teamwork; Natalie by individual recognition and praise; William by challenging tasks and positive feedback; and Ian by self-achievement. It outlines the "Collective System Method" to create common goals and individual goals with specific elements to motivate team members. It also discusses preventing conflict by selecting compatible team members and managing conflict through encouraging team building and positive attitudes. Leadership strategies discussed include understanding strengths and weaknesses, focusing on helpful leadership to decrease fear and optimize teamwork, and effective communication of values from management.
This document summarizes key concepts from a lecture on motivation and emotion. It discusses:
- Biological, cognitive, and social factors that initiate and direct behavior (motivation)
- The three components of emotion: subjective experience, physiological response, and behavioral response
- Early theories of motivation including instinct theories and drive theories that proposed behaviors are motivated by reducing internal tension or restoring homeostasis
- Later incentive and arousal theories that proposed behaviors are motivated by external goals or maintaining an optimal level of arousal
- Humanistic theories like Maslow's hierarchy of needs that emphasized realizing human potential as a motivator
- Biological and psychological factors involved in eating behavior, appetite regulation, and body weight control
This document provides an overview of memory processes including encoding, storage and retrieval. It discusses the different types of memory like sensory memory, short-term memory, working memory and long-term memory. The document also examines factors that influence memory like forgetting, false memories, eyewitness testimony and the impact of culture on memory.
This document provides an overview of key concepts from Chapter Nine of a developmental psychology textbook. It discusses several topics related to lifespan development, including genetic contributions, prenatal development, infant development, childhood cognitive development theories, adolescence, and more. Key concepts are defined, such as genes and DNA. Developmental milestones and theories from researchers like Piaget and Vygotsky are summarized.
Difference between Marketing and salesVIJAY KAMBOJ
Marketing involves understanding consumer wants, developing products to meet those wants, and determining how to price, promote, and distribute products. The focus is on consumers. Selling involves managing salesforce activities like recruitment, training, and compensation to convert products into cash. The focus is on products. The key difference is that marketing is consumer-oriented and focuses on satisfying consumer needs, while selling is product-oriented and focuses on profit through increasing sales volumes.
This document provides an overview of key topics related to thinking and language from a chapter in a psychology textbook. It discusses how concepts are formed using prototypes rather than strict definitions. Problem solving strategies like trial and error, algorithms, heuristics and insight are explained. Common obstacles to effective problem solving like confirmation bias, fixation, and heuristics are also reviewed. The role of intuition in judgment and decision making is covered along with cognitive biases like the availability heuristic, overconfidence effect, and belief perseverance that can influence intuitive thinking. Framing effects on judgment are also summarized.
This document provides an overview of different theories of motivation and emotion. It discusses drive reduction theory, incentive theory, arousal theory, and Maslow's hierarchy of needs. It also covers topics like achievement motivation, intrinsic vs extrinsic motivation, emotions, and stress response. The document aims to describe key concepts and theories related to motivation and emotion.
This document summarizes 20 individual emotions categorized into three sections: basic emotions, self-conscious emotions, and cognitively complex emotions. For each emotion, the summary provides a brief description of what causes the emotion and its evolutionary function based on the source text by Reeve (2015). The basic emotions include fear, anger, disgust, sadness, joy, interest, and contempt. The self-conscious emotions include shame, guilt, embarrassment, pride, and triumph. The cognitively complex emotions include envy, gratitude, disappointment, regret, hope, schadenfreude, empathy, and compassion. Images are provided as examples to illustrate some of the emotions.
This document outlines the syllabus for a university unit on motivation and emotion. It provides information on the teaching staff, learning outcomes, topics to be covered, assessment tasks including developing a topic, writing a book chapter and creating a multimedia presentation on the topic, grading criteria, and key dates. Students will have flexible online or blended delivery options. The unit aims to integrate theories and research to explain the role of motivation and emotion in human behavior.
1) The document discusses internal financial controls as defined in the Companies Act 2013, which requires companies to establish adequate internal financial controls and for auditors to evaluate their effectiveness.
2) It outlines the key components of internal financial controls - control environment, risk assessment, control activities, information and communication, and monitoring activities.
3) The roles and responsibilities of directors, auditors, and audit committees in evaluating internal financial controls and reporting on their adequacy are also summarized.
This document discusses various theories and frameworks for effectively motivating and leading teams. It covers Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and modern motivation theories like the three need theory, goal-setting theory, and equity theory. It provides suggestions for motivating employees like recognizing individual differences, matching people to jobs, using goals, and linking rewards to performance. It also discusses the stages of team growth and actions managers can take to build an effective team through creating identity, communicating objectives, and building mutual trust. Continuous professional development is emphasized as important for adapting to changing business demands.
This document provides an overview of key concepts in motivation and emotion from Chapter 10 of a psychology textbook. It discusses several theories of motivation, including drives and incentives, seeking optimal arousal levels, and Maslow's hierarchy of needs. Specific motivations like hunger and belonging are explored in more depth. The roles of arousal, behavior, and cognition in emotion are also introduced. Physiological and cultural influences on both motivation and emotion are examined.
This document provides an overview of classical and operant conditioning. It defines classical conditioning as learning through association, where a neutral stimulus becomes associated with an unconditioned stimulus to elicit a response. Operant conditioning is defined as changing behavior through consequences, where behaviors followed by reinforcement increase in likelihood. Examples of classical and operant conditioning are described, including Pavlov's experiments with dogs and Skinner's research using operant chambers.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Management and organization (jamuna group) PPTelena sopnita
1. The document summarizes an empirical analysis of Herzberg's two-factor theory of motivation as it applies to the marketing department of Jamuna Group of Industries.
2. Data was collected through surveys to analyze factors that satisfy versus dissatisfy marketing employees. The findings showed hygiene factors were generally fulfilled but intrinsic motivators were lacking.
3. Recommendations include improving working conditions, developing opportunities for skills and career growth, and focusing on intrinsic motivators to heighten motivation among marketing employees.
This document discusses theories and concepts related to motivating employees. It covers Abraham Maslow's hierarchy of needs theory, which states that satisfied needs no longer motivate and managers should focus on meeting employees' highest level of unmet needs. It also discusses McGregor's Theory X and Y about assumptions of human nature, and Herzberg's motivation-hygiene theory about factors that lead to satisfaction versus dissatisfaction. Contemporary theories discussed include the need for achievement, reinforcement theory, and expectancy theory. The document provides tips for applying motivational concepts and addressing challenges in motivating today's diverse workforces.
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 in the workplace can come from intrinsic or extrinsic factors. Intrinsically, employees seek autonomy, responsibility, and to have their higher order needs for esteem and self-actualization fulfilled through their work. Extrinsically, employees can be motivated by incentives and rewards, though natural theories of motivation argue humans are not solely driven by economic factors. Effective managers understand both intrinsic and extrinsic motivation and strive to create an environment where employees feel autonomous and can achieve their highest potential.
Motivation at Work discusses various theories of motivation including:
- Maslow's hierarchy of needs which categorizes needs from physiological to self-actualization.
- McGregor's Theory X and Y which view employee motivation differently.
- Herzberg's two-factor theory distinguishing between hygiene and motivation factors.
- Expectancy theory which predicts that effort, performance and rewards influence motivation.
- Equity theory which proposes that people compare their inputs/outcomes to others.
Bharati Airtel Ltd is an Indian telecommunications company that became the fifth largest telecom operator in the world. It uses motivation theories to drive employee performance. Specifically, it employs expectancy theory by linking employee performance to expected outcomes like rewards and recognition. It also uses goal setting theory by setting clear and challenging goals for employees. This helps improve employee performance and drives the company's success.
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
[DOCUMENT]:
MANAGING HUMAN CAPITAL
A strategic approach to people
management that focuses on the issues
that are critical to an organization's success
◦ Greater transparency on how value is created
through effective people policies and
practices will benefit organizations and their
stakeholders.
These personal assets are highly interrelated and have
implications for both individuals and organizations:
Intellectual Capital
Em
This document discusses motivation in organizational behavior. It defines motivation as internal and external factors that stimulate interest and commitment to a job. It outlines several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, expectancy theory, and job design theories. It discusses the importance of motivation for worker performance and the organization. It also covers the nature, process, components, and types of motivation. Critical analyses are provided for some of the major motivation theories.
The document summarizes several theories of motivation that attempt to explain what drives human behavior and performance at work. It discusses content theories like Maslow's hierarchy of needs theory and ERG theory, which focus on individual needs. It also discusses process theories like expectancy theory and goal-setting theory, which examine cognitive processes and thought. Additionally, it outlines theories like equity theory, Herzberg's two-factor theory, and McClelland's acquired needs theory that analyze how factors in the work environment and social comparisons influence motivation. The document provides an overview of key concepts and terms for several important motivation theories.
Motivation refers to the direction, level, and persistence of a person's effort at work. Content theories focus on individual needs while process theories examine cognitive processes that influence behavior. Needs theories suggest motivation comes from satisfying needs, like Maslow's hierarchy of needs which arranges needs from physiological to self-actualization. Equity theory proposes people are motivated to maintain equitable outcomes compared to others. Expectancy theory posits motivation results from expecting effort will lead to performance and rewards.
Motivation is an action that stimulates an individual to take a course of action, which will result in an attainment of goals, or satisfaction of certain material or psychological needs of the individual. Motivation is a powerful tool in the hands of leaders. It can persuade convince and propel people to act.
Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...FaHaD .H. NooR
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
The document discusses several theories of motivation: Cognitive Evaluation Theory proposes that extrinsic rewards can decrease intrinsic motivation; Goal Setting Theory asserts that specific, difficult goals lead to higher performance; Self Efficacy Theory involves an individual's belief in their ability to succeed; Reinforcement Theory focuses on the relationship between behaviors and consequences; Equity Theory examines fairness in compensation; and Expectancy Theory states that motivation depends on expectations of effort leading to results and rewards. The document provides details on each theory's key concepts and how they relate to understanding employee motivation.
The document discusses the MARS model of individual behavior and performance. The MARS model proposes that an individual's behavior and performance is determined by four main factors: Motivation, Abilities, Role Perception, and Situational Factors. Each of these factors is then defined in more detail, with Motivation described as the internal forces that direct behavior, Abilities referring to natural talents and learned skills, Role Perception involving understanding one's tasks and behaviors, and Situational Factors comprising environmental conditions outside an individual's control. The document then examines methods for managing employee motivation, including through needs and drives, goal setting, expectancy theory, and extrinsic/intrinsic rewards.
Hello readers, hope this posting finds you well.
This presentation is the last project in my campus for Management subjects. This slides will explaining about Motivating Employee. Hopefully, this slides can be beneficial for my readers :)
Regards,
AmythaFP
Leadership behavior influences follower satisfaction and organizational citizenship. Satisfied followers engage in behaviors that accomplish common goals. Motivation theories examine individual differences and cognitive processes that influence performance. Approaches like empowerment, operant conditioning, and situational factors also impact motivation. Leaders can increase follower satisfaction and motivation by giving meaningful work, treating people fairly, and ensuring just reward and disciplinary systems.
This document discusses theories of motivation and employee motivation. It begins by defining motivation and identifying its importance in productivity, efficiency, goal achievement and workforce stability. It then outlines several major theories of motivation, including: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; process theories such as expectancy theory and goal setting theory; and reinforcement theory. Finally, it provides examples of employee involvement programs and their implications for managers in motivating employees.
Motivation is an internal feeling and a psychological phenomenon which generates within an individual. Motivation is next to directing / leading. Managers can motivate their subordinates while guiding them.
This document summarizes the key tax implications of various asset classes in India. It discusses the tax treatment of income from cash and cash equivalents, fixed income, equity, real estate, commodities, and alternative investments. It provides details on the tax rates and rules for short-term capital gains, long-term capital gains, interest income, and business income for each asset class. The goal is to educate investors on how their returns from different investment options will be taxed under Indian tax laws.
This document is a presentation on financial statements by Vivek Bajaj. It introduces key concepts like the journal, ledger, profit and loss account, balance sheet, and cash flow statement. It explains the basic rules of accounting and how transactions are recorded in journals and ledgers. The presentation also discusses how to read and analyze important items in an annual report like footnotes, schedules, and management discussions. The goal is to help attendees understand how to create and interpret basic financial statements and evaluate companies using annual reports.
Indian EMS Industry The next Big Theme to bet on!.pdfMukul Chaudhri
The Indian EMS (electronic manufacturing services) market is expected to grow rapidly over the next few years, increasing from $36 billion currently to $135 billion by 2026. Indian EMS companies' market share is expected to grow from $14 billion currently to $81 billion by 2026, representing a compound annual growth rate of 41.1%. Key growth drivers for India's electronics industry include rising urbanization, disposable incomes, technological advancements, and government support policies. Original equipment manufacturers are increasingly looking to diversify production away from China due to rising costs and risks, presenting opportunities for India's EMS industry.
The document discusses various financial analysis techniques used to value companies, including ratios, valuation methods, and the EDGE framework. It introduces key financial ratios like return, efficiency, growth, solvency, and cash flow ratios. Valuation methods covered include discounted cash flow analysis, relative valuation using multiples like P/E, EV/Revenue, EV/EBITDA, and dividend discount models. The document promotes the EDGE framework for fundamental analysis and quarterly review of investments.
This document is a presentation on financial statements and annual reports. It begins by explaining key concepts in accounting like debits, credits, journals and ledgers. It then defines and discusses the purpose of key financial statements - the income statement, balance sheet, and cash flow statement. It also explains what an annual report is and provides tips on important sections to examine like footnotes, schedules, and management discussions. The presentation encourages analyzing these various elements to better understand a company's performance and align investment decisions.
This document provides an overview of multibagger stock analysis using relative strength and stage analysis techniques. It discusses screening for stocks with relative strength over 52 weeks above a level of 52-65 compared to benchmarks. Stage analysis techniques are described to identify stocks in basing patterns (Stage 1) that subsequently break out of those patterns and enter an advancing phase (Stage 2). Potential buy points are at the breakout of Stage 1 or new highs. Example charts of stocks like Nahar Poly, Elecon, and PG Electroplast are shown that have increased significantly after moving through these stages.
Learn2Invest Session 5-Average Market Capitalisation of Listed Companies duri...Mukul Chaudhri
The document lists 86 companies traded on Indian stock exchanges along with their stock symbols, average market capitalization over the last 6 months on different exchanges, and categorization as large cap stocks. The top 3 companies by average market capitalization are Reliance Industries Ltd at Rs. 15,02,444.35 crores, Tata Consultancy Services Ltd at Rs. 13,13,885.80 crores, and HDFC Bank Ltd at Rs. 8,50,714.18 crores. All companies listed have been categorized as large cap stocks as per SEBI guidelines.
This document summarizes the key tax implications of various asset classes in India. It discusses the tax treatment of income from cash and cash equivalents, fixed income, equity, real estate, commodities, and alternative investments. It provides details on the tax rates and rules for short-term capital gains, long-term capital gains, interest income, and business income for each asset class. The goal is to educate investors on how their returns from different investment options will be taxed under Indian tax laws.
This document summarizes a presentation on decoding the stock market universe. It discusses the primary and secondary markets, key stock exchanges and indices in India, the role of SEBI, definitions of market capitalization, large-cap, mid-cap and small-cap stocks, and how to create a stock universe using criteria like volume and free float on an Excel sheet. The presentation emphasizes regularly updating one's stock universe and tracking indices in one's sector of interest.
This document is a presentation on personal inflation rate. It discusses what inflation is, the different types of inflation, and how inflation is measured. It covers various inflation indices used in India like the wholesale price index (WPI), consumer price index (CPI), and producer price index (PPI). It also discusses how to calculate an individual's personal cost of inflation. The presentation aims to help people understand inflation and how it impacts their investment journey.
This document provides an overview of Vivek Bajaj's Learn2Invest presentation framework. The presentation covers key topics like asset classes and allocation, company valuation, risk appetite, investment strategies, and sector breakdowns. The goal is to help investors understand where and how to start their investment journey. Asset classes are grouped into cash, fixed income, equity, real estate, commodities, and alternative investments. Specific asset types like stocks, mutual funds, bonds, and REITs are also discussed.
This document is a presentation on identifying investor types and sectors. It discusses determining an investor's risk appetite, investment horizon, and whether they are an active or passive investor. It then covers the main types of sectors - value, growth, cyclical, and momentum - and provides brief definitions for each. The presentation aims to help investors narrow down their sector research based on their identified investor type.
Copper is one of the oldest metals used by humans. It is a soft, malleable, and highly conductive metal with a reddish-orange color. Copper is widely used in electrical wiring, plumbing, and roofing. In India, copper futures can be traded on the MCX exchange, with a contract size of 2.5 metric tons and delivery of physical copper. Key factors that affect copper prices include global production and consumption levels, economic growth in major countries like China and the US, inventory data, and the value of the US dollar.
Zinc is a bluish-white metal that was formally discovered in 1746. It is abundant and known for its anti-corrosive properties. Zinc can be traded through futures contracts on the MCX in India, with a contract size of 5 metric tons and a tick size of 0.05 rupees per kg. Key factors that affect zinc prices include production and consumption levels, Chinese demand and supply, global inventory data, US demand, and the overall health of the world economy. Major zinc producers include China, Peru, Australia, and the US.
Nickel is a silvery-white metal that is strongly magnetic and resistant to corrosion. It has many industrial uses including in stainless steel production. In India, nickel can be traded through futures contracts on the MCX exchange, with a contract size of 1.5 metric tons and a price quote per kilogram. Key factors that influence nickel prices include production levels from major miners like Indonesia, Chinese demand which accounts for over 50% of global consumption, inventory data, and the overall health of the global economy.
The document discusses lead, including its history, properties, trading in India, and factors that influence lead prices. Lead has been used for over 5000 years, especially in ancient Egypt for ornaments, pottery glazes, and piping. In India, lead is physically traded on the MCX, with a contract size of 5 MT and a tick size of 0.05 Rs per kg. Key factors that affect lead prices include lead production levels, Chinese demand and inventory data, the global demand outlook, competing technologies like lithium-ion batteries, and health concerns around lead exposure.
Aluminum is a lightweight, silvery-gray and highly malleable metal. It was first extracted in the early 1800s but its extraction process made it rare. Breakthroughs in the late 1800s made aluminum more abundant. Aluminum is traded on the MCX, with a contract size of 5 MT and delivery in 5000 kg units. Key factors that affect aluminum prices are Chinese production and demand, global inventory levels, and demand from the transportation and construction industries.
Crude oil is a naturally occurring unrefined petroleum product composed mainly of hydrocarbons that is extracted from geological formations beneath the Earth's surface. It has a long history of use dating back to the 18th century and is a finite resource with current reserves expected to last 53 more years. The price of crude oil is influenced by production and consumption levels globally, as well as geopolitical and economic factors. It is traded on commodities exchanges and its price impacts various industries and global markets.
Silver has been mined for over 5000 years and was used as currency by ancient Greek empires. It is a soft, white metal that is malleable and highly conductive. In India, silver can be traded through futures and options contracts on the MCX exchange, with contract sizes of 30kg, 5kg, and 1kg and a tick size of Rs. 1 per kg. Key factors that influence silver prices include production and supply/demand balances, industrial usage, inflation levels and the value of the U.S. dollar, as well as prices for gold and silver-producing stocks.
The document discusses opportunities arising from disruptions in technology. It notes that many new technologies are being adopted rapidly by consumers, changing behaviors and creating new opportunities. Disruptive technologies are constantly shaping lives and business models. New innovations are not necessarily targeting existing businesses but can end up disrupting them collaterally as behaviors change. The opportunities lie in leveraging these disruptions to develop solutions, products and services tailored for both local and global markets.
1. ◦ Provide you with a thorough understanding of
the dynamics of motivation and the ways in
which rewards can be used to motivate
employees.
◦ Examine the Content, Process, and
Reinforcement Theories of Motivation , and
◦ Take a look at the connection between
Motivation and Compensation.
1
2. MOTIVATION is the term used to describe
the forces within the individual that
account for the level, direction, and
persistence of effort expended at work.
2
3. A REWARD is a work outcome of positive
value to the individual.
◦ EXTRINSIC REWARDS are externally
administered (e.g., pay and verbal praise);
the motivational stimulus originates
outside the person.
◦ INTRINSIC REWARDS are self-
administered; they occur "naturally" as a
person performs a task. The feelings of
competency, personal development, and
self-control people experience in their
work.
3
4. Both Intrinsic and Extrinsic rewards
can help the manager to lead
effectively through motivation, and to
achieve maximum motivational
impact, it is necessary to:
◦ Respect diversity and individual
differences.
◦ Clearly understand what people want
from work.
◦ Allocate rewards to satisfy the interests
of both individuals and the organization.
4
5. Content Theory
◦ Needs are physiological and
psychological deficiencies that an
individual feels some compulsion to
eliminate.
Process Theory
◦ People give meaning to rewards and the
work opportunities available to them.
Reinforcement Theory
◦ People's behavior is influenced by its
environmental consequences.
5
6. Maslow's Hierarchy of Needs Theory
◦ Lower Order Needs
Physiological
Safety
Social
◦ Higher Order Needs
Esteem
Self-actualization
6
7. Deficit Principle
◦ Holds that a satisfied need is not a motivator of
behavior; people act to satisfy needs in
which a deficit exists.
Progression Principle
◦ Holds that the five needs exist in a strict
hierarchy of prepotency such that a need at one
level doesn't become activated until the next
lower-level need is satisfied.
7
8. An extension of Maslow's theory that
proposes the existence of three needs
as opposed to five.
◦ Existence Needs: Desires for physiological
and material well-being.
◦ Relationship Needs: Desires for satisfying
interpersonal relationships.
◦ Growth Needs: Desires for continued
psychological growth and development.
8
9. ERG Theory
◦ Does not assume that lower-level needs must
be satisfied before higher-level needs become
activated and,
◦ This theory includes a unique " frustration-
regression " principle whereby an already
satisfied lower-level need becomes reactivated
when a higher-level need is frustrated.
9
10. Hygiene Factors
◦ Working Conditions
◦ Interpersonal Relations
◦ Organizational Policies
◦ Quality of Supervision
◦ Base Wage or Salary
Improvements in Hygiene Factors can
prevent and/or eliminate job
dissatisfaction; they will not improve
job satisfaction.
10
11. Satisfier Factors
◦ Sense of Achievement
◦ Feeling of Recognition
◦ Sense of Responsibility
◦ Opportunity for Advancement
◦ Feelings of Personal Growth
Improvements in Satisfier Factors can
increase job satisfaction; they will not
prevent job dissatisfaction.
11
12. David McClelland proposes that people
acquire needs through their life
experiences.
He uses a Thematic Apperception Test
(TAT) to measure the strengths of three
acquired needs:
Achievement - Power - Affiliation
12
13. ◦ Need for Achievement ( nAch)
The desire to do something better or more
efficiently, to solve problems, or to master complex
tasks.
◦ Need for Power (nPower)
The desire to control other persons, to influence
their behavior, or to be responsible for other
people. A finer distinction can be made between:
13
14. The need for Personal Power and,
The need for Social Power
◦ Need for Affiliation ( nAff)
The desire to establish and maintain friendly and
warm relations with other persons.
14
15. The most important need for executive
success is the need for social power.
Persons with a high need for affiliation
may not make the best managers.
While nPower is often accompanied by a
high need for achievement the later need
in itself is not consistently associated with
executive success.
15
16. Equity Theory
◦ Asserts that when people
believe that they have been
treated inequitably in
comparison to others, they
eliminate the discomfort and
restore equity.
16
17. Equity Theory (cont)
◦ Perceived Equity - occurs whenever a
person perceives that their
personal rewards/inputs ratio is
equivalent to the rewards/inputs
ratio of a comparison other .
◦ Perceived Inequity - occurs whenever
one's rewards/input ratio is
perceived to be unequal...
17
18. “ People will do what they can do when
they want to do it.” The question is ‘what
makes them want to do it?’
Vroom suggests that the motivation to
work depends on the relationships
between the following three expectancy
factors:
18
19. Expectancy: A person's belief that
working hard will result in a desired
level of task performance.
Instrumentality: A person's belief
that successful task performance will
be followed by rewards and other
potential outcomes.
Valence: The value a person
assigns to possible rewards and
other work-related outcomes.
19
20. Implies that for motivation to be high,
Expectancy, Instrumentality and Valence
must be high.
Motivation =
Expectancy x Instrumentality x Valence
A zero at any location on the right side of
the equation will result in zero motivation.
20
21. To Maximize Expectancy
◦ Select workers with ability
◦ Train workers to use ability
◦ Support work effort
◦ Clarify performance goals
21
22. To Maximize Instrumentality
◦ Clarify psychological contracts
◦ Communicate performance-
outcome possibilities
◦ Demonstrate what rewards are
contingent on performance
To Maximize Valence
◦ ID needs and adjust rewards to
match
22
23. The basic premise is that well-set and
well-managed task goals are important
sources for motivation.
Task goals ,
in the form of clear and
desirable performance targets,
◦ Provide direction,
◦ Energize persistent long-term work efforts,
◦ Clarify performance expectations, and
◦ Serve as a basis for feedback.
23
24. Set Specific Goals
Set Challenging Goals
Build Goal Acceptance and Commitment
Clarify Goal Priorities
Reward Goal Accomplishment
Management-by-Objectives ( MBO )
is one example of a goal-setting
system which promotes participation .
24
25. Unlike the prior motivation theories
which rely on cognitive explanations of
behavior, reinforcement theory focuses
instead on the impact which external
environmental consequences have on
behavior.
The law of effects states that behavior
followed by pleasant consequences is
likely to be repeated; behavior followed
by unpleasant consequences is not
likely to be repeated.
25
26. Operant Conditioning
◦ A term popularized by B. F.
Skinner, is the process of
controlling behavior by
manipulating its consequences;
i.e., learning by reinforcement.
26
27. Organizational Behavior
Modification
◦ Involves the application of operant
conditioning techniques to
influence human behavior in work
settings. (Reinforcing desirable
behaviors while denying
reinforcement for unwanted
behaviors.) 27
28. There Are Two Types of Reinforcement:
◦ Positive Reinforcement
Increases the frequency of a behavior through
the contingent presentation of a desirable
consequence.
◦ Negative Reinforcement
Increases the frequency of a behavior through
the contingent removal of an undesirable
consequence.
28
29. 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 a pleasant
consequence. 29
30. Law of Contingent Reinforcement
◦ In order for a reward to have maximum
reinforcing value, it must be delivered only if the
desired behavior is exhibited.
Law of Immediate Reinforcement
◦ The more immediate the delivery of a
reward after the occurrence of a desirable
behavior, the greater the reinforcing value of
the reward.
30
31. Shaping
◦ The creation of a new behavior by the
positive reinforcement of successive
approximations of the desired
behavior.
Intermittent reinforcement only rewards behavior
periodically.
Continuous reinforcement administers a reward
each time a desired behavior occurs.
31
32. Clearly identify desired work behaviors
Maintain diverse inventory of rewards
Inform everyone what must be done to
get rewards.
Recognize individual differences when
allocating rewards.
Follow the laws of immediate and
contingent reinforcements.
32
33. Tell the person what is being done
wrong.
Tell the person what is right.
Make sure the punishment matches the
behavior.
Administer the punishment in private.
Follow the laws of immediate and
contingent reinforcement.
33
34. There is considerable debate over the
ethics of using OB MOD to influence
behavior.
But as the text notes, "the real
question may be not whether it is
ethical to control behavior, but
whether it is ethical not to control
behavior well enough that the goals of
both the organization and the
individual are well served."
34
35. Motivation leads to Effort which, along
with appropriate Abilities and
Organizational Support, lead to
Performance.
This model illustrates how Rewards for
performance, when they are perceived as
Equitable and possess Reinforcement
Value, can produce satisfaction.
35
36. Incentive Compensation Systems
◦ Bonus systems in which employees at all
levels participate.
◦ Bonus Pay Plans
◦ Profit-Sharing Plans
◦ Gain-Sharing Plans
◦ Employee Stock Ownership Plans
36
37. Pay for Knowledge
◦ Skill-based pay ties pay to the number of job-
relevant skills an employee masters.
Entrepreneurial pay requires individuals to
put part of their pay at risk, in return for
the right to pursue entrepreneurial ideas,
and share in any resulting profits.
37