The document provides an overview of motivation and several theories of motivation:
[1] It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
[2] It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
[3] It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
The document discusses various theories of motivation including Maslow's hierarchy of needs, expectancy theory, equity theory, goal setting theory, and reinforcement theory. It examines both intrinsic and extrinsic rewards and how they can be used to motivate employees. The importance of motivation in management is also addressed as motivating employees leads to better teamwork, productivity, and overall business success.
The document discusses various aspects of human resource management (HRM) including definitions, key operative functions, motivation theories, and goal setting. It defines HRM and outlines its main operative functions as procurement, training and development, compensation, integration, maintenance, and separation. Several motivation theories are also summarized, including Maslow's hierarchy of needs, Herzberg's two-factor theory, equity theory, reinforcement theory, and expectancy theory. Goal setting theory and the concept of SMART goals are briefly explained as well.
The document discusses various theories of motivation. It begins by defining motivation and exploring its key elements. It then examines several prominent content theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and McClelland's learned needs theory. Process theories such as Alderfer's ERG theory are also summarized. The document analyzes each theory, provides examples and implications, and notes some common criticisms of the theories. Overall, the document provides an overview of important motivation theories from a content and process perspective.
Management can determine employee motivation levels through various strategies including surveys, analyzing key drivers of motivation, and ensuring goals are aligned between the organization and employees. Expectancy theory proposes that motivation depends on expectancy, instrumentality, and valence. Expectancy is the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in a reward. Valence refers to the value an employee places on the reward. The theory helps predict motivation if expectations are clearly defined, performance is tied to rewards, and employees value the rewards. However, it focuses only on extrinsic motivation and may not apply if employees lack ability or resources. It also assumes goals and needs remain stable over time.
The document discusses various theories of motivation and leadership. It defines key motivation concepts like intrinsic/extrinsic motivation, expectancy theory, need theories, equity theory, goal setting theory, and learning theories. It also defines leadership, discusses power sources and styles, and theories like trait, behavior, contingency, path-goal, transformational, and transactional leadership. Motivation and leadership are influenced by individual and situational factors and effective motivation and leadership can improve performance.
This document provides an overview of motivation. It defines motivation as a process that begins with a need and drives goal-directed behavior. Motivation can be intrinsic, coming from within an individual, or extrinsic, coming from outside rewards or punishments. Several theories of motivation are discussed, including Maslow's hierarchy of needs which posits that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. Financial and non-financial motivational factors for employees are examined, including pay, benefits, recognition, and career growth opportunities. The importance and objectives of motivation in the workplace are also covered.
This document provides an overview of motivation theories including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs. It proposes that lower level needs must be satisfied before higher needs.
- McGregor's Theory X and Theory Y which describe assumptions managers have about employees - Theory X sees employees as lazy and Theory Y sees them as ambitious and self-motivated.
- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
The document discusses various theories of motivation including Maslow's hierarchy of needs, expectancy theory, equity theory, goal setting theory, and reinforcement theory. It examines both intrinsic and extrinsic rewards and how they can be used to motivate employees. The importance of motivation in management is also addressed as motivating employees leads to better teamwork, productivity, and overall business success.
The document discusses various aspects of human resource management (HRM) including definitions, key operative functions, motivation theories, and goal setting. It defines HRM and outlines its main operative functions as procurement, training and development, compensation, integration, maintenance, and separation. Several motivation theories are also summarized, including Maslow's hierarchy of needs, Herzberg's two-factor theory, equity theory, reinforcement theory, and expectancy theory. Goal setting theory and the concept of SMART goals are briefly explained as well.
The document discusses various theories of motivation. It begins by defining motivation and exploring its key elements. It then examines several prominent content theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and McClelland's learned needs theory. Process theories such as Alderfer's ERG theory are also summarized. The document analyzes each theory, provides examples and implications, and notes some common criticisms of the theories. Overall, the document provides an overview of important motivation theories from a content and process perspective.
Management can determine employee motivation levels through various strategies including surveys, analyzing key drivers of motivation, and ensuring goals are aligned between the organization and employees. Expectancy theory proposes that motivation depends on expectancy, instrumentality, and valence. Expectancy is the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in a reward. Valence refers to the value an employee places on the reward. The theory helps predict motivation if expectations are clearly defined, performance is tied to rewards, and employees value the rewards. However, it focuses only on extrinsic motivation and may not apply if employees lack ability or resources. It also assumes goals and needs remain stable over time.
The document discusses various theories of motivation and leadership. It defines key motivation concepts like intrinsic/extrinsic motivation, expectancy theory, need theories, equity theory, goal setting theory, and learning theories. It also defines leadership, discusses power sources and styles, and theories like trait, behavior, contingency, path-goal, transformational, and transactional leadership. Motivation and leadership are influenced by individual and situational factors and effective motivation and leadership can improve performance.
This document provides an overview of motivation. It defines motivation as a process that begins with a need and drives goal-directed behavior. Motivation can be intrinsic, coming from within an individual, or extrinsic, coming from outside rewards or punishments. Several theories of motivation are discussed, including Maslow's hierarchy of needs which posits that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. Financial and non-financial motivational factors for employees are examined, including pay, benefits, recognition, and career growth opportunities. The importance and objectives of motivation in the workplace are also covered.
This document provides an overview of motivation theories including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs. It proposes that lower level needs must be satisfied before higher needs.
- McGregor's Theory X and Theory Y which describe assumptions managers have about employees - Theory X sees employees as lazy and Theory Y sees them as ambitious and self-motivated.
- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
Theories of Motivation in Organizational BehaviorMasum Hussain
Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
it includes meaning, nature, importance, theories of motivation, Maslow theory, Herzberg theory, MC Gregor Theory, types, process, tools and sound motivation system
Motivation is a complex psychological process that influences human behavior. This document discusses several theories of motivation including Equity Theory and Theory Z. Equity Theory proposes that employees are motivated by a desire to be treated fairly in relation to others based on their inputs and outcomes. Theory Z focuses on trust, subtlety, and intimacy between employees and management to improve productivity. The document also covers types and tools of motivation such as rewards, job design, empowerment, and participative management. It emphasizes the importance of motivation for achieving organizational goals and improving performance.
East and west cultural differences can impact work motivation and work-life balance. Some key differences include that eastern cultures emphasize relationships and community over individualism, hierarchy and respect for authority, and family responsibilities taking precedence over work. Western cultures tend to be more individualistic, emphasize equality, prioritize work goals, and value independence. To motivate Indian workers, managers should understand individual needs and life stages, use flexibility, recognize non-financial motivators, and help with career development rather than solely relying on compensation. Maintaining work-life balance is important for employee well-being and productivity across generations.
This document discusses several topics related to professional ethics and responsibilities in the workplace:
1. It outlines the importance of professional codes of ethics in establishing guidelines and expectations for socially acceptable behavior.
2. It discusses the rights and responsibilities of both employees and employers, including the right to fair treatment, safe working conditions, and whistleblowing.
3. The document also covers concepts like corporate social responsibility, conflicts of interest, maintaining appropriate personal and professional boundaries, and changing views around organizational loyalty.
The document defines motivation and explains its importance to organizations. It discusses several theories of motivation, including:
- Maslow's hierarchy of needs, which proposes that lower level needs must be met before higher level needs.
- Herzberg's two-factor theory, distinguishing between motivator and hygiene factors.
- Expectancy theory, which suggests people behave based on expected outcomes and their likelihood.
The document emphasizes the role of motivation in maximizing employee performance and achieving organizational goals.
Here are the key similarities and differences between Maslow's and McGregor's approaches to motivation:
- Both recognize that people have a variety of motivational needs beyond just financial compensation. Money is not the only motivator.
- Maslow's hierarchy of needs focuses on the progression of satisfying different types of needs from basic to more advanced. McGregor's Theory X and Theory Y focus more on managers' underlying assumptions about workers' motivations.
- A key difference is that Maslow's model is more psychological and focuses on individuals, while McGregor's looks at motivation from an organizational behavior and management perspective.
- Maslow's approach is more simplistic in viewing needs as satisfied sequentially, while
This document discusses theories of motivation and leadership. It explains that motivation depends on factors like understanding followers' needs, creating goals, expectations of rewards, and perceptions of fairness. Effective leaders consider situational factors, individual differences, and organizational systems that can impact employee motivation, performance, and satisfaction. The document compares various motivational theories and their implications for leadership.
The document discusses different theories of motivation. It describes content theories, which focus on individual needs, and process theories, which examine cognitive processes that influence behavior. It also discusses needs theories proposed by Maslow and Alderfer, as well as McClelland's acquired needs theory. Herzberg's two-factor theory distinguishes between hygiene and motivator factors that influence job satisfaction. The integrated model combines reinforcement, equity, content, and expectancy theories of motivation. The document also covers different types of rewards used in organizations, including intrinsic and extrinsic rewards as well as various pay-for-performance programs.
Debate 7 Money is the dominant motivator (1)sehaj kaur
The document argues that money is the dominant motivator for employees. It makes four main points:
1. Money motivates people to work harder, as extra money provides incentive to increase productivity.
2. Monetary incentives encourage competition between employees to raise standards and performance.
3. Money provides a simple way for companies to reward workers for their efforts and achievements.
4. Money can motivate all types of workers, from entry-level positions to executives, making it universally appealing.
The document uses theories like Maslow's hierarchy of needs and scientific management to support the position that money fulfills basic human needs and drives behavior. It concludes that rewarding employees financially leads to increased effort, competition
This document discusses various theories and concepts related to motivation. It covers Maslow's hierarchy of needs theory which outlines physiological, safety, love, esteem, and self-actualization needs. It also discusses McGregor's Theory X and Theory Y, which propose different assumptions about employee motivation. Additionally, it outlines different job design approaches like job specialization, rotation, enlargement, enrichment, and empowerment that can be used to motivate employees, as well as intrinsic and extrinsic rewards systems.
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
Motivation in Organization Behaviour pdfSadiahAhmad
This document discusses motivation in organizational behavior and management. It defines motivation as the process of stimulating people to action to accomplish goals. There are several theories discussed, including:
1. Maslow's Hierarchy of Needs Theory which proposes that people are motivated to fulfill five basic needs: physiological, safety, social, esteem, and self-actualization.
2. Herzberg's Two-Factor Theory which categorizes motivators that improve satisfaction (such as achievement and recognition) separately from hygiene factors that prevent dissatisfaction (such as salary and job security).
3. The importance of motivation for organizations is that it utilizes human resources, improves employee efficiency, leads to achieving goals, builds relationships, and
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.
The document discusses the importance of motivating employees in business. It explains that human resources are critical for an organization's success and managers must effectively manage their employees. The relationship between employers and employees is symbiotic - employers expect commitment and quality work from staff, while employees expect fair treatment, career opportunities, suitable work, and a good working environment. The document then provides a brief history of motivation theories, including early carrot-and-stick methods and the rise of industrial psychology focusing on worker well-being. Abraham Maslow's hierarchy of needs is discussed as an influential motivation model comprising physiological, safety, belongingness, esteem and self-actualization needs.
Motivational theories and their application on students’Poonam_Jindal
This document discusses various motivational theories and their application to student motivation. It provides an overview of Abraham Maslow's hierarchy of needs theory, Douglas McGregor's Theory X and Theory Y, Frederick Herzberg's hygiene and motivational factors theory, Victor Vroom's valence expectancy theory, and equity theory. It explains how these theories can help faculty understand student motivation and the importance of motivation in the learning process. Faculty are encouraged to apply the theories to create an interactive learning environment that supports different student types and links coursework to students' goals and expectations.
Este documento discute el uso de la plataforma Moodle en la educación. Propone que las tecnologías deben usarse para satisfacer necesidades educativas, no solo deseos. Explica los beneficios que encuentran directores, docentes y estudiantes en el uso de las tecnologías de la información y la comunicación (TIC) en la educación. También describe iniciativas del colegio Huascarán para integrar capacidades, metodologías y herramientas TIC en el proceso educativo.
Este documento describe cuatro componentes esenciales de la iniciativa de seguridad empresarial: diseño seguro, seguridad predeterminada, comunicación y actualizaciones de seguridad. También resume los tipos de autenticación en SQL Server 2008, incluida la autenticación básica, Kerberos, implícita, integrada y NTLM. Además, detalla los tipos de permisos como CONTROL, ALTER y tomar posesión, y cómo SQL Server 2008 protege los metadatos de seguridad.
Este documento presenta un resumen crítico de la dictadura militar en Argentina luego del golpe de estado de 1955. Señala que la dictadura usó la fuerza y la calumnia para tomar el poder de forma ilegítima e ilegal, violando los derechos del pueblo y masacrando a ciudadanos. También critica que los gobiernos militares suelen ser incapaces e ignorantes, y que usan la violencia en lugar de gobernar con razón y derecho.
Theories of Motivation in Organizational BehaviorMasum Hussain
Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
it includes meaning, nature, importance, theories of motivation, Maslow theory, Herzberg theory, MC Gregor Theory, types, process, tools and sound motivation system
Motivation is a complex psychological process that influences human behavior. This document discusses several theories of motivation including Equity Theory and Theory Z. Equity Theory proposes that employees are motivated by a desire to be treated fairly in relation to others based on their inputs and outcomes. Theory Z focuses on trust, subtlety, and intimacy between employees and management to improve productivity. The document also covers types and tools of motivation such as rewards, job design, empowerment, and participative management. It emphasizes the importance of motivation for achieving organizational goals and improving performance.
East and west cultural differences can impact work motivation and work-life balance. Some key differences include that eastern cultures emphasize relationships and community over individualism, hierarchy and respect for authority, and family responsibilities taking precedence over work. Western cultures tend to be more individualistic, emphasize equality, prioritize work goals, and value independence. To motivate Indian workers, managers should understand individual needs and life stages, use flexibility, recognize non-financial motivators, and help with career development rather than solely relying on compensation. Maintaining work-life balance is important for employee well-being and productivity across generations.
This document discusses several topics related to professional ethics and responsibilities in the workplace:
1. It outlines the importance of professional codes of ethics in establishing guidelines and expectations for socially acceptable behavior.
2. It discusses the rights and responsibilities of both employees and employers, including the right to fair treatment, safe working conditions, and whistleblowing.
3. The document also covers concepts like corporate social responsibility, conflicts of interest, maintaining appropriate personal and professional boundaries, and changing views around organizational loyalty.
The document defines motivation and explains its importance to organizations. It discusses several theories of motivation, including:
- Maslow's hierarchy of needs, which proposes that lower level needs must be met before higher level needs.
- Herzberg's two-factor theory, distinguishing between motivator and hygiene factors.
- Expectancy theory, which suggests people behave based on expected outcomes and their likelihood.
The document emphasizes the role of motivation in maximizing employee performance and achieving organizational goals.
Here are the key similarities and differences between Maslow's and McGregor's approaches to motivation:
- Both recognize that people have a variety of motivational needs beyond just financial compensation. Money is not the only motivator.
- Maslow's hierarchy of needs focuses on the progression of satisfying different types of needs from basic to more advanced. McGregor's Theory X and Theory Y focus more on managers' underlying assumptions about workers' motivations.
- A key difference is that Maslow's model is more psychological and focuses on individuals, while McGregor's looks at motivation from an organizational behavior and management perspective.
- Maslow's approach is more simplistic in viewing needs as satisfied sequentially, while
This document discusses theories of motivation and leadership. It explains that motivation depends on factors like understanding followers' needs, creating goals, expectations of rewards, and perceptions of fairness. Effective leaders consider situational factors, individual differences, and organizational systems that can impact employee motivation, performance, and satisfaction. The document compares various motivational theories and their implications for leadership.
The document discusses different theories of motivation. It describes content theories, which focus on individual needs, and process theories, which examine cognitive processes that influence behavior. It also discusses needs theories proposed by Maslow and Alderfer, as well as McClelland's acquired needs theory. Herzberg's two-factor theory distinguishes between hygiene and motivator factors that influence job satisfaction. The integrated model combines reinforcement, equity, content, and expectancy theories of motivation. The document also covers different types of rewards used in organizations, including intrinsic and extrinsic rewards as well as various pay-for-performance programs.
Debate 7 Money is the dominant motivator (1)sehaj kaur
The document argues that money is the dominant motivator for employees. It makes four main points:
1. Money motivates people to work harder, as extra money provides incentive to increase productivity.
2. Monetary incentives encourage competition between employees to raise standards and performance.
3. Money provides a simple way for companies to reward workers for their efforts and achievements.
4. Money can motivate all types of workers, from entry-level positions to executives, making it universally appealing.
The document uses theories like Maslow's hierarchy of needs and scientific management to support the position that money fulfills basic human needs and drives behavior. It concludes that rewarding employees financially leads to increased effort, competition
This document discusses various theories and concepts related to motivation. It covers Maslow's hierarchy of needs theory which outlines physiological, safety, love, esteem, and self-actualization needs. It also discusses McGregor's Theory X and Theory Y, which propose different assumptions about employee motivation. Additionally, it outlines different job design approaches like job specialization, rotation, enlargement, enrichment, and empowerment that can be used to motivate employees, as well as intrinsic and extrinsic rewards systems.
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
Motivation in Organization Behaviour pdfSadiahAhmad
This document discusses motivation in organizational behavior and management. It defines motivation as the process of stimulating people to action to accomplish goals. There are several theories discussed, including:
1. Maslow's Hierarchy of Needs Theory which proposes that people are motivated to fulfill five basic needs: physiological, safety, social, esteem, and self-actualization.
2. Herzberg's Two-Factor Theory which categorizes motivators that improve satisfaction (such as achievement and recognition) separately from hygiene factors that prevent dissatisfaction (such as salary and job security).
3. The importance of motivation for organizations is that it utilizes human resources, improves employee efficiency, leads to achieving goals, builds relationships, and
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.
The document discusses the importance of motivating employees in business. It explains that human resources are critical for an organization's success and managers must effectively manage their employees. The relationship between employers and employees is symbiotic - employers expect commitment and quality work from staff, while employees expect fair treatment, career opportunities, suitable work, and a good working environment. The document then provides a brief history of motivation theories, including early carrot-and-stick methods and the rise of industrial psychology focusing on worker well-being. Abraham Maslow's hierarchy of needs is discussed as an influential motivation model comprising physiological, safety, belongingness, esteem and self-actualization needs.
Motivational theories and their application on students’Poonam_Jindal
This document discusses various motivational theories and their application to student motivation. It provides an overview of Abraham Maslow's hierarchy of needs theory, Douglas McGregor's Theory X and Theory Y, Frederick Herzberg's hygiene and motivational factors theory, Victor Vroom's valence expectancy theory, and equity theory. It explains how these theories can help faculty understand student motivation and the importance of motivation in the learning process. Faculty are encouraged to apply the theories to create an interactive learning environment that supports different student types and links coursework to students' goals and expectations.
Este documento discute el uso de la plataforma Moodle en la educación. Propone que las tecnologías deben usarse para satisfacer necesidades educativas, no solo deseos. Explica los beneficios que encuentran directores, docentes y estudiantes en el uso de las tecnologías de la información y la comunicación (TIC) en la educación. También describe iniciativas del colegio Huascarán para integrar capacidades, metodologías y herramientas TIC en el proceso educativo.
Este documento describe cuatro componentes esenciales de la iniciativa de seguridad empresarial: diseño seguro, seguridad predeterminada, comunicación y actualizaciones de seguridad. También resume los tipos de autenticación en SQL Server 2008, incluida la autenticación básica, Kerberos, implícita, integrada y NTLM. Además, detalla los tipos de permisos como CONTROL, ALTER y tomar posesión, y cómo SQL Server 2008 protege los metadatos de seguridad.
Este documento presenta un resumen crítico de la dictadura militar en Argentina luego del golpe de estado de 1955. Señala que la dictadura usó la fuerza y la calumnia para tomar el poder de forma ilegítima e ilegal, violando los derechos del pueblo y masacrando a ciudadanos. También critica que los gobiernos militares suelen ser incapaces e ignorantes, y que usan la violencia en lugar de gobernar con razón y derecho.
2011 02-11 plan de sesion - instalacion so xp y 7Alberto Vargas
El documento describe el proceso de instalación de los sistemas operativos Windows 7 y XP. Incluye los pasos de preparación de la unidad de instalación, configuración del BIOS, particionado y formateo del disco duro, copia de archivos, y configuración inicial del sistema operativo. Explica también cómo instalarlos desde una memoria USB siguiendo pasos similares.
The document outlines an agenda for a data dive meeting to analyze student data from Castle High School. It includes instructions for participants to break into groups and complete two tasks: 1) brainstorm questions about the data and 2) identify the biggest areas of concern and strengths. The overall goals are to analyze the school's data and inform the data sub-team on next steps. Ground rules for the discussion emphasize putting students first and maintaining an inclusive, respectful environment.
Case study: Social media and consumer electronicsBrandwatch
The Social Studies Group used Brandwatch to excel business performance for a consumer electronics giant. More info: http://www.brandwatch.com/2013/07/case-study-how-the-social-studies-group-used-social-media-monitoring-to-aid-netnography/
El documento proporciona una guía práctica de 53 pasos para utilizar Microsoft Excel. Incluye instrucciones sobre cómo abrir el programa, explorar las barras de herramientas, cambiar el nombre y tamaño de hojas, insertar y eliminar filas y columnas, aplicar formatos, crear fórmulas, sumas, restas, multiplicaciones y divisiones, construir facturas y nóminas, ordenar datos, crear filtros e insertar gráficos.
Este documento proporciona información sobre los teléfonos inteligentes o smartphones. Explica que un smartphone es un teléfono móvil que permite instalar aplicaciones adicionales para ampliar su procesamiento de datos y conectividad. Luego describe algunas de las características clave de los smartphones, incluyendo su capacidad para realizar múltiples tareas al mismo tiempo de manera similar a una computadora personal, y su uso común por personas que necesitan acceso constante a correo electrónico e Internet. Finalmente, menciona algunas características especí
The document discusses routers and the OSI reference model. It provides details on each of the 7 layers of the OSI model and what they are used for. The physical layer deals with transmission of raw data while the upper layers like application layer deal with application-specific functions. Routers operate at layer 3 and use IP addressing to forward packets between different networks by using routing tables maintained by routing protocols.
Tell-N-Sell current issues April 17th - April 23rd, 2014John Smith
This document contains classified advertisements from a newspaper. It includes ads for vehicles like trucks, cars, SUVs, and RVs for sale. There are also ads for auto parts, services like car rentals and towing, as well as real estate listings. The ads range in price from free to $39,990 and include makes and models from various years.
The document discusses various theories of motivation. It begins by explaining Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill basic needs first, and then progress to fulfilling higher-level needs for esteem, belonging, and self-actualization. Next, it summarizes McGregor's Theory X and Theory Y, which describe assumptions about employee motivation and the appropriate management styles. It then provides an overview of Herzberg's two-factor theory of motivation and hygiene factors. The document also briefly explains ERG theory and McClelland's theory of needs focused on achievement, power and affiliation. It concludes with discussing implications of these theories for managers in motivating employees.
Motivation is an inner psychological force that activates and directs behavior toward goals. It stems from needs and wants and is influenced by individual traits and learning. Highly motivated employees tend to work more efficiently and be more productive.
Maslow's hierarchy of needs proposes that people are motivated to fulfill physiological, safety, social, esteem and self-actualization needs in that order. ERG theory is an alternative that groups these needs into existence, relatedness and growth. McClelland's needs theory identifies the needs for power, affiliation and achievement as key motivators. Expectancy theory and equity theory are process-based theories that explain how motivation occurs based on desired outcomes and perceptions of fair treatment.
This document discusses several theories of motivation. It begins by outlining the importance of motivation in the workplace in reducing turnover and absenteeism. Maslow's hierarchy of needs is described, with physiological, safety, social, esteem, and self-actualization needs. McGregor's Theory X and Theory Y are covered, contrasting assumptions about employee work preferences. Herzberg's two-factor theory distinguishes between hygiene factors like pay that prevent dissatisfaction and motivational factors like recognition that create satisfaction.
This document discusses various theories and concepts related to motivation. It covers Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, love, esteem and self-actualization needs. It also discusses McGregor's Theory X and Theory Y about management assumptions regarding employee motivation. Additionally, it outlines different job design approaches and how rewards can be used to motivate employees intrinsically or extrinsically.
Personality Development - Motivation.pptxShijuNair8
This document discusses motivation and its sources and theories. It defines motivation as an unsatisfied need that creates tension and drives goal-directed behavior. Motivation can come from positive or negative sources within or outside an individual. Maslow's hierarchy of needs theory states that people are motivated to fulfill physiological, safety, love, esteem and self-actualization needs in that order. The job itself, recognition, achievement, responsibility and growth opportunities are also described as important motivational factors.
1. Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of growth opportunities, or poor management.
2. There are several motivational theories that can help organizations understand what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary.
3. To motivate employees, leaders should recognize individual needs, encourage growth, act as role models, and create a supportive environment. Understanding what employees want, like fair treatment or meaningful work, can help
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
The document discusses motivation and leadership. It defines motivation as stimulating people to action to accomplish goals. Motivation can be intrinsic, such as a sense of achievement, or extrinsic, such as pay or promotion. Theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, and McGregor's Theory X and Theory Y. Good leadership characteristics include empathy, honesty, and providing direction. Leadership is defined as motivating a group to achieve a common goal through inspiration and guidance.
The document discusses motivation and its importance in the workplace. It defines motivation and discusses different theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, and Vroom's expectancy theory. The document also discusses types of motivation, including positive and negative motivation, and techniques to increase motivation such as financial and non-financial motivators. Finally, it discusses the role and functions of managers in creating a motivating work environment.
Motivation is important for employees to accomplish organizational goals. It helps satisfy employee needs and improves performance. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's Theory X and Y. Motivation can be achieved through monetary incentives like wages as well as non-monetary incentives like recognition. Effective communication is also important for motivation and includes formal downward, upward, and horizontal communication as well as informal grapevine networks.
Motivation refers to stimulating people to action to accomplish desired goals. It is important as it helps satisfy employee needs, improves attitudes and efficiency, and introduces changes. The motivation process involves unsatisfied needs creating tension that drives behavior to reduce tension through goal achievement. There are positive and negative types of motivation as well as monetary and non-monetary types. Traditional motivation theories focused on fear, punishment and rewards while modern theories examine needs, job factors, and employee assumptions. Motivation can be driven through factors addressing physiological, safety, social, esteem and self-actualization needs as well as motivators and hygiene factors in the workplace.
In this PPT we cover
1. What is motivation?
2. 3 components of motivation
3. Motivation Process
4. Motivation and need satisfaction
5. Characteristics of motivation
6.Types of motivations
7.Types of motivators
8. Motivation theories
-Maslow's hierarchy of needs
-Herzberg's Two Factor Theory
-McGregors X & Y Theory
- Vrooms Expectancy Theory
- Alderfer's ERG Theory
- McClleland's Learned Needs Theory
9. Motivating and Engaging Employees
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
Motivation refers to factors that direct and energize behavior. There are two categories of motives: primary motives related to basic biological needs, and secondary motives related to psychological needs. Motivation comes from both intrinsic factors within an individual and extrinsic factors outside the individual like rewards and incentives. Herzberg's two-factor theory identifies motivators like achievement, recognition, and responsibility that improve job satisfaction, and hygiene factors like salary, status, and job security whose absence can cause dissatisfaction. The ideal situation has high levels of both motivators and hygiene factors.
This document summarizes several theories of motivation:
- McClelland's theory of needs proposes that human behavior is motivated by three needs: achievement, power, and affiliation.
- Herzberg's two-factor theory distinguishes between motivating factors like achievement and responsibility, and hygiene factors like salary and work conditions.
- Maslow's hierarchy of needs arranges human needs in a pyramid from basic physiological needs to self-actualization.
- McGregor's Theory X and Theory Y describe differing assumptions about employee motivation, with Theory X assuming employees dislike work and Theory Y assuming they find it fulfilling.
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 is an important factor that encourages employees to perform at their best and helps organizations achieve their goals. Motivation involves biological, emotional, social and cognitive forces that activate behavior. There are intrinsic motivations like doing a puzzle for enjoyment, and extrinsic motivations like rewards and recognition from others. Positive motivation uses rewards to encourage goal achievement, while negative motivation relies on fear and potential punishment. A person's motivation comes from their needs, goals and desire for satisfaction, and is an ongoing process.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How MJ Global Leads the Packaging Industry.pdfMJ Global
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United States as of 2022. The stylish puppy has ascended the
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
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Income Tax exemption for Start up : Section 80 IAC
Lesson20 motivation&itstheories
1. Lesson:-20
MOTIVATION & ITS THEORIES
Welcome to today’s lesson on motivation. We have appreciated earlier the importance
of motivation in determining human behaviour . In today’s module we will review the
concept of motivation and various theories of motivation.
Motivation is a process that starts with a physiological or psychological need that
activates a behavior or a drive that is aimed at a goal.
Every employee is expected to show increased and qualitative productivity by the
manager. To achieve this the behavior of the employee is very important. The behavior of
the employees is influenced by the environment in which they find themselves. Finally,
an employee's behavior will be a function of that employee's innate drives or felt needs
and the opportunities he or she has to satisfy those drives or needs in the workplace
If employees are never given opportunities to utilize all of their skills, then the employer
may never have the benefit of their total performance. Work performance is also
contingent upon employee abilities. If employees lack the learned skills or innate talents
to do a particular job, then performance will be less than optimal. A third dimension of
performance is motivation.
2. “Motivation is the act of stimulating someone or oneself to get desired course of action,
to push right button to get desired reactions.”
The following are the features of motivation :
• Motivation is an act of managers
• Motivation is a continuous process
• Motivation can be positive or negative
• Motivation is goal oriented
• Motivation is complex in nature
• Motivation is an art
• Motivation is system-oriented
• Motivation is different from job satisfaction
•
MOTIVATIONAL FACTORS
There are several factors that motivate a person to work. The motivational factors can be
broadly divided into two groups:
I. MONETARY FACTORS:
Salaries or wages:
Salaries or wages is one of the most important motivational
factors. Reasonable salaries must be paid on time. While fixing
salaries the organization must consider such as :
• Cost of living
• Company ability to pay
• Capability of company to pay etc,
Bonus:
It refers to extra payment to employee over and above salary given as an
incentive. The employees must be given adequate rate of bonus.
3. Incentives:
The organization may also provide additional incentives such as medical
allowance, educational allowance, hra ,allowance, etc.
Special individual incentives:
The company may provide special individual incentives. Such incentives
are to be given to deserving employees for giving valuable suggestions.
II. NON MONETARY FACTORS:
Status or job title:
By providing a higher status or designations the employee must be
motivated. Employees prefer and proud of higher designations.
Appreciation and recognition:
Employees must be appreciated for their services. The praise should not
come from immediate superior but also from higher authorities.
Delegation of authority:
Delegation of authority motivates a subordinate to perform the tasks with
dedication and commitment. When authority is delegated, the subordinate
knows that his superior has placed faith and trust in him.
Working conditions :
Provision for better working conditions such as air-conditioned rooms,
proper plant layout, proper sanitation, equipment, machines etc, motivates
the employees.
Job security:
Guarantee of job security or lack of fear dismissal, etc can also be a good
way to motivate the employees. Employees who are kept temporarily for a
long time may be frustrated and may leave the organization.
Job enrichment:
Job enrichment involves more challenging tasks and responsibilities. For
instance an executive who is involved in preparing and presenting reports
of performance, may also asked to frame plans.
Workers participation:
Inviting the employee to be a member of quality circle, or a committee, or
some other form of employee participation can also motivate the work-
force.
Cordial relations: Good and healthy relations must exist throughout the
organization. This would definitely motivates the employees.
4. Good superiors: Subordinates want their superiors to be intelligent,
experienced, matured, and having a good personality. In fact, the superior
needs to have superior knowledge and skills than that of his subordinates.
The very presence of superiors can motivate the subordinates.
Other factors:
There are several other factors of motivating the employees:
• Providing training to the employees.
• Proper job placements.
• Proper promotions and transfers.
• Proper performance feed back.
• Proper welfare facilities.
• Flexible working hours.
Need and importance of motivation
Motivation offers several importance to he organization and to the employees:
Higher efficiency
Reduce absenteeism.
Reduces employee turn over.
Improves a corporate image.
Good relations.
Improved morale.
Reduced wastages and breakages.
Reduced accidents.
Facilitates initiative and innovation.
Money as a motivator
It is normally believed that money acts as a motivator. In general the role of money as a
motivator depends upon certain factors:
Money fails to motivate people, when there is no direct relationship between
reward and effort.
Economic conditions of people influence the Importance of money. For poor
person, the value of certain amount of money is quite high as compared to rich.
5. Money is a significant motivator at lower level of employees level however
money may not be a significant factor for senior executives who have already
fulfilled their lower level needs.
Employees are concerned not only wih the amount of money paid to them, but it
should be fair and equitable as paid to that of othe employees of same level or
status.
Social attitudes towards money and wealth also decides the motivation to earn
more and more.
Motivational Theories:
Maslow’s-Hierarchy of Needs Theory: This theory was proposed by Abraham Maslow
and is based on the assumption that people are motivated by a series of five universal
needs. These needs are ranked, according to the order in which they influence human
behavior, in hierarchical fashion
• Physiological needs are deemed to be the lowest- level needs. These needs
include the needs such as food & water .
o So long as physiological needs are unsatisfied, they exist as a driving or
motivating force in a person's life. A hungry person has a felt need. This
felt need sets up both psychological and physical tensions that manifest
themselves in overt behaviors directed at reducing those tensions (getting
something to eat). Once the hunger is sated, the tension is reduced, and
the need for food ceases to motivate. At this point (assuming that other
physiological requirements are also satisfied) the next higher order need
becomes the motivating need.
• Thus, safety needs -- the needs for shelter and security -- become the motivators
of human behavior.
o Safety needs include a desire for security, stability, dependency,
protection, freedom from fear and anxiety, and a need for structure, order,
and law.. In the workplace this needs translates into a need for at least a
minimal degree of employment security; the knowledge that we cannot be
fired on a whim and that appropriate levels of effort and productivity will
ensure continued employment.
• Social needs include the need for belongingness and love.
o Generally, as gregarious creatures, human have a need to belong. In the
workplace, this need may be satisfied by an ability to interact with one's
coworkers and perhaps to be able to work collaboratively with these
colleagues.
• After social needs have been satisfied, ego and esteem needs become the
motivating needs.
o Esteem needs include the desire for self-respect, self-esteem, and the
esteem of others. When focused externally, these needs also include the
desire for reputation, prestige, status, fame, glory, dominance,
recognition, attention, importance, and appreciation.
6. • The highest need in Maslow's hierarchy is that of self-actualization; the need for
self-realization, continuous self-development, and the process of becoming all
that a person is capable of becoming.
Alderfer's Hierarchy of Motivational Needs : Clayton Alderfer reworked Maslow's
Need Hierarchy to align it more closely with empirical research. Alderfer's theory is
called the ERG theory -- Existence, Relatedness, and Growth.
• Existence refers to our concern with basic material existence requirements; what
Maslow called physiological and safety needs.
• Relatedness refers to the desire we have for maintaining interpersonal
relationships; similar to Maslow's social/love need, and the external component of
his esteem need.
• Growth refers to an intrinsic desire for personal development; the intrinsic
component of Maslow's esteem need, and self-actualization
Alderfer's ERG theory differs from Maslow's Need Hierarchy insofar as ERG theory
demonstrates that more than one need may be operative at the same time. ERG theory
does not assume a rigid hierarchy where a lower need must be substantially satisfied
before one can move on.
7. Alderfer also deals with frustration-regression. That is, if a higher-order need is
frustrated, an individual then seeks to increase the satisfaction of a lower-order need.
According to Maslow an individual would stay at a certain need level until that need was
satisfied. ERG theory counters by noting that when a higher- order need level is
frustrated the individual’s desire to increase a lower- level need takes place. Inability to
satisfy a need for social interaction, for instance, might increase the desire for more
money or better working conditions. So frustration can lead to a regression to a lower
need.
In summary, ERG theory argues, like Maslow, that satisfied lower- order needs
lead to the desire to satisfy higher-order needs; but multiple needs can be operating as
motivators at the same time, and frustration in attempting to satisfy a higher- level need
can result in regression to a lower- level need.
Alderfer's Hierarchy of Motivational Needs
Level of Need Definition Properties
Satisfied through using
Impel a person to make capabilities in engaging
creative or productive problems; creates a
Growth
effects on himself and his greater sense of
environment wholeness and fullness as
a human being
Satisfied by mutually
sharing thoughts and
Involve relationships with feelings; acceptance,
Relatedness
significant others confirmation, under-
standing, and influence
are elements
When divided among
Includes all of the various
people one person's gain
Existence forms of material and
is another's loss if
psychological desires
resources are limited
8. A Reorganization of Maslow's and Alderfer's Hierarchies
Level Introversion Extroversion
Transcendence
Self-Actualization
(assisting in the
(development of
development of others'
competencies
Growth competencies and
[knowledge, attitudes,
character; relationships
and skills] and
to the unknown,
character)
unknowable)
Personal identification
Other with group, significant Value of person by
(Relatedness) others group (Esteem)
(Belongingness)
Physiological,
Self Connectedness,
biological (including
(Existence) security
basic emotional needs)
Two-factor Theory: Herzberg's Two Factor Theory, also known as the Motivation-
Hygiene Theory, was derived from a study designed to test the concept that people have
two sets of needs:
1. their needs as animals to avoid pain
2. their needs as humans to grow psychologically
Herzberg’ study
Herzberg's study consisted of a series of interviews that sought to elicit responses to the
questions:
(1) Recall a time when you felt exceptionally good about your job. Why did you feel
that way about the job? Did this feeling affect your job performance in any way?
Did this feeling have an impact on your personal relationships or your well- being?
(2) Recall a time on the job that resulted in negative feelings? Describe the sequence
of events that resulted in these negative feelings.
9. Research Resultlts : it appeared from the research, that the things making people happy
on the job and those making them unhappy had two separate themes.
1)SATISFACTION (MOTIVATION): Five factors stood out as strong determiners of job
satisfaction:
• achievement
• recognition
• work itself
• responsibility
• advancement
The last three factors were found to be most important for bringing about lasting changes
of attitude. It should be noted, that recognition refers to recognition for achievement as
opposed to recognition in the human relations sense.
2)DISSATISFACTION (HYGIENE): The determinants of job dissatisfaction were
found to be:
• company policy
• administrative policies
• supervision
• salary
• interpersonal relations
• working conditions
From the results Herzberg concluded that the replies people gave when they felt
good about their jobs were significantly different from the replies given when
they felt bad. Certain characteristics tend to be consistently related to job
satisfaction and others to job dissatisfaction. Intrinsic factors, such as work itself ,
responsibility and achievement seem to be related to job satisfaction. Respondents
who felt good about their work tended to attribute these factors to themselves. On
the other dissatisfied respondents tended to cite extrinsic factors such as
supervision, pay, company policies and working condition. Herzberg proposed
that his findings indicated the existence of a dual continuum: the opposite of
“satisfaction” is “ No satisfaction” and the opposite of “Dissatisfaction” is “No
Dissatisfaction.
According to Herzberg, the factors leading to Job satisfaction are separate
and distinct form those that lead to job dissatisfaction. Therefore, managers who
seek to eliminate factors that can create job dissatisfaction may bring about peace
but not necessarily motivation. They will be placating their workforce rather than
motivating them. As a result, conditions surrounding the job such as quality of
supervision, pay , company policies, physical working conditions relations with
others and job security were characterized by Herzberg as hygiene factors, when
they’re adequate, people will not be dissatisfied ; neither will they be satisfied. If
10. we want to motivate people on their jobs, Herzberg suggested emphasizing factors
associated with the work itself or to outcomes directly derived form it, such as
promotional opportunities, opportunities for personal growth, recognition,
responsibility and achievement. These are the characteristics that people find
intrinsically rewarding.
11. Expectancy Theory
In recent years, probably the most popular motivational theory has been the Expectancy
Theory (also known as the Valence-Instrumentality- Expectancy Theory). Although
there are a number of theories found with this general title, they all have their roots in
Victor Vroom's 1964 work on motivation.
ALTERNATIVES AND CHOICES:
Vroom's theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and minimize pain. The key
elements to this theory are referred to as Expectancy (E), Instrumentality (I), and
Valence (V). Critical to the understanding of the theory is the understanding that each of
these factors represents a belief.
ALTERNATIVES AND C
Vroom's theory suggests that the individual will consider the outcomes associated with
various levels of performance (from an entire spectrum of performance possibilities), and
elect to pursue the level that generates the greatest reward for him or her.
Expectancy: "What's the probability that, if I work very hard, I'll be able to do a good
job?"
Expectancy refers to the strength of a person's belief about whether or not a
particular job performance is attainable. Assuming all other things are equal, an
employee will be motivated to try a task, if he or she believes that it can be done. This
expectancy of performance may be thought of in terms of probabilities ranging from zero
(a case of "I can't do it!") to 1.0 ("I have no doubt whatsoever that I can do this job!")
A number of factors can contribute to an employee's expectancy perceptions:
• the level of confidence in the skills required for the task
• the amount of support that may be expected from superiors and subordinates
• the quality of the materials and equipment
• the availability of pertinent information
Previous success at the task has also been shown to strengthen expectancy beliefs.
Instrumentality: "What's the probability that, if I do a good job, that there will be some
kind of outcome in it for me?"
If an employee believes that a high level of performance will be instrumental for the
acquisition of outcomes which may be gratifying, then the employee will place a high
value on performing well. Vroom defines Instrumentality as a probability belief
12. linking one outcome (a high level of performance, for example) to another outcome
(a reward).
Instrumentality may range from a probability of 1.0 (meaning that the attainment of the
second outcome -- the reward -- is certain if the first outcome -- excellent job
performance -- is attained) through zero (meaning there is no likely relationship between
the first outcome and the second). An example of zero instrumentality would be exam
grades that were distributed randomly (as opposed to be awarded on the basis of excellent
exam performance). Commission pay schemes are designed to make employees perceive
that performance is positively instrumental for the acquisition of money.
For management to ensure high levels of performance, it must tie desired outcomes
(positive valence) to high performance, and ensure that the connection is communicated
to employees.
The VIE theory holds that people have preferences among various outcomes. These
preferences tend to reflect a person's underlying need state.
Valence: "Is the outcome I get of any value to me?"
The term Valence refers to the emotional orientations people hold with respect to
outcomes (rewards). An outcome is positively valent if an employee would prefer
having it to not having it. An outcome that the employee would rather avoid ( fatigue,
stress, noise, layoffs) is negatively valent. Outcomes towards which the employee
appears indifferent are said to have zero valence.
Valences refer to the level of satisfaction people expect to get from the outcome (as
opposed to the actual satisfaction they get once they have attained the reward).
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and
Valence interact psychologically to create a motivational force such that the employee
acts in ways that bring pleasure and avoid pain.
People elect to pursue levels of job performance that they believe will maximize their
overall best interests (their subjective expected utility).`
There will be no motivational forces acting on an employee if any of these three
conditions hold:
(1) the person does not believe that he/she can successfully perform the required task
(2) the person believes that successful task performance will not be associated with
positively valent outcomes
(3) the person believes that outcomes associated with successful task completion will be
negatively valent (have no value for that person)
13. MF= Expectancy x Instrumentality x Valance
McClelland’s Theory of Needs: According to David McClelland, regardless of culture
or gender, people are driven by three motives:
• achievement,
• affiliation, and
• influence.
Since McClelland's first experiments, over 1,000 studies relevant to achievement
motivation have been conducted. These studies strongly support the theory.
• Achievement : The need for achievement is characterized by the wish to take
responsibility for finding solutions to problems, master complex tasks, set goals, get
feedback on level of success.
• Affiliation : The need for affiliation is characterized by a desire to belong, an
enjoyment of teamwork, a concern about interpersonal relationships, and a need
to reduce uncertainty.
• Power :The need for power is characterized by a drive to control and influence
others, a need to win arguments, a need to persuade and prevail
According to McClelland, the presence of these motives or drives in an individual
indicates a predisposition to behave in certain ways. Therefore, from a manager's
perspective, recognizing which need is dominant in any particular individual affects the
way in which that person can be motivated.
14. Summary: People with achievement motives are motivated by standards of excellence,
delineated roles and responsibilities and concrete, timely feedback. Those with affiliation
motives are motivated when they can accomplish things with people they know and trust.
And the power motive is activated when people are allowed to have an impact, impress
those in power, or beat competitors.
Theory of “X” and Theory of “Y”: Douglas McGregor observed two diametrically
opposing view points of managers about their employees, one is negative called “Theory
of X” and one is positive called “Theory of Y”
a) Theory of X : Following are the assumptions of managers who believe in the
“Theory of X” in regard to their employees.
• Employees dislike work; if possible avoid the same
• Employees must be coerced, controlled or threatened to do the work
• Employees avoid responsibilities and seek formal direction
• Most employees consider security of job, most important of all other
factors in the job and have very little ambition
b) Theory of Y: Following are the assumptions of managers who believe in the
“Theory of Y” in regard to their employees.
• Employees love work as play or rest
• Employees are self directed and self controlled and committed to the
organizational objectives
• Employees accept and seek responsibilities
• Innovative spirit is not confined to managers alone, some employees also
possess it.
Theory of X assumes Maslow’s lower level needs dominate in employees.
Whereas Theory of Y, assumes Maslow’s higher level needs dominate in
employees.
Goal Setting Theory : Edwin Locke proposed that setting specific goals will improve
motivation. Salient features of this theory are the following:
• Specific goal fixes the needs of resources and efforts
• It increases performance
• Difficult goals result higher performance than easy job
• Better feedback of results leads to better to better performance than lack of feed
back.
• Participation of employees in goal has mixed result
• Participation of setting goal, however, increases acceptance of goal and
involvements.
• Goal setting theory has identified two factors which influences the performance.
These are given below;
o Goal commitment
15. o Self efficiency
• Goal commitment: Goal setting theory presupposes that the individual is
committed to the goal. This commitment depends on the following:
o Goals are made public
o Individual has an internal locus of control
o Goals are self-set
• Self –Efficiency : Self Efficiency is the belief or self confidence, that he/she is
capable of performing task. Persons with high self-efficiency put up extra-efforts
when they face challenges. In the case of low self-efficiency level they will lessen
or even abandon when meeting challenges.
Reinforcement Theory: This theory focus its attention as to what controls behaviour. In
contrast to goal setting theory, which is cognitive approach focus attention on what
initiates behaviour. Behaviour, as per cognitive approach is initiated by internal events.
Reinforcement theory argues that behaviour is reinforced and controlled by external
events. The classical conditioning proposed by Pavlov which we have already studied in
our earlier lessons explains this in a better way.
Equity theory: This theory of motivation centres around the principle of balance or
equity. According to this theory level of motivation in an individual is related to his or
her perception of equity and farness practiced by management. Greater the fairness
perceived higher the motivation and vice versa. In this assessment of fairness, employee
makes comparison of input in the job ( in terms of contribution) with that of outcome (in
terms of compensation) and compares the same with that of another colleague of
equivalent cadre.
PPT
1. MOTIVATION
2. DEFINITION
3. THEORIES OF MOTIVATION
4. THEORIES OF MOTIVATION (CONTD.)
5. NEED HIERARCHY THEORY
6. THEORY X & THEORY Y
7. HERZBERG’S TWO-FACTOR THEORY
8. ERG THEORY
9. McCLELLAND’S THEORY OF NEEDS
10. GOAL SETTING THEORY
16. 11. EQUITY THEORY
12. EXPECTANCY THEORY
MOTIVATION
DEFINITION
THE PROCESS THAT
ACCOUNTS FOR AN
INDIVIDUAL’S INTENSITY,
DIRECTION, AND
PERSISTENCE OF EFFORT
TOWARD ATTAINING A GOAL
17. THEORIES OF MOTIVATION
CONTENT THEORY
NEED HIERARCHY THEORY
THEORY X & THEORY Y
TWO-FACTOR THEORY
ERG THEORY
McCLELLAND’S THEORY OF NEEDS
THEORIES OF MOTIVATION
(CONTD.)
PROCESS THEORY
GOAL SETTING THEORY
EQUITY THEORY
EXPECTANCY THEORY
18. NEED HIERARCHY THEORY
PHYSIOLOGICAL NEEDS
SAFETY NEEDS
NEEDS FOR BELONGINGNESS
ESTEEM NEEDS
NEED FOR SELF-ACTUALIZATION
THEORY X & THEORY Y
THEORY X THEORY Y
EMPLOYEES DISLIKE EMPLOYEES
WORK LIKE WORK
THEY MUST BE PEOPLE WILL
CONTROLLED TO EXERCISE SELF-
ACHIEVE GOALS CONTROL
THEY AVOID THEY SEEK
RESPONSIBILITIES RESPONSIBILITIES
MOST PUT SECURITY THEY ARE
ABOVE ALL INNOVATIVE
1
19. HERZBERG’S TWO-FACTOR THEORY
INTRINSIC FACTORS ARE
RELATED TO JOB
SATISFACTION, WHILE
EXTRINSIC FACTORS ARE
ASSOCIATED WITH
DISSATISFACTION
ERG THEORY
THERE ARE THREE GROUPS OF CORE
NEEDS:
EXISTENCE
RELATEDNESS
GROWTH
20. McCLELLAND’S THEORY OF
NEEDS
NEED FOR ACHIEVEMENT
NEED FOR POWER
NEED FOR AFFILIATION
GOAL SETTING THEORY
SPECIFIC AND DIFFICULT
GOALS WITH FEEDBACK
LEAD TO HIGHER
PERFORMANCE
21. EQUITY THEORY
INDIVIDUALS COMPARE
THEIR JOB INPUTS AND
OUTCOMES WITH THOSE OF
OTHERS AND THEN RESPOND
SO AS TO ELIMINATE ANY
INEQUITIES
EXPECTANCY THEORY
THE STRENGTH OF A TENDENCY
TO ACT IN A CERTAIN WAY
DEPENDS ON AN EXPECTATION
THAT THE ACT WILL BE
FOLLOWED BY A GIVEN OUTCOME
AND ON THE ATTRACTIVENESS OF
THAT OUTCOME TO THE
INDIVIDUAL.