The document discusses various theories of motivation from management thinkers and psychologists. It covers content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include Expectancy Theory, Equity Theory, Reinforcement Theory, and Self-Efficacy Theory. It also mentions goal setting and its effects on employee performance. Various strategies for motivating employees drawn from management practices and thinkers are provided.
This document provides an overview of several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and Vroom's expectancy theory. Maslow's hierarchy proposes that people are motivated to fulfill basic needs like physical needs and safety before seeking higher level needs like esteem and self-actualization. Theory X and Theory Y describe differing assumptions about employee motivation, with Theory X assuming employees dislike work and Theory Y assuming employees can find work motivating. Expectancy theory suggests motivation is highest when employees expect high effort will lead to good performance and rewards. The theories can help explain what motivates public administrators by understanding how fulfilling different needs and expectations can increase employee productivity.
The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
This document discusses different theories of motivation. It begins by defining motivation as the desire to do things that initiates and guides goal-oriented behaviors. It then outlines four major motivational theories: Abraham Maslow's hierarchy of needs which arranges human needs in a series of steps; Douglas McGregor's Theory X and Theory Y which suggest two views of employee behavior; David McClelland's motivational needs theory; and Frederick Herzberg's two-factor theory which separates factors that cause job satisfaction from those that cause dissatisfaction. For each theory, a brief overview is provided.
Theories of Motivation - Overview of the Content Theories of Motivation Monica P
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
Teacher Binal Joshi has created a 1 hour lesson plan on motivation for 7th semester nursing students. The lesson plan aims to help students gain knowledge about motivation in detail. It includes 10 specific objectives related to defining motivation, discussing motivation theories like Maslow and Herzberg, and identifying methods to motivate people. The lesson will be taught through a lecture and discussion format using aids like a blackboard, PowerPoint, and handouts. Students will be evaluated through questions to check their understanding of concepts taught.
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
EDUG 525 - Final Presentation - Motivation and engagement lessonJorge Arevalo
The document discusses theories of motivation and engagement from psychology and education. It outlines several prominent theories including goal theory, expectancy-value theory, self-efficacy theory, attribution theory, self-determination theory, and behavioral theory. It then provides examples of strategies teachers can use to apply these theories to increase student motivation and engagement in the classroom, such as allowing student choice, providing feedback, and fostering relationships between students.
The document discusses various theories of motivation from management thinkers and psychologists. It covers content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include Expectancy Theory, Equity Theory, Reinforcement Theory, and Self-Efficacy Theory. It also mentions goal setting and its effects on employee performance. Various strategies for motivating employees drawn from management practices and thinkers are provided.
This document provides an overview of several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and Vroom's expectancy theory. Maslow's hierarchy proposes that people are motivated to fulfill basic needs like physical needs and safety before seeking higher level needs like esteem and self-actualization. Theory X and Theory Y describe differing assumptions about employee motivation, with Theory X assuming employees dislike work and Theory Y assuming employees can find work motivating. Expectancy theory suggests motivation is highest when employees expect high effort will lead to good performance and rewards. The theories can help explain what motivates public administrators by understanding how fulfilling different needs and expectations can increase employee productivity.
The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
This document discusses different theories of motivation. It begins by defining motivation as the desire to do things that initiates and guides goal-oriented behaviors. It then outlines four major motivational theories: Abraham Maslow's hierarchy of needs which arranges human needs in a series of steps; Douglas McGregor's Theory X and Theory Y which suggest two views of employee behavior; David McClelland's motivational needs theory; and Frederick Herzberg's two-factor theory which separates factors that cause job satisfaction from those that cause dissatisfaction. For each theory, a brief overview is provided.
Theories of Motivation - Overview of the Content Theories of Motivation Monica P
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
Teacher Binal Joshi has created a 1 hour lesson plan on motivation for 7th semester nursing students. The lesson plan aims to help students gain knowledge about motivation in detail. It includes 10 specific objectives related to defining motivation, discussing motivation theories like Maslow and Herzberg, and identifying methods to motivate people. The lesson will be taught through a lecture and discussion format using aids like a blackboard, PowerPoint, and handouts. Students will be evaluated through questions to check their understanding of concepts taught.
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
EDUG 525 - Final Presentation - Motivation and engagement lessonJorge Arevalo
The document discusses theories of motivation and engagement from psychology and education. It outlines several prominent theories including goal theory, expectancy-value theory, self-efficacy theory, attribution theory, self-determination theory, and behavioral theory. It then provides examples of strategies teachers can use to apply these theories to increase student motivation and engagement in the classroom, such as allowing student choice, providing feedback, and fostering relationships between students.
A sound motivation system should include several key elements. It should reward superior performance and acknowledge hard work. Both positive and negative consequences need to be used to motivate all employees. The system also needs to ensure fair treatment of employees, effective performance reviews, flexibility, and goals aligned with the organization. Managers must understand individual motivators and involve employees in decision making to maintain a participative approach. Both monetary and non-monetary rewards should be used.
The document discusses different definitions and theories of motivation. Scott defines motivation as stimulating people to action to accomplish goals, while McFarland defines it as how desires, aspirations, and needs direct behavior. Motivation is an essential aspect of human resource management and activates better job performance and productivity. Characteristics of motivation include it being personal, continuous, complex, goal-oriented, and having intrinsic and extrinsic factors. Motivation leads to effective utilization of resources, willingness to work, acceptance of change, and organizational effectiveness. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. Strategies for improving motivation involve financial rewards and non-financial approaches like participation and job enrichment.
From Alchemy to Psychology The Elements Of EmpowermentSeta Wicaksana
This document discusses empowerment and how to measure it in organizations. It proposes that empowerment can be summarized by two key psychological concepts: locus of control and self-compassion. An individual's internal locus of control correlates with feeling able to make an impact and having self-determination at work. Self-compassion allows people to feel competent and that their work has meaning, even when receiving criticism. Using measures of locus of control and self-compassion provides a way for organizations to assess if employees feel empowered in their roles in a measurable way.
Motivation is an inner impulse that directs individuals to act in a certain way to satisfy needs. There are intrinsic and extrinsic types of motivation. Motivation is important for job performance and reducing turnover. Leaders can create a motivating climate through clear expectations, fairness, participation in decision-making, recognition, and continuing education. Applying motivation theories properly in nursing management requires understanding individual nurses and involving them.
This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs, which arranges human needs in a pyramid from basic physiological needs to self-actualization. It also covers Herzberg's two-factor theory, which distinguishes between hygiene factors that prevent dissatisfaction and motivators that encourage satisfaction. Douglas McGregor's Theory X sees workers as largely unmotivated while Theory Y sees them as self-directed. The document provides an overview of these classic motivation theories.
This document discusses motivation in the workplace. It defines motivation as the act or process that moves people towards certain actions by satisfying their needs and desires. Motivation is important for managing human resources effectively. The document outlines traditional and modern approaches to motivation, providing definitions from several experts. It also describes the nature of motivation, noting it is psychological, can be financial or non-financial, positive or negative, and differs between individuals.
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.
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 discusses various theories of motivation including:
1. Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs.
2. Herzberg's two-factor theory which separates motivators like achievement and responsibility from hygiene factors like salary and job security.
3. Cognitive evaluation theory which explains how extrinsic rewards can reduce intrinsic motivation by decreasing a person's sense of control and changing their perception of a task.
The document discusses various theories of motivation including: Maslow's hierarchy of needs, ERG theory, McClelland's needs theory, equity theory, expectancy theory, goal-setting theory, reinforcement theory, and Herzberg's two-factor theory. It also discusses the importance of motivation for employee performance and retention. An integrated model is presented showing how individual motivation is influenced by attributes, performance, satisfaction, and extrinsic/intrinsic rewards within an organizational context. Strategies for motivating employees through job design and behavior modification are also outlined.
This document provides an overview of motivation theories, including definitions, content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and process theories like expectancy theory and equity theory. It discusses criticisms of the theories and debates their usefulness for managers. While motivation theories aim to improve productivity and satisfaction, motivation is difficult to study and there are no simple answers for managers. Theories should be understood critically rather than assumed to be true.
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
Motivation starts with the desire to be free from dependency on others and to explore ideas and live freely. While total freedom is impossible, striving for it is the basis of motivation. Developing the ability to overcome barriers and bounce back from failure is key to achieving motivation. Associating with others of similar interests who will support goals can also be motivating.
The document discusses several theories of motivation, including Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs first before moving up to seeking safety, love, esteem and self-actualization; it also examines McGregor's Theory X and Theory Y about assumptions of human nature, Herzberg's two-factor theory distinguishing motivators and hygiene factors, and McClelland's theory of three needs - achievement, affiliation and power. The theories provide frameworks for understanding what motivates employee behavior and performance in the workplace.
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
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.
The document summarizes several theories of motivation:
1. Early or content theories focused on what motivates individuals and included Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2. Contemporary or process theories examined the actual process of motivation and included cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and Vroom's expectancy theory.
3. Theories such as self-efficacy, goal-setting, and expectancy provided insights into how motivation can be enhanced through an individual's beliefs, goal-setting, and expectations
The document discusses several theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators and hygiene factors that influence job satisfaction and dissatisfaction.
- Alderfer's ERG theory compressed Maslow's hierarchy into three categories: existence, relatedness, and growth needs.
- Vroom's expectancy theory focuses on outcomes and individual factors that influence effort, performance, and motivation.
This document discusses motivation and related concepts. It defines motivation as the psychological processes that cause arousal, direction, and persistence of voluntary actions toward a goal. Key elements of motivation include intensity, direction, and persistence of effort. Motivation theories examined include:
1. Maslow's hierarchy of needs and Alderfer's ERG theory, which discuss factors that motivate based on fulfilling physiological, safety, belongingness, esteem, and self-actualization needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement that create job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. Expectancy theory proposes that motivation depends on expectations of effort leading to performance
This document provides an overview of theories of motivation from an organizational behavior textbook. It includes:
1) Early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory.
2) Contemporary theories including McClelland's three needs theory, goal-setting theory, reinforcement theory, and the job characteristics model.
3) Additional topics of motivation covered are equity theory, expectancy theory, and current issues managers face in motivating employees.
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.
Theories of Motivation
Motivation is something that prompts, compels and energizes an individual to act or behave in a particular fashion at a particular time for attaining some specific goal or purpose.
A sound motivation system should include several key elements. It should reward superior performance and acknowledge hard work. Both positive and negative consequences need to be used to motivate all employees. The system also needs to ensure fair treatment of employees, effective performance reviews, flexibility, and goals aligned with the organization. Managers must understand individual motivators and involve employees in decision making to maintain a participative approach. Both monetary and non-monetary rewards should be used.
The document discusses different definitions and theories of motivation. Scott defines motivation as stimulating people to action to accomplish goals, while McFarland defines it as how desires, aspirations, and needs direct behavior. Motivation is an essential aspect of human resource management and activates better job performance and productivity. Characteristics of motivation include it being personal, continuous, complex, goal-oriented, and having intrinsic and extrinsic factors. Motivation leads to effective utilization of resources, willingness to work, acceptance of change, and organizational effectiveness. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. Strategies for improving motivation involve financial rewards and non-financial approaches like participation and job enrichment.
From Alchemy to Psychology The Elements Of EmpowermentSeta Wicaksana
This document discusses empowerment and how to measure it in organizations. It proposes that empowerment can be summarized by two key psychological concepts: locus of control and self-compassion. An individual's internal locus of control correlates with feeling able to make an impact and having self-determination at work. Self-compassion allows people to feel competent and that their work has meaning, even when receiving criticism. Using measures of locus of control and self-compassion provides a way for organizations to assess if employees feel empowered in their roles in a measurable way.
Motivation is an inner impulse that directs individuals to act in a certain way to satisfy needs. There are intrinsic and extrinsic types of motivation. Motivation is important for job performance and reducing turnover. Leaders can create a motivating climate through clear expectations, fairness, participation in decision-making, recognition, and continuing education. Applying motivation theories properly in nursing management requires understanding individual nurses and involving them.
This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs, which arranges human needs in a pyramid from basic physiological needs to self-actualization. It also covers Herzberg's two-factor theory, which distinguishes between hygiene factors that prevent dissatisfaction and motivators that encourage satisfaction. Douglas McGregor's Theory X sees workers as largely unmotivated while Theory Y sees them as self-directed. The document provides an overview of these classic motivation theories.
This document discusses motivation in the workplace. It defines motivation as the act or process that moves people towards certain actions by satisfying their needs and desires. Motivation is important for managing human resources effectively. The document outlines traditional and modern approaches to motivation, providing definitions from several experts. It also describes the nature of motivation, noting it is psychological, can be financial or non-financial, positive or negative, and differs between individuals.
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.
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 discusses various theories of motivation including:
1. Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs.
2. Herzberg's two-factor theory which separates motivators like achievement and responsibility from hygiene factors like salary and job security.
3. Cognitive evaluation theory which explains how extrinsic rewards can reduce intrinsic motivation by decreasing a person's sense of control and changing their perception of a task.
The document discusses various theories of motivation including: Maslow's hierarchy of needs, ERG theory, McClelland's needs theory, equity theory, expectancy theory, goal-setting theory, reinforcement theory, and Herzberg's two-factor theory. It also discusses the importance of motivation for employee performance and retention. An integrated model is presented showing how individual motivation is influenced by attributes, performance, satisfaction, and extrinsic/intrinsic rewards within an organizational context. Strategies for motivating employees through job design and behavior modification are also outlined.
This document provides an overview of motivation theories, including definitions, content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and process theories like expectancy theory and equity theory. It discusses criticisms of the theories and debates their usefulness for managers. While motivation theories aim to improve productivity and satisfaction, motivation is difficult to study and there are no simple answers for managers. Theories should be understood critically rather than assumed to be true.
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
Motivation starts with the desire to be free from dependency on others and to explore ideas and live freely. While total freedom is impossible, striving for it is the basis of motivation. Developing the ability to overcome barriers and bounce back from failure is key to achieving motivation. Associating with others of similar interests who will support goals can also be motivating.
The document discusses several theories of motivation, including Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs first before moving up to seeking safety, love, esteem and self-actualization; it also examines McGregor's Theory X and Theory Y about assumptions of human nature, Herzberg's two-factor theory distinguishing motivators and hygiene factors, and McClelland's theory of three needs - achievement, affiliation and power. The theories provide frameworks for understanding what motivates employee behavior and performance in the workplace.
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
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.
The document summarizes several theories of motivation:
1. Early or content theories focused on what motivates individuals and included Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2. Contemporary or process theories examined the actual process of motivation and included cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and Vroom's expectancy theory.
3. Theories such as self-efficacy, goal-setting, and expectancy provided insights into how motivation can be enhanced through an individual's beliefs, goal-setting, and expectations
The document discusses several theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators and hygiene factors that influence job satisfaction and dissatisfaction.
- Alderfer's ERG theory compressed Maslow's hierarchy into three categories: existence, relatedness, and growth needs.
- Vroom's expectancy theory focuses on outcomes and individual factors that influence effort, performance, and motivation.
This document discusses motivation and related concepts. It defines motivation as the psychological processes that cause arousal, direction, and persistence of voluntary actions toward a goal. Key elements of motivation include intensity, direction, and persistence of effort. Motivation theories examined include:
1. Maslow's hierarchy of needs and Alderfer's ERG theory, which discuss factors that motivate based on fulfilling physiological, safety, belongingness, esteem, and self-actualization needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement that create job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. Expectancy theory proposes that motivation depends on expectations of effort leading to performance
This document provides an overview of theories of motivation from an organizational behavior textbook. It includes:
1) Early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory.
2) Contemporary theories including McClelland's three needs theory, goal-setting theory, reinforcement theory, and the job characteristics model.
3) Additional topics of motivation covered are equity theory, expectancy theory, and current issues managers face in motivating employees.
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.
Theories of Motivation
Motivation is something that prompts, compels and energizes an individual to act or behave in a particular fashion at a particular time for attaining some specific goal or purpose.
What is motivation? Significance
How to motivate employees in an Organization?
Theories of motivation
Maslow hierarchy of needs theory.
ERG motivation theory Alderfer.
McClelland achievement and acquired needs theory.
Stacey Adams equity theory.
Hertzberg hygiene factors and motivators theory.
Vroom expectancy motivation theory.
Hackman and Oldham job characteristics model.
Positive psychology aims to study human strengths and virtues at three levels:
I. The subjective level examines positive experiences
II. At the individual level, it identifies character strengths like persistence, wisdom, and creativity. Several frameworks categorize strengths.
III. The group level focuses on qualities that help communities flourish, like civic virtues and healthy families.
Positive psychology also applies to organizations by focusing on strengths rather than weaknesses. It examines topics like engagement, performance, mentoring, creativity, and leadership. Frameworks for job design aim to enhance well-being through factors like autonomy, variety, and feedback. Positive psychology principles can improve selection, training, safety, and developing proactive behaviors.
This document discusses motivation and leadership. It begins by listing group members for an organizational behavior project. It then covers various theories of motivation including Maslow's hierarchy of needs, ERG theory, Herzberg's two-factor theory, McClelland's learned needs theory, equity theory, expectancy theory, and reinforcement theory. It also discusses issues in motivating different types of employees like professionals, contingent workers, diversified workforces, low-skilled service workers, and people doing repetitive tasks. Finally, it provides definitions and differences between management and leadership.
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.
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.
This document summarizes several theories of motivation. It begins by defining motivation and discussing Maslow's hierarchy of needs. It then outlines ERG theory, Herzberg's two-factor theory, McClelland's needs theory, and expectancy theory. Contemporary theories discussed include cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and organizational justice. It concludes by stating that employee motivation is individual and companies should find ways to give employees what they want.
Motivation is defined as the process that initiates, guides, and maintains goal-oriented behaviors. It is influenced by both intrinsic and extrinsic factors and involves activation, persistence, and intensity toward achieving goals. Motivation theories propose that motivation is influenced by needs, goals, and attributions of success or failure to internal versus external factors. Motivation is important for organizations as it leads to better utilization of resources, increased productivity, and improved performance.
This document discusses various theories and concepts related to directing and motivation in management. It begins by defining directing as instructing, guiding, and inspiring human factors to achieve organizational objectives. It then discusses the nature, scope, and elements of directing including leadership, motivation, and communication. The document also covers motivation theories like Maslow's hierarchy of needs, Herzberg's hygiene approach, McGregor's Theory X and Y, and Ouchi's Theory Z. It discusses motivational concepts like intrinsic and extrinsic motivation as well as motivational processes and theories including carrot and stick approaches.
Overview of motivation,types of motivation, Islamic perspective of Motivation...Shujaat Ali
This presentation contains basic understanding of what the motivation is ,then comes the types of motivation. This document have also led the attention of reader how motvation's have been defined in earlier stages, As for the muslim students essence of motivation from islamic perspective is also included with very simple Quranic verse,Hadith.This presentation also Include how corporate sector motivate their employees.
Regards
Shujaat Ali
Riphah international university
alib5032@gmail.com
This document provides an overview of several motivation theories:
- Maslow's hierarchy of needs theory describes human needs in a pyramid structure from basic physiological needs to self-actualization.
- McGregor's Theory X and Theory Y propose that managers have assumptions about human motivation that influence their management style, with Theory Y being more participative.
- McClelland's theory identifies three types of needs that motivate - need for power, affiliation, and achievement.
- Herzberg's motivation-hygiene theory distinguishes between intrinsic motivators like achievement and extrinsic hygiene factors like salary that prevent dissatisfaction.
- Other theories discussed include Alderfer's ERG theory modifying Maslow's needs
Motivation is important for managers to inspire employees and create confidence. Various theories explain what motivates human behavior, including content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and process theories like Vroom's expectancy theory and equity theory. Goal setting theory posits that specific, challenging goals with feedback lead to higher performance than vague goals. Motivation results from an interaction between individual needs and organizational rewards designed to fulfill those needs.
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.
Motivational and modern management theoriespunisahoo
This document discusses various theories of motivation and management. It begins by defining motivation and describing intrinsic and extrinsic types of motivation. It then outlines several content and process theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, and Vroom's expectancy theory. Modern management theories discussed include systems theory, which views an organization as interconnected subsystems, and contingency theory, which emphasizes adapting management practices to situational characteristics. The document stresses the importance of understanding both internal organizational environments and external environmental forces for effective management.
This document discusses several theories of motivation including:
- Maslow's hierarchy of needs which organizes human needs into a pyramid with physiological, safety, social, esteem, and self-actualization needs.
- McClelland's theory which identifies three major motivational needs: achievement, affiliation, and power. He used the Thematic Apperception Test to measure these needs.
- Attribution theory developed by Weiner which explains how people attribute success and failure to internal vs. external, stable vs. unstable, and controllable vs. uncontrollable factors and how this impacts motivation.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y. It also covers the importance of motivation in the workplace and defines motivation. Communication principles are discussed including the basic communication process and potential barriers. Key motivation theories are compared and communication principles are defined.
Motivation is important for employees and organizations to achieve goals. Managers can motivate employees through reinforcement like rewards for good performance or avoidance of negative outcomes for bad performance. Theories like Maslow's hierarchy of needs and Adams' equity theory provide frameworks for understanding employee motivation. Managers should consider an employee's individual needs and ensure fair treatment to maintain motivation. Motivating a diverse workforce requires flexibility in rewards, schedules, and accounting for cultural differences. Pay-for-performance and open-book management can also increase motivation.
This document discusses various theories of motivation and their application to employee performance. It aims to identify different motivation theories, understand motivation's role in performance, classify employee needs, and apply theories to analyze performance issues. Theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's need theory, McGregor's Theory X and Y, and Ouchi's Theory Z. Each theory's key aspects and limitations are explained.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
3. Motive, Motivation and Motivators
• Motive - A motive is an inner state that energizes, activates or
moves and directs behavior towards goals. Motives arise out of
the needs of individuals.
• Motivation - Motivation is the process of stimulating people to
action to accomplish desired goals. Motivation depends upon
satisfying needs of people.
• Motivators - Motivator is the technique used to motivate people
in an organization. Managers use diverse motivators like pay,
bonus, promotion, recognition, praise, responsibility etc., in the
organization to influence people to contribute their best.
4. Define Motivation?
Motivation refers to the process by which a
person’s efforts are energized, directed and
sustained toward attaining a goal.
The energy is
a measure of
intensity,
drive,
and vigor.
The direction is the Effort
that’s directed toward, and
consistent with,
Organizational Goals.
In the persistence we
want employees to
persist in putting
effort to achieve
those goals.
5. Importance of Motivation
• Motivation helps to improve performance levels of
employees.
• Motivation helps to change negative or indifferent
attitudes of employee to positive attitudes.
• Motivation helps to reduce employee turnover and
thereby saves the cost of new recruitment and
training.
• Motivation helps to reduce absenteeism in the
organization.
• Motivation helps managers to introduce changes
smoothly without much resistance from people.
6. Features of Motivation
Motivation is an internal feeling
Motivation produces goal
directed behavior
Motivation can be either
positive or negative
Motivation is a complex process
7. I am bold and not afraid to speak my mind
Six years into my first job, when I was still a junior manager, I got
into an argument with the head of business during dinner after the
launch of a strategy. I was arguing that I didn’t believe one leg of
the strategy would work, and I was forcefully trying to make the
point. The next morning, a helpful colleague asked me why I was
hell-bent on having what he called a ‘career limiting conversation’.
But I think that conversation had a positive effect.
Two weeks after that, I was chosen, by the same head of business,
to lead a cross-functional team to work out plans to execute parts
of the strategy. I don’t think that would have happened had the
business head been offended.
11. Cross-Cultural Challenges
Cross-Cultural Challenges
• Motivational programs are most applicable in cultures where
individualism and quality of life are cultural characteristics
• Uncertainty avoidance of some cultures inverts Maslow‟s needs
hierarchy.
• The need for achievement (nAch) is lacking in other cultures.
• Collectivist cultures view rewards as “entitlements” to be distributed
based on individual needs, not individual performance.
Cross-Cultural Consistencies
• Interesting work is widely desired, as is growth, achievement, and
responsibility.
12. Motivating Unique Groups of Workers
Motivating a diverse workforce
through flexibility:
• Men desire more autonomy than
women do.
• Women desire learning opportunities,
flexible work schedules, and good
interpersonal relations.
13. Flexible Work / Job Schedules
Compressed work week
• Longer daily hours, but fewer days
Flexible work hours (flex-time)
• Specific weekly hours with varying arrival, departure,
lunch and break times around certain core hours
during which all employees must be present.
Job Sharing
• Two or more people split a full-time job.
Telecommuting
• Employees work from home using computer links.
14. Motivating Professionals
Characteristics of professionals
• Strong and long-term commitment to their field of
expertise.
• Loyalty is to their profession, not to the employer.
• Have the need to regularly update their knowledge.
• Don‟t define their workweek as 8:00 am to 5:00 pm.
Motivators for professionals
• Job challenge
• Organizational support of their work
15. Motivating Contingent Workers
• Opportunity to become a
permanent employee
• Opportunity for training
• Equity in compensation
and benefits
18. Designing Appropriate Rewards Program
Open-book management
• Involving employees in workplace decision by opening up the financial
statements of the employer.
Employee recognition programs
• Giving personal attention and expressing interest, approval, and appreciation
for a job well done.
Pay-for-performance
• Variable compensation plans that reward employees on the basis of their
performance:
• Piece rates, wage incentives, profit-sharing, and lump-sum bonuses
Stock option programs
• Using financial instruments (in lieu of monetary compensation) that give
employees the right to purchase shares of company stock at a set (option)
price.
• Options have value if the stock price rises above the option price; they
become worthless if the stock price falls below the option price.
20. Elephants and Chains
A man was passing by an elephant enclosure in a zoo when he noticed
that the huge animals were being restricted using only a small rope tied
to their front leg. There were no chains and no cages. Clearly, these
elephants could break out of these bonds without much effort. The
man was intrigued and asked the mahout about it. The mahout smiled
and said, ‘Right from the time when the elephants are small, we use the
same rope to tie them. At that age, this rope is enough to hold them. As
they grow up, they are conditioned to believe they cannot break away.
They believe that the same rope can still restrain them, so they never try
to break free.’
This is a phenomenon called
‘belief perseverance / assumed constraint’.
21. Belief Perseverance
As philosopher Gordon Livingston said more articulately,
‘It is difficult to remove by logic an idea not placed there by
logic in the first place.’
The elephants are not the only ones bound by the story in their
heads. It happens to all of us, and it also happens in organizations.
Belief perseverance can help us understand why it is so hard to
change entrenched views. All of us who have tried to implement
any change—change in culture, transformation, new approach or
strategy—would certainly have faced this challenge.
This is why when individuals, teams and employees in an
organization believe in something contrary to the change one is
trying to incorporate, the resistance is enormous.
23. Maslow’s Hierarchy of Needs Theory
• Abraham Maslow, a well-known Psychologist in a classic paper published in
1943, outlined the elements of an overall theory of motivation.
• Maslow‘s Need Hierarchy Theory is considered fundamental to understanding
of motivation.
• His theory was based on human needs. He felt that within every human being,
there exists a hierarchy of five needs.
• These are:
24.
25. Maslow’s Definition of Self-Actualized Person
• Has no mental illness
• Satisfied in basic needs
• Fully exploited talents
• Motivated by values
26. • Superior perception of reality
• Increased acceptance of self, of
others, and of nature
• Increased spontaneity
• Increased detachment and desire for privacy
• Greater freshness of appreciation and
richness of emotional reaction
• Increased autonomy and resistance to
conformity
• Higher frequency of peak experiences
• Increased identification with the human species
• Improved interpersonal experiences
• More democratic character structure
• High levels of creativity
Characteristics of Self-actualizing persons
27. Relevance of Maslow’s Theory
• Deprivation at a lower level, causes loss of
interest in higher level needs.
• A satisfying job at the higher levels will raise
the level of tolerance or deprivation at the
lower levels.
• When a need at a given level is satisfied, the
law of diminishing returns set in.
• Over-satisfying of a need may produce a sense of
guilt and/or deliberate self-deprivation.
• Different people will feel needs with different
levels of intensity
29. Mc. Gregor’s Theory ‘X’ and Theory ‘Y’
Douglas McGregor is best known for proposing
two assumptions about human nature:-
Theory X and Theory Y.
• Theory X - is a negative view of people that
assumes workers have little ambition, dislike
work, want to avoid responsibility, and need to
be closely controlled to work effectively.
• Theory Y - is a positive view that assumes
employees enjoy work, seek out and accept
responsibility, and exercise self-direction.
30. McGregor’s Theory Y
• The expenditure of physical and mental effort in work is as natural
as play or rest.
• People can exercise self-direction and self-control in the service of
objectives to which they are committed.
• The average human being learns, under proper conditions, not only
to accept but to seek responsibility.
• The capacity for creativity in solving problems is widely distributed
among population.
• Motivation occurs at the social, ego, and self-realization levels as well
as at the first two levels.
31. McGregor’s Theory X
• People inherently dislike work and will avoid it if they can.
• People must be coerced, controlled, directed, and threatened
in order to make them work.
• The average human being prefers to be directed, wishes to
avoid responsibility, and has relatively little ambition.
• Most people have little capacity for creativity for solving
problems.
• Motivation occurs only at the first two levels.
33. Herzberg’s Two Factor Theory
• The two-factor theory (also known as Herzberg's motivation-
hygiene theory and dual-factor theory) states that there are certain
factors in the workplace that cause job satisfaction, while a separate
set of factors cause dissatisfaction.
• It was developed by Frederick Herzberg, a psychologist, who
theorized that job satisfaction and job dissatisfaction act
independently of each other.
Two-factor theory distinguishes between:
• Intrinsic Factors - ‘Motivators’ (e.g. challenging work, recognition,
responsibility) that give positive satisfaction, such as recognition,
achievement, or personal growth,
• Extrinsic Factors - ‘Hygiene’ (e.g. status, job security, salary, fringe
benefits, work conditions) that do not give positive satisfaction,
though dissatisfaction results from their absence.
36. Three-Needs Theory
David McClelland and his associates proposed the three-needs
theory, which says there are three acquired (not innate) needs that
are major motives in work.
These three needs include the:
• need for achievement (nAch) - which is the drive to succeed
and excel in relation to a set of standards.
• need for power (nPow) - which is the need to make others
behave in a way that they would not have behaved otherwise.
• need for affiliation (nAff) - which is the desire for friendly and
close interpersonal relationships.
37. Most people have a motivation to achieve but only in 10% of the population achieve
their goals.
The percentage (10%) is likely to be much higher in certain jobs, like management.
High-achievers share three major characteristics.
• They like to set their own goals. They want the victory or defeat to be unmistakably theirs.
• They tend to avoid extremes of difficulty in selecting goals. They prefer moderate goals.
• They prefer tasks which provide them with more or less immediate feedback.
• Effect of monetary incentives is rather complex.
• They are normally working at peak efficiency anyway. They prefer to place a high price on
their jobs.
McCleland’s Self-Motivated Achiever
38. Purpose
We all want a better life, better job, more money, better recognition and so on. But do we
really know what satisfies us the most in case we were going to be rewarded? Does your
organization know what you would consider as a great reward?
Objective
Design a questionnaire on preferred rewards and recognitions for your subordinates.
Motivation Exercise
What do you want for Reward - Application
39. Purpose
This exercise is effectively a questionnaire that you can provide to members of staff on a
periodic basis (e.g. annually) to collect ideas on rewards and recognitions.
Objective
Fill in the questionnaire on preferred rewards and recognitions.
Motivation Exercise
What do you want for Reward - Questionnaire
41. Goal Setting Theory
• Goal setting involves establishing specific, measurable,
achievable, realistic and time-targeted (S.M.A.R.T ) goals.
• Work on the theory of goal-setting suggests that an effective tool
for making progress is to ensure that participants in a group with
a common goal are clearly aware of what is expected from them.
• On a personal level, setting goals helps people work towards
their own objectives.
• Goal setting features as a major component of personal
development literature.
45. Reinforcement Theory – Motivation and Behaviour
• Reinforcement theory says that behavior is a function of its
consequences. Those consequences that immediately follow a
behavior and increase the probability that the behavior will be
repeated are called rein forcers.
• Reinforcement theory ignores factors such as goals, expectations,
and needs. Instead, it focuses solely on what happens to a person
when he or she does something.
• Using reinforcement theory, managers can influence employees’
behavior by using positive rein forcers for actions that help the
organization achieve its goals. And managers should ignore, not
punish, undesirable behavior.
46. Expectancy Theory – Motivation and Behaviour
Expectancy theory proposes that a individual will
decide to behave or act in a certain way because they are
motivated to select a specific behavior over other
behaviors due to what they expect the result of that
selected behavior will be.
• Expectancy theory is about the mental processes
regarding choice, or choosing.
• It explains the processes that an individual
undergoes to make choices.
• In the study of organizational behavior, expectancy
theory is a motivation theory first proposed by
Victor Vroom of the Yale School of Management.
47. Equity Theory – Motivation and Perception
• Equity theory is a theory that attempts to explain
relational satisfaction in terms of perceptions of
fair/unfair distributions of resources within
interpersonal relationships.
• Equity theory was first developed in 1963 by John
Stacey Adams, a workplace and behavioral
psychologist, who asserted that employees seek to
maintain equity between the inputs that they bring to
a job and the outcomes that they receive from it
against the perceived inputs and outcomes of others
(Adams, 1965).
• The belief is that people value fair treatment which
causes them to be motivated to keep the fairness
maintained within the relationships of their co-
workers and the organization.
48. Equity Theory [Contd.]
➢ Equity theory focused on,
• Distributive Justice :- which is the perceived fairness of the
amount and allocation of rewards among individuals.
• Procedural Justice :- which is the perceived fairness of the
process used to determine the distribution of rewards.
➢ It shows that distributive justice has a greater influence on
employee satisfaction than procedural justice, while procedural
justice tends to affect an employee’s organizational commitment,
trust in his or her boss, and intention to quit.
51. Agility – The Ritz Carlton Hotel
One organization that has been using this process for decades, and
has almost taken it to a fine art, is The Ritz-Carlton Hotel
Company.1 This hotel chain is known for exemplary customer
service. It does not manage to continuously deliver this by merely
training employees about the things they must do or things they
must avoid. That list would be endless. Instead, they have built a
story-based programme that instils a customer service ethic in all
their employees. This is how it works.
Everyone in the company from around the world is encouraged to
submit stories about the Ritz-Carlton people going above and
beyond. Each week, a story is selected and sent out to all Ritz-
Carlton hotels. It is read out at the line-up meetings when the staff
gathers before starting a shift. The Ritz-Carlton calls them ‘wow’
stories.
52. Three times a week, on Mondays, Wednesdays and Fridays, the staff
recounts ‘wow’ stories in the line-ups. Each time such a story is told,
it triggers a conversation about what everyone sees as significant in
it and often prompts the retelling of other stories about things that
have happened in their own hotel. So, rather than receiving a
corporate directive on how to behave, the staff vicariously
experiences behaviours that everyone recognizes as exemplary.
At the end of the year, there is a competition to select the top ten
stories.
This process of replacing abstraction with concreteness works
powerfully in many other areas as well—making sense of customer
feedback, understanding the drivers of employee engagement, and
external sharing of the values and beliefs of the organization as it
builds the employer brand.
Agility – The Ritz Carlton Hotel [Contd.]
53. Designing Motivating Jobs
➢ Job Enlargement :- horizontally expanding a job through
increasing job scope.
• Job scope - the number of different tasks required in a job and the
frequency with which these tasks are repeated.
➢ Job Enrichment :- the vertical expansion of a job by adding
planning and evaluating responsibilities.
• Job enrichment increases job depth - which is the degree of control
employees have over their work.
54. ➢ Job Characteristics Model (JCM) :- It identifies five core job dimensions,
their interrelationships, and their impact on employee productivity,
motivation, and satisfaction. These five core job dimensions are :-
• Skill variety :- the degree to which a job requires a variety of activities so that
an employee can use a number of different skills and talents.
• Task identity :- the degree to which a job requires completion of a whole
and identifiable piece of work.
• Task significance, the degree to which a job has a substantial impact on the
lives or work of other people.
• Autonomy, the degree to which a job provides substantial freedom,
independence, and discretion to the individual in scheduling the work and
determining the procedures to be used in carrying it out.
• Feedback, the degree to which doing work activities required by a job results
in an individual obtaining direct and clear information about the effectiveness
of his or her performance.
Designing Motivating Jobs
55. ➢ Redesigning Job Design Approaches :- Although the JCM
has proven to be useful, it may not be totally appropriate for
today’s jobs that are more service and knowledge oriented. The
nature of these jobs has also changed the tasks that employees
do in those jobs.
Two emerging viewpoints on job design are causing a rethink of the
JCM and other standard approaches.
• Relational perspective of work design :- focuses on how
people’s tasks and jobs are increasingly based on social
relationships.
• Proactive perspective of work design :- says that employees
are taking the initiative to change how their work is performed.
Designing Motivating Jobs
56. Suggestions for Using the JCM
• Combine tasks (job enlargement) to create more meaningful work.
• Create natural work units to make employees‟ work important and whole.
• Establish external and internal client relationships to provide feedback.
• Expand jobs vertically (job enrichment) by giving employees more
autonomy.
• Open feedback channels to let employees know how well they are doing.
59. Inducing a ‘Lean-in’ Behaviour
It is said that a picture is worth a thousand words. I have over 350
photographs of participants in my workshops telling stories to their
table groups. A table group usually includes four participants. The
photographs are taken during the first exercise, where the
participants are asked to narrate an anecdote from their life. Other
than the animation on the speakers’ faces and their gestures, the one
thing common in all the pictures is that all the listeners lean in.
Now think of every meeting you go to or all the presentations you
ever sat through. Think of the postures of most of the people in
the room. Were they leaning in or leaning back?
However, if any presenter starts narrating a story, most people
engage and lean in.
75. How to use?
• To use this, show the extent to which you agree or disagree with each of the
following statements on a scale running from 1 (Strongly Disagree) to 5 (Strongly
Agree).
• For each statement, put a ‘tick-mark’ in the column that best describes you. Please
answer questions as you actually are (rather than how you think you should be),
and don't worry if some questions seem to score in the 'wrong direction'. When
you are finished, please 'Calculate the Total’ and review the results at the bottom.