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.
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
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
The document discusses several major theories of motivation:
1) Content theories (Hierarchy of Needs, ERG, Two-Factor, Acquired Needs) examine what motivates employees based on their needs.
2) Process theories (Equity, Goal-Setting, Expectancy) look at how motivation works by examining perceptions, expectations, and evaluations.
3) Reinforcement theory proposes that employee behavior is motivated by its consequences through positive reinforcement, avoidance, extinction, or punishment. The document provides overviews and comparisons of these motivation theories.
Topic: Theories of Motivation
Student Name: Nadia
Class: M.Ed
Project Name: “Young Teachers' Professional Development (TPD)"
"Project Founder: Prof. Dr. Amjad Ali Arain
Faculty of Education, University of Sindh, Pakistan
This document summarizes several theories of motivation. It discusses need-based theories proposed by Maslow and ERG, as well as two-factor theory. Process-based theories explained include equity theory, expectancy theory, and reinforcement theory. Equity theory examines inputs, outcomes, and referents in motivation. Expectancy theory looks at expectations of performance leading to outcomes. Reinforcement theory states behavior is motivated by its consequences. The role of culture and ethics in motivation is also addressed.
The document discusses various theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be satisfied before higher needs; Herzberg's two-factor theory which separates motivators and hygiene factors; and McClelland's need for achievement, power, and affiliation. It also covers job design theories like job enlargement and enrichment to make jobs more interesting and motivating. Early motivation theories focused on what motivates while process theories examine the actual motivation process.
MOTIVATION
Motivation is the process of arousing the action, sustaining the activity in process and regulating the pattern of activity. - YOUNG
Motivation refers to the states within a person or animal that drives behavior toward some goals.
- MORGAN AND KING
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.
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
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
The document discusses several major theories of motivation:
1) Content theories (Hierarchy of Needs, ERG, Two-Factor, Acquired Needs) examine what motivates employees based on their needs.
2) Process theories (Equity, Goal-Setting, Expectancy) look at how motivation works by examining perceptions, expectations, and evaluations.
3) Reinforcement theory proposes that employee behavior is motivated by its consequences through positive reinforcement, avoidance, extinction, or punishment. The document provides overviews and comparisons of these motivation theories.
Topic: Theories of Motivation
Student Name: Nadia
Class: M.Ed
Project Name: “Young Teachers' Professional Development (TPD)"
"Project Founder: Prof. Dr. Amjad Ali Arain
Faculty of Education, University of Sindh, Pakistan
This document summarizes several theories of motivation. It discusses need-based theories proposed by Maslow and ERG, as well as two-factor theory. Process-based theories explained include equity theory, expectancy theory, and reinforcement theory. Equity theory examines inputs, outcomes, and referents in motivation. Expectancy theory looks at expectations of performance leading to outcomes. Reinforcement theory states behavior is motivated by its consequences. The role of culture and ethics in motivation is also addressed.
The document discusses various theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be satisfied before higher needs; Herzberg's two-factor theory which separates motivators and hygiene factors; and McClelland's need for achievement, power, and affiliation. It also covers job design theories like job enlargement and enrichment to make jobs more interesting and motivating. Early motivation theories focused on what motivates while process theories examine the actual motivation process.
MOTIVATION
Motivation is the process of arousing the action, sustaining the activity in process and regulating the pattern of activity. - YOUNG
Motivation refers to the states within a person or animal that drives behavior toward some goals.
- MORGAN AND KING
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.
This document discusses motivation and motivation theories. It begins by defining motivation as the process that activates and directs goal-oriented behavior. It then discusses how motivation relates to productivity and performance, noting that motivated employees work harder and are more productive. The document also outlines the importance of motivation for both individuals and organizations. It proceeds to compare and contrast three major content theories of motivation: Maslow's hierarchy of needs, Alderfer's ERG theory, and Herzberg's motivation-hygiene theory. Finally, it explains Vroom's expectancy theory of motivation, which posits that motivation depends on expectations of effort leading to performance and performance leading to outcomes or rewards.
The document discusses various perspectives on motivation in organizational behavior and management. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory, equity theory, and goal-setting theory. Reinforcement perspectives involving positive and negative reinforcement are also described. Popular motivational strategies involving empowerment, participation, and organizational reward systems are outlined.
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.
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.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also presents a case study about an engineer named Prakash who lacks initiative and needs motivation from his boss to take more risks and make independent decisions in his work.
The chapter discusses several need theories of motivation including:
1) Maslow's hierarchy of needs which arranges needs from basic physiological to self-actualization needs.
2) ERG theory which categorizes needs as existence, relatedness, and growth.
3) McClelland's achievement motivation theory which focuses on the needs for achievement, power, and affiliation.
4) Herzberg's motivator-hygiene theory distinguishes between motivators like achievement that improve satisfaction and hygiene factors like supervision that reduce dissatisfaction.
The chapter also addresses applying need theories across cultures and the ethical issues involved in directly motivating employee behavior.
Source: Introduction to Work and Organizational Psychology: A European Perspective; Nik Chmiel (Editor)
This presentation focuses on "the two main theories of work motivation: content theories and process theories".
The document discusses various theories of motivation from five management books. It defines motivation according to each book and summarizes key theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, McGregor's Theory X and Theory Y, and the Porter-Lawler theory of motivation. It also covers cognitive theories like expectancy theory, equity theory, and goal-setting theory, as well as ERG theory and factors for maximizing employee effort.
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.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
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 .
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 in management and theories of motivation. It defines motivation as inspiring people to work individually or in groups to produce the best results. Management is getting people together to accomplish goals and involves planning, organizing, staffing, leading, and controlling an organization. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Porter and Lawler's model. The document provides tips for motivating including caring not scaring, recognizing differences, and non-financial rewards. It also distinguishes between motivation, satisfaction, inspiration, and manipulation.
This document provides an outline for learning about motivating employees. It discusses early theories of motivation from Maslow, McGregor, and Herzberg. Contemporary theories covered include job characteristics model, equity theory, and expectancy theory. Current issues in motivation are also examined, such as challenges in motivating diverse groups like men/women, professionals, unionized workers, and low-skilled employees. The document emphasizes applying motivation theories in practice by recognizing individual differences, matching people to jobs, using recognition programs, ensuring equity, and setting goals.
Motivation is important for organizations to utilize human resources effectively and achieve goals. There are three key elements of motivation: energy, persistence of effort directed toward organizational goals, and proper direction of effort. Motivation leads to better resource use, cooperative work environments, and goal-directed employees. It also builds friendly relationships within the organization. Maslow's hierarchy of needs theory explains that motivation satisfies physiological, safety, social, esteem, and self-actualization needs for individuals.
The document discusses various theories and approaches to motivation in the workplace. It covers traditional approaches like human relations and human resources theories, as well as more contemporary content theories like Maslow's hierarchy of needs and ERG theory. Process theories of motivation like expectancy theory and equity theory are also examined. Reinforcement theory and its use of rewards to motivate behavior is described. The impact of job design, empowerment, and giving work meaning on employee motivation are also discussed.
This document discusses various theories of motivation in management. It covers both content and process theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and reinforcement theory. The key aspects of each theory are defined and differences between theories are explained. The aim is to understand the basic human factors that affect managing and what motivates individuals in an organizational context.
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.
This document provides an overview of different motivation theories and how they can be applied in organizations. It discusses content motivation theories like Maslow's hierarchy of needs theory and process motivation theories like expectancy theory. It also covers reinforcement theory and different types of reinforcement. The document seeks to explain these theories and how managers can use them to motivate employees and improve performance.
The document discusses various theories of motivation in management. It begins with early models including the traditional, human relations, and human resources models. It then examines content theories like Maslow's hierarchy of needs and McClelland's needs theory. Process theories such as expectancy theory, equity theory, and goal setting theory are analyzed. Reinforcement theory and behavior modification are also covered. Critiques note the complexity of motivation and potential issues with behavior modification.
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.
This document discusses motivation and motivation theories. It begins by defining motivation as the process that activates and directs goal-oriented behavior. It then discusses how motivation relates to productivity and performance, noting that motivated employees work harder and are more productive. The document also outlines the importance of motivation for both individuals and organizations. It proceeds to compare and contrast three major content theories of motivation: Maslow's hierarchy of needs, Alderfer's ERG theory, and Herzberg's motivation-hygiene theory. Finally, it explains Vroom's expectancy theory of motivation, which posits that motivation depends on expectations of effort leading to performance and performance leading to outcomes or rewards.
The document discusses various perspectives on motivation in organizational behavior and management. It covers content perspectives like Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as process perspectives including expectancy theory, equity theory, and goal-setting theory. Reinforcement perspectives involving positive and negative reinforcement are also described. Popular motivational strategies involving empowerment, participation, and organizational reward systems are outlined.
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.
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.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also presents a case study about an engineer named Prakash who lacks initiative and needs motivation from his boss to take more risks and make independent decisions in his work.
The chapter discusses several need theories of motivation including:
1) Maslow's hierarchy of needs which arranges needs from basic physiological to self-actualization needs.
2) ERG theory which categorizes needs as existence, relatedness, and growth.
3) McClelland's achievement motivation theory which focuses on the needs for achievement, power, and affiliation.
4) Herzberg's motivator-hygiene theory distinguishes between motivators like achievement that improve satisfaction and hygiene factors like supervision that reduce dissatisfaction.
The chapter also addresses applying need theories across cultures and the ethical issues involved in directly motivating employee behavior.
Source: Introduction to Work and Organizational Psychology: A European Perspective; Nik Chmiel (Editor)
This presentation focuses on "the two main theories of work motivation: content theories and process theories".
The document discusses various theories of motivation from five management books. It defines motivation according to each book and summarizes key theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, McGregor's Theory X and Theory Y, and the Porter-Lawler theory of motivation. It also covers cognitive theories like expectancy theory, equity theory, and goal-setting theory, as well as ERG theory and factors for maximizing employee effort.
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.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
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 .
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 in management and theories of motivation. It defines motivation as inspiring people to work individually or in groups to produce the best results. Management is getting people together to accomplish goals and involves planning, organizing, staffing, leading, and controlling an organization. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Porter and Lawler's model. The document provides tips for motivating including caring not scaring, recognizing differences, and non-financial rewards. It also distinguishes between motivation, satisfaction, inspiration, and manipulation.
This document provides an outline for learning about motivating employees. It discusses early theories of motivation from Maslow, McGregor, and Herzberg. Contemporary theories covered include job characteristics model, equity theory, and expectancy theory. Current issues in motivation are also examined, such as challenges in motivating diverse groups like men/women, professionals, unionized workers, and low-skilled employees. The document emphasizes applying motivation theories in practice by recognizing individual differences, matching people to jobs, using recognition programs, ensuring equity, and setting goals.
Motivation is important for organizations to utilize human resources effectively and achieve goals. There are three key elements of motivation: energy, persistence of effort directed toward organizational goals, and proper direction of effort. Motivation leads to better resource use, cooperative work environments, and goal-directed employees. It also builds friendly relationships within the organization. Maslow's hierarchy of needs theory explains that motivation satisfies physiological, safety, social, esteem, and self-actualization needs for individuals.
The document discusses various theories and approaches to motivation in the workplace. It covers traditional approaches like human relations and human resources theories, as well as more contemporary content theories like Maslow's hierarchy of needs and ERG theory. Process theories of motivation like expectancy theory and equity theory are also examined. Reinforcement theory and its use of rewards to motivate behavior is described. The impact of job design, empowerment, and giving work meaning on employee motivation are also discussed.
This document discusses various theories of motivation in management. It covers both content and process theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and reinforcement theory. The key aspects of each theory are defined and differences between theories are explained. The aim is to understand the basic human factors that affect managing and what motivates individuals in an organizational context.
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.
This document provides an overview of different motivation theories and how they can be applied in organizations. It discusses content motivation theories like Maslow's hierarchy of needs theory and process motivation theories like expectancy theory. It also covers reinforcement theory and different types of reinforcement. The document seeks to explain these theories and how managers can use them to motivate employees and improve performance.
The document discusses various theories of motivation in management. It begins with early models including the traditional, human relations, and human resources models. It then examines content theories like Maslow's hierarchy of needs and McClelland's needs theory. Process theories such as expectancy theory, equity theory, and goal setting theory are analyzed. Reinforcement theory and behavior modification are also covered. Critiques note the complexity of motivation and potential issues with behavior modification.
This document discusses various theories of motivation and how they relate to job performance. It covers content theories like Maslow's hierarchy of needs theory and ERG theory, process theories like equity theory and expectancy theory, and reinforcement theory. The document also discusses how companies can apply these motivation concepts, such as through goal-setting, rewards, and praise.
Motivation refers to the internal and external factors that drive individuals to achieve goals. Several theories attempt to explain motivation. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving to higher-level needs. Alderfer's ERG theory condensed Maslow's model into three core needs of existence, relatedness, and growth. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary. Vroom's expectancy theory states that motivation depends on expectancy, instrumentality, and valence. Effective leadership motivates followers by fulfilling task and relationship functions through functional behaviors rather than dysfunctional behaviors.
This document provides an overview of managing employee motivation and performance. It discusses various theories and perspectives on motivation, including: Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and goal-setting theory. It also covers popular motivational strategies like empowerment and participation. Finally, it examines the effects of organizational rewards on attitudes, behaviors, and motivation. The overall purpose is to characterize the nature of motivation and identify approaches for understanding and influencing employee motivation.
This document discusses different theories of motivation. It defines motivation and describes three main categories of motivational theories: internal theories that focus on individual factors, process theories that emphasize interactions between individuals and the environment, and external theories that focus on environmental elements. Two prominent motivation theories are discussed in more detail: Maslow's hierarchy of needs theory, which proposes that individuals must satisfy lower-level needs before pursuing higher needs; and expectancy theory, which suggests that motivation depends on expectations of effort leading to performance and performance leading to outcomes. The document also outlines Herzberg's two-factor theory of motivation and hygiene factors.
This document discusses various theories of motivation from management literature. It begins by defining motivation as the process of sustaining goal-directed behavior or the forces that account for an individual's effort at work. It then outlines three main groups of motivational theories: internal theories that examine individual variables, process theories that consider the interaction between individuals and their environment, and external theories that focus on environmental factors. Several influential early philosophers and their views on motivation are mentioned. Content theories like Maslow's hierarchy of needs, Alderfer's ERG theory, and Herzberg's two-factor theory are explained. Process theories involving reinforcement, expectancy, equity, justice, and goal setting are also covered. The document concludes by discussing challenges of motivation
Here are some potential pros and cons of a merit pay system for teachers:
Pros:
- It could motivate teachers to work harder and be more innovative in their teaching methods to earn higher pay. The incentive of more money may push some teachers to higher levels of performance.
Cons:
- It may decrease collaboration as teachers compete against each other for merit pay. This could undermine the cooperative culture needed in schools.
- It may be difficult to fairly evaluate teacher performance and impact on student achievement. Standardized test scores are an imperfect measure and many factors beyond a teacher's control influence student outcomes.
- It could decrease morale as high-performing teachers feel they are working much harder for relatively small pay increases while lower
The document discusses several theories of motivation. It begins by defining motivation as the intensity, direction, and persistence of effort toward attaining a goal. It then summarizes key theories:
1) Maslow's hierarchy of needs theorizes that lower-level needs like physical needs must be met before higher-level needs can motivate.
2) McGregor's Theory X and Theory Y propose two approaches to managing people - Theory X assumes people dislike work while Theory Y assumes people can exercise self-direction.
3) Herzberg's motivation-hygiene theory distinguishes between motivators like achievement that boost satisfaction and hygiene factors like policy that prevent dissatisfaction.
It discusses several other theories
The document discusses various theories of motivation that managers can use to motivate employees, including:
- Equity theory, which explains how perceptions of fairness affect motivation.
- Expectancy theory, which describes how expectations of rewards, effort and performance influence motivation.
- Reinforcement theory and how reinforcement can be used to motivate.
- Goal-setting theory and how setting specific, challenging goals with feedback can motivate workers.
The document advocates using an integrated model of motivation that combines elements of these theories to maximize motivating employees.
This document discusses various theories and strategies for motivating and rewarding employees. It describes motivation as the process by which a person's efforts are energized and sustained toward attaining goals. Several classic motivation theories are examined, including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. McClelland's three needs theory is also covered. The document then discusses strategies for motivating a diverse workforce such as flexible work hours and job sharing. It concludes with suggestions for designing appropriate rewards programs.
Motivation theories can be categorized as either content theories, which focus on internal factors like needs and emotions, or process theories, which examine how motivation influences behavior. Key content theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Important process theories are Vroom's expectancy theory, goal setting theory, and equity theory. These theories provide frameworks to understand what motivates individuals and how their motivation can be influenced.
This document discusses motivation theories relevant for managers. It covers:
1. Motivation is complex with different approaches needed to motivate employees, such as meeting needs, job design, and equitable treatment.
2. Content theories (e.g. Maslow's hierarchy of needs, Herzberg's two-factor theory) examine what motivates people based on needs. Process theories (e.g. expectancy, equity, goal-setting) explain how people are motivated.
3. Theories have implications for managers to understand employee motivation and ensure fairness to keep workers stimulated towards organizational goals. A motivated workforce is important for managerial success.
It is a brief presentation which will make you easily understand about what actually motivation is and what job performance is?
And also it will make you clear that what is difference between motivation and job performance, as both words in general reflects same meaning but they are different but also interlinked with each other in some or the other way,
The document discusses several theories of motivation based on needs. It describes Maslow's hierarchy of needs which posits that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses ERG theory, Herzberg's two-factor theory distinguishing between motivators and hygiene factors, McClelland's need for achievement, need for affiliation, and need for power. Additionally, it covers equity theory and expectancy theory which are process theories focusing on how motivated behavior occurs to satisfy needs.
This document provides an overview of concepts related to leading and motivating employees. It discusses theories of motivation such as need theory, reinforcement theory, equity theory, expectancy theory, and goal-setting theory. It also covers topics like leadership approaches including trait, behavioral, and contingency theories. Additionally, it outlines stages of team development and types of teams. The key information covered in the document relates to motivating employees and leading teams effectively through understanding motivation theories and leadership approaches.
This document summarizes several theories of motivation and how they relate to job performance. It discusses Abraham Maslow's hierarchy of needs theory, Frederick Herzberg's two-factor theory, David McClelland's needs theory, Clayton Alderfer's ERG theory, Victor Vroom's expectancy theory, reinforcement theory, social learning theory, equity theory, and theories around job design and goal setting as they relate to motivation and performance. It concludes by defining job performance as an individual-level variable according to John Campbell's conceptualization of performance relating to organizational outcomes.
The document discusses several theories of motivation. It defines motivation as the process of arousing and sustaining interest in an activity to achieve a goal. It also discusses the difference between needs and wants. Several motivation theories are covered, including Maslow's hierarchy of needs theory, ERG theory, Herzberg's two-factor theory, McClelland's need achievement theory, and Weiner's attribution theory. The implications of motivation theories for management organizations are also discussed.
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
Motivation is influenced by physiological or psychological needs that drive an individual's behavior toward achieving goals. Early theories proposed hierarchical needs structures and differentiated between intrinsic and extrinsic factors. Maslow's hierarchy positioned basic needs below esteem and self-actualization needs. Herzberg separated hygiene factors like pay from motivators like achievement. Vroom's expectancy theory tied motivation to expectations of outcomes. Reinforcement theories explained how consequences shape behavior through learning. Later, equity theory focused on fairness perceptions. Proper job design and goal setting can enhance work motivation and performance.
The CBC machine is a common diagnostic tool used by doctors to measure a patient's red blood cell count, white blood cell count and platelet count. The machine uses a small sample of the patient's blood, which is then placed into special tubes and analyzed. The results of the analysis are then displayed on a screen for the doctor to review. The CBC machine is an important tool for diagnosing various conditions, such as anemia, infection and leukemia. It can also help to monitor a patient's response to treatment.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
artificial intelligence and data science contents.pptxGauravCar
What is artificial intelligence? Artificial intelligence is the ability of a computer or computer-controlled robot to perform tasks that are commonly associated with the intellectual processes characteristic of humans, such as the ability to reason.
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Artificial intelligence (AI) | Definitio
4. MOTIVATION
DEFINITION
• Any influence that triggers, directs or maintains behaviour
• Research is based upon different variables that affect motivation
Individual Differences
Organizational Contexts
Manager Behaviors
6. DEFINITION |DIFFERENCES | LIST
CONTENT THEORIES &
PROCESS THEORIES
The study of motivation has created two major theoretical bodies of knowledge applicable to the design of employee or channel partner
motivation programs: Content Theories and Process Theories. These theories have many applications for incentive program planners.
9. CONTENT THEORIES OF MOTIVATION
MASLOW’S
NEED HEIRARCHY
Self-
Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Growth
RelatednessRelatedness
ExistenceExistence
Motivators
HygienesHygienes
Need for
Achievement
Need forNeed for
PowerPower
Need forNeed for
AffiliationAffiliation
ALDERFER’S
ERG THEORY
HERZBERG’S
THEORY
MCCLELLAND’S
LEARNED NEEDS
10. CONTENT THEORIES OF MOTIVATION
MASLOW’S NEED HIERARCHY
• Each individual has needs, or feelings of deficiency
that drive their behavior
• Once a need is satisficed, then it is no longer
motivating
• Needs are in a hierarchy that an individual moves up
as they satisfy levels of needs
11. PRACTICAL IMPLICATIONS OF CONTENT THEORIES
MASLOW’S NEED HIERARCHY
• People have different needs at different times
• Employers must offer employees a choice of
rewards
• But not rely too heavily on financial rewards
Workers also have lower level needs
14. CONTENT THEORIES OF MOTIVATION
ALDERFER’S ERG THEORY
• ERG theory was developed by Clayton Alderfer. Alderfer proposed the ERG Theory to bring Maslow’s need
hierarchy theory of motivation in synchronization with empirical research.
• Alderfer advocated three need patterns of an individual as against five steps proposed by Maslow.
• Alderfer recommended that all the needs may be operative at any one time.
• If gratification of higher need is stifled, the desire to satisfy the lower level need may increase.
• Alderfer recategorized Maslow’s hierarchy of needs into three simpler and broader classes of needs, which
are ERG.
15. Existence
Relatedness
Growth
CONTENT THEORIES OF MOTIVATION
ALDERFER’S ERG THEORY
Desires for physiological and material well-being
Desires for satisfying interpersonal relationships.
Desires for continued psychological growth and
development
20. 20
PROCESS THEORIES OF MOTIVATION
DEFINITION | TYPES
Process theories of motivation …
How people make choices to work hard or not.
Choices are based on:
Individual preferences.
Types of process theories:
Reinforcement Theory
Expectancy
Equity
21. POSITIVE
REINFORCEMENTS
NEGATIVE
REINFORCEMENT
PUNISHMENT EXTINCTION &
DRAWBACKS
Decreases the frequency of a
behavior through the contingent
presentation of an unpleasant
consequence.
TYPES OF PROCESS THEORIES
REINFORCEMENT THEORY
Decreases the frequency of a
behavior through the contingent
removal of an pleasant
consequence.
Increases the frequency of a
behavior through the contingent
presentation of a pleasant
consequence
Increases the frequency of a
behavior through the contingent
removal of an unpleasant
consequence.
22. TYPES OF PROCESS THEORIES
EXPECTANCY THEORY
Developed by Victor Vroom.
Key expectancy theory variables:
- Expectancy — belief that working hard will
result in desired level of performance.
- Instrumentality — belief that successful
performance will be followed by rewards.
- Valence — value a person assigns to rewards
24. 24
1
2
Procedural Justice - fairness issues concerning
the methods, mechanisms, and processes used to
determine outcomes
3
1
23
TYPES OF PROCESS THEORIES
JUSTICE THEORY
Distributive Justice - concerns the fairness of
outcomes, includes equity theory
Interactional Justice - concerns the way one is
treated informally during procedures and
distributions
25. 2525
PROCESS THEORIES OF MOTIVATION
DEFINITION | TYPES
Process theories of motivation …
How people make choices to work hard or not.
Choices are based on:
Individual preferences.
Available rewards.
Possible work outcomes.
Types of process theories:
Reinforcement Theory , Expectancy,
Equity, Justice Theory
28. MECHANICS OF THE GAME
QUIZ BEE SPRINT
1. The coverage of the quiz bee includes all the discussed theories
2. All groups should participate in this activity.
3. A group shall decide a line – up for 10 questions (1 question / person)
- No student must answer twice, unless a group lacks a member/s.
- Not following instruction may lead to deduction of points ( - 5pts)
- There will be three (3) components in the competition namely: Easy (2pts each), Medium
(4pts each), Difficult (6pts each).
4. A member will run in front to answer the questions. The group will write their answers at the blank answer
sheet here in front which we provided.
5. Questions can be seen in the questionnaires. If a member is already in front, he/ she is not allowed to look
Tally
Sheet
29. MANAGEMENT
GROUP 1 | MOTIVATION
ARELLANO, ALYRRA ASHLEY
AWERAN, RUSSELL
BIALA, BRYLE JAMES
CANDELARIO, TRICIA VIOLETA
DAVID, SAMM ERYL
DELA CRUZ, ROMHEL
MARCELO, DAISY