This document discusses various theories and models of work motivation. It begins by defining work motivation and outlining three elements: direction and focus of behavior, level of effort, and persistence of behavior. It then presents Maslow's hierarchy of needs and Herzberg's two-factor theory, distinguishing between motivational and maintenance factors. The document also introduces expectancy theory, focusing on valence, expectancy, and instrumentality. Additional models covered include the equity model, goal setting theory, reinforcement approaches in behavior modification, and Alderfer's ERG theory.

1. MOTIVATION

2. WORK MOTIVATIONis the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviorsThree Elements of Work MotivationDirection and Focus of the BehaviorLevel of effort providedPersistence of the behavior

3. A MODEL OF MOTIVATION

4. EnvironmentNeeds and Drives

5. Human NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social and Psychological needs

6. Human NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social and Psychological needs

7. Human NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social and Psychological needs

8. Motivational DrivesAchievement

9. Affiliation

10. PowerMotivational DrivesA drive to accomplish objectives and get aheadAchievement

11. Affiliation

12. PowerMotivational DrivesA drive to relate people effectively.Achievement

13. Affiliation

14. PowerMotivational DrivesA drive to influence people and situations.Achievement

15. Affiliation

16. PowerMotivational DrivesInstitutional powerPersonalized PowerAchievement

17. Affiliation

18. PowerEnvironmentNeeds and DrivesTension

19. OpportunityEnvironmentPerformanceNeeds and DrivesTensionEffortRewardsAbilityGoals and incentives

20. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

21. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

22. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

23. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

24. OpportunityEnvironmentPerformanceNeeds and DrivesTensionEffortRewardsAbilityGoals and incentivesNeed Satisfaction

25. Maslow’sHierarchyofNeeds

26. SELF-ACTUALIZATIONESTEEM NEEDSLOVE, AFFECTION, AND BELONGINGNESS NEEDSSAFETY NEEDSPHYSIOLOGICAL OR SURVIVAL NEEDS

27. MASLOW modelHERZBERG modelALDERFER modelWork itselfAchievementPossibility of GrowthResponsibility AdvancementRecognitionGrowth NeedsSelf-actualization and fulfillment needsMotivational FactorsEsteem and Status NeedsRelatedness needsStatusRelations with supervisorsPeer relationsRelations with subordinatesQuality of SupervisionCompany Policy and administrationJob securityWorking conditionsPayBelonging and Social NeedsSafety and Security NeedsMaintenance factorsExistence NeedsPhysiological Needs

28. Herzberg’s Two-Factor Modelon the basis of research with engineers and accountants, Frederick Herzberg in the 1950’s developed the Two Factor Model for MotivationHerzberg’s Two-Factor ModelMaintenance & Motivational FactorsMaintenance or Hygiene FactorsTheir presence generally brings employees only to a neutral state. The factors are not strongly motivating.

29. Herzberg’s Two-Factor ModelMaintenance & Motivational FactorsMotivational FactorsOther job conditions operate primarily to build this motivation, but their absence rarely is strongly dissatisfying.

30. Herzberg’s Two-Factor ModelEffects of Maintenance & Motivational FactorsHigh positive feelingsHigh negative feelingsNeutral(Absence) Maintenance Factor (Presence)(Absence) Motivational Factor (Presence)

31. Herzberg’s Two-Factor ModelJob Contents and ContextJob ContentThese are the motivational factors such as achievement and responsibility are related, for the most par, directly to the job itself. The employees’ performance and the personal recognition and growth that the employee experiences.

32. Herzberg’s Two-Factor ModelJob Contents and ContextJob Context -Maintenance factors are mainly related -Employees are more related to the environment surrounding the job.

33. Herzberg’s Two-Factor ModelIntrinsic and Extrinsic MotivatorsIntrinsic MotivatorsThese are internal rewards that a person feels when performing a job.

34. Herzberg’s Two-Factor ModelIntrinsic and Extrinsic MotivatorsIntrinsic MotivatorsThese are internal rewards that a person feels when performing a job.

35. Herzberg’s Two-Factor ModelIntrinsic and Extrinsic MotivatorsExtrinsic MotivatorsThese are external rewards that occur apart from the nature of work providing no direct satisfaction at the time the work is performed.

36. Herzberg’s Two-Factor ModelInterpreting the Two-Factor ModelHerzberg’s model provides a useful distinction between maintenance factor which are necessary but not sufficient and motivational factor which have the potential for improving employee effort.

37. Alderfer’s E-R-G ModelExistence NeedCombine physiological and security factors pay, physical working conditions, job security, and firing benefits can also address these needs.

38. Alderfer’s E-R-G ModelRelatedness NeedsThese involve being understood and accepted by people above, below and around the employee at work and away from it.

39. Alderfer’s E-R-G ModelGrowth NeedsThese involve the desire for both self-esteem and self actualization.

40. Comparison of the Maslow, Herzberg, and Alderfer’s ModelThe similarities among the three models of human needs are quite apparent. But there are also important contrasts:Maslow and Alderferfocuses on the internal needs of the employees. “Whereas” Herzberg also identifies and differentiates the conditions (job content or job context) that could be provided for need satisfaction.

41. BEHAVIOR MODIFICATION by: Jacel

42. Organizational Behavior Modification or OB Mod-> Is the application in organizations of the principles of behavior modification.

43. Law of Effect-> state that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences.

44. “we learn best under pleasant surroundings” -learning theory-“internal needs lead to behavior” -content theory-“external consequences tend to determine behavior” -OB Mod-

45. Social Learningalso known as vicarious learning.suggest that employees do not always have to learn directly from their own experiences.

46. ©2005 Prentice HallReinforcement ApproachesReinforcement Managerial Approach Action Effect ExamplePositive reinforcementProvide desirable consequenceIncrease probability of behavior being repeatedHighway construction supervisor receives bonus for each day a project is completed ahead of schedule.Negative reinforcementRemove undesirable consequenceIncrease probability of behavior being repeatedManagement stops raising output quotas each time workers exceed them.PunishmentProvide undesirable consequenceDecrease probability of behavior being repeatedHabitually tardy crew member is fined the equivalent of one hour’s pay each day he is late to work.Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

47. ©2005 Prentice HallReinforcement ApproachesReinforcement Managerial Approach Action Effect ExampleExtinctionRemove desirable consequenceDecrease probability of behavior being repeatedGroup member stops making unsolicited suggestions when team leader no longer mentions them in group meetings.Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

48. Schedule of ReinforcementIntermittentContinuousRatioIntervalVariableFixedVariableFixed

49. Major Benefit of Behavior modificationMakes managers become more conscious motivators.Encourages manager to analyze employee behavior, explore why it occurs and how often.Identify specific consequences that will help change it when those consequences are applied systematically.

50. Goal setting Prepared by: Jay Daileg

51. GoalTargets and objectives for future performanceProvides a sense of direction and purpose

52. 2 types of goalattainability0635241SHORT-TERM GOALSLONG-TERM GOALS

53. Goal settingInvolves establishing specific, measurable and time-targeted objectivesIllustrative example:Self-efficacyAn internal belief regarding one’s job capabilities and capabilitiesTo extend his business by opening 25 branches of his food chain nationwide for 10 yearswantsbusinessman

54. Elements of a goal settingGoal setting

55. Elements of a goal settingGoal acceptanceSpecificityChallengePerformance monitoring and feedback

56. Aspects for goal settingThe S.M.A.R.T. F.O.R. M.E. goal setting process

57. S-M-A-R-T-F-O-R-M-E-specificmeasurableattainablerealistictimedfocusedoptimisticreadymeaningfulexciting

58. End of goal settingGoal setting

59. Expectancy theoryJulyanneErese

60. Expectancy theoryDeveloped by Victor H. VroomEstates, a worker expects to receive(reward pay) for efforts produced. The rewards, wages, or incentives are usually agreed upon by employer and employee.

61. 3 factors of motivation on expectancy theory

62. 1.valenceRefers to the value the individual’s preference on the reward.StrongavoidanceStrongpreferenceindifference-110

63. 2.ExpectancyIs the strength of belief one’s work related effort will result on the completion of the task.Range expectancy:Low probabilityLow probability01

64. 3 bases Past experienceSelf-confidence perceived difficulty

65. 3.instrumentalityIt is the belief that if one does meet the performance expectations, he or she will receive a greater rewardLow probabilityLow probability01

66. Summary

67. Advantages of expectancy theoryExpectancy is a valuable tool for helping managers think about the mental processes through which motivation occurs.Values human dignityEncourages manager to design the motivational climate that will stimulate appropriate employee behaviour.

68. End of expectancy theory

69. THE EQUITY MODEL by: julyanne

70. THE EQUITY MODEL -> developed on the belief that fair treatment or perception thereof, motivates people to keep such fairness maintained within the relationships of their colleagues and the organization.

71. Formula…One’s own outcomes = Others’ outcomes One’s own inputs Others’ inputs