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

3. A MODEL OF MOTIVATION

4. Environment Needs and Drives

5. Human Needs Primary Needs - Basic Physical needs Secondary Needs - Social and Psychological needs

6. Human Needs Primary Needs - Basic Physical needs Secondary Needs - Social and Psychological needs

7. Human Needs Primary Needs - Basic Physical needs Secondary Needs - Social and Psychological needs

9. Affiliation

11. Affiliation

13. Affiliation

15. Affiliation

17. Affiliation

19. Opportunity Environment Performance Needs and Drives Tension Effort Rewards Ability Goals and incentives

20. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

21. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

22. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

23. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

24. Opportunity Environment Performance Needs and Drives Tension Effort Rewards Ability Goals and incentives Need Satisfaction

25. Maslow’sHierarchyofNeeds

26. SELF- ACTUALIZATION ESTEEM NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS SAFETY NEEDS PHYSIOLOGICAL OR SURVIVAL NEEDS

27. MASLOW model HERZBERG model ALDERFER model Work itself Achievement Possibility of Growth Responsibility Advancement Recognition Growth Needs Self-actualization and fulfillment needs Motivational Factors Esteem and Status Needs Relatedness needs Status Relations with supervisors Peer relations Relations with subordinates Quality of Supervision Company Policy and administration Job security Working conditions Pay Belonging and Social Needs Safety and Security Needs Maintenance factors Existence Needs Physiological Needs

30. Herzberg’s Two-Factor Model Effects of Maintenance & Motivational Factors High positive feelings High negative feelings Neutral (Absence) Maintenance Factor (Presence) (Absence) Motivational Factor (Presence)

36. Herzberg’s Two-Factor Model Interpreting the Two-Factor Model Herzberg’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.

40. Comparison of the Maslow, Herzberg, and Alderfer’s Model The 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 Learning also known as vicarious learning. suggest that employees do not always have to learn directly from their own experiences.

46. ©2005 Prentice Hall Reinforcement Approaches Reinforcement Managerial Approach Action Effect Example Positive reinforcement Provide desirable consequence Increase probability of behavior being repeated Highway construction supervisor receives bonus for each day a project is completed ahead of schedule. Negative reinforcement Remove undesirable consequence Increase probability of behavior being repeated Management stops raising output quotas each time workers exceed them. Punishment Provide undesirable consequence Decrease probability of behavior being repeated Habitually 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 Hall Reinforcement Approaches Reinforcement Managerial Approach Action Effect Example Extinction Remove desirable consequence Decrease probability of behavior being repeated Group 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 Reinforcement Intermittent Continuous Ratio Interval Variable Fixed Variable Fixed

49. Major Benefit of Behavior modification Makes 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. Goal Targets and objectives for future performance Provides a sense of direction and purpose

52. 2 types of goal attainability 0 6 3 5 2 4 1 SHORT-TERM GOALS LONG-TERM GOALS

53. Goal setting Involves establishing specific, measurable and time-targeted objectives Illustrative example: Self-efficacy An internal belief regarding one’s job capabilities and capabilities To extend his business by opening 25 branches of his food chain nationwide for 10 years wants businessman

54. Elements of a goal setting Goal setting

55. Elements of a goal setting Goal acceptance Specificity Challenge Performance monitoring and feedback

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

57. S- M- A- R- T- F- O- R- M- E- specific measurable attainable realistic timed focused optimistic ready meaningful exciting

58. End of goal setting Goal setting

59. Expectancy theory JulyanneErese

60. Expectancy theory Developed by Victor H. Vroom Estates, 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.valence Refers to the value the individual’s preference on the reward. Strong avoidance Strong preference indifference -1 1 0

63. 2.Expectancy Is the strength of belief one’s work related effort will result on the completion of the task. Range expectancy: Low probability Low probability 0 1

64. 3 bases Past experience Self-confidence perceived difficulty

65. 3.instrumentality It is the belief that if one does meet the performance expectations, he or she will receive a greater reward Low probability Low probability 0 1

66. Summary

67. Advantages of expectancy theory Expectancy is a valuable tool for helping managers think about the mental processes through which motivation occurs. Values human dignity Encourages 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

73. Equity Sensitivity -> suggest that individuals have different preference for equity.

74. Procedural Justice Interpersonal Treatment Clarity of Expectation

75. Distributive Justice Allocation of reward