The document discusses several theories of motivation:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill lower level needs like physiological and safety needs before pursuing higher level needs like esteem and self-actualization. However, the theory does not always accurately predict behavior.
2. Alderfer's ERG theory classifies needs into existence, relatedness, and growth, addressing some limitations of Maslow's model.
3. Cognitive evaluation theory distinguishes between intrinsic motivation from task performance and extrinsic motivation from rewards, proposing that extrinsic motivators can reduce intrinsic motivation.
4. Herzberg's two-factor theory separates motivators like achievement that enhance satisfaction from hygiene factors whose absence
Motivation theories and ideas as well as a discussion about the importance of motivation. There is also a discussion of the use of extrinsic and intrinsic rewards
Introducing Massive Motivation- Control Your Own Destiny by Understanding How to Manipulate Your Motivation, Inside this eBook, you will discover the topics about how controlling your motivation can improve your life, the activation of motivation, intensity of motivation, habitual beliefs that affect motivation levels, personality quirks, health problem, how to find a source of motivation that is effective for you, tactics to increase your motivation, how to channel your motivation, sustaining your motivation for long periods of time and bite sized goals.
This document provides an overview of key motivation theories including:
1. Maslow's hierarchy of needs theory which proposes humans have physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
2. McGregor's Theory X and Theory Y which describe assumptions managers have about employee motivation being intrinsically negative (Theory X) or positive (Theory Y).
3. Herzberg's two-factor theory which distinguishes between intrinsic job satisfaction factors and extrinsic hygiene factors that prevent dissatisfaction but do not motivate.
4. Contemporary theories including ERG theory, McClelland's needs theory focused on achievement, power and affiliation, goal-setting theory, and equity theory examining
This chapter discusses motivation and covers several topics:
- General principles of motivation including drive theories and homeostasis. Intrinsic and extrinsic motivation are also covered.
- Sexual motivation including surveys on sexual behaviors and attitudes. Factors influencing sexual anatomy and orientation are discussed.
- Influences on sexual orientation including genetic and hormonal factors. Research on twins and brain structures is summarized.
- The chapter examines motivation from several theoretical perspectives and discusses hunger, sex drive and achievement motivation.
The document discusses motivation and different theories of motivation. It provides definitions of motivation from various psychologists and theorists. Some of the key points covered include:
- Motivation is the internal drive that directs behavior toward goals.
- There are two main types of motivation: intrinsic and extrinsic.
- Maslow's hierarchy of needs proposes that humans are motivated to fulfill basic physiological needs first before pursuing higher level needs.
- Other motivation theories discussed include drive-reduction theory, incentive theory, and Hertzberg's two-factor theory.
The document discusses different theories of motivation. It defines motivation and explores the concepts of need, drive, incentive, and motive. It then covers several theories of motivation including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, belongingness, esteem, and self-actualization needs.
- Herzberg's two-factor theory which distinguishes between job satisfaction and dissatisfaction factors.
- Social learning theory which suggests behaviors can be learned through observation.
- Instinct theory which proposes behaviors are driven by innate biological instincts.
- Drive reduction theory which views motivation as a process of reducing biological needs.
- Incentive theory which states external stimuli regulate
This document provides an overview of motivation theories and concepts. It defines motivation as the wants or needs that direct behavior toward a goal. It discusses intrinsic and extrinsic motivation, as well as primary and secondary motives. Several major motivation theories are outlined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, McClelland's needs theory, equity theory, goal setting theory, expectancy theory, and reinforcement theory. Key concepts from each theory are summarized.
Motivation theories and ideas as well as a discussion about the importance of motivation. There is also a discussion of the use of extrinsic and intrinsic rewards
Introducing Massive Motivation- Control Your Own Destiny by Understanding How to Manipulate Your Motivation, Inside this eBook, you will discover the topics about how controlling your motivation can improve your life, the activation of motivation, intensity of motivation, habitual beliefs that affect motivation levels, personality quirks, health problem, how to find a source of motivation that is effective for you, tactics to increase your motivation, how to channel your motivation, sustaining your motivation for long periods of time and bite sized goals.
This document provides an overview of key motivation theories including:
1. Maslow's hierarchy of needs theory which proposes humans have physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
2. McGregor's Theory X and Theory Y which describe assumptions managers have about employee motivation being intrinsically negative (Theory X) or positive (Theory Y).
3. Herzberg's two-factor theory which distinguishes between intrinsic job satisfaction factors and extrinsic hygiene factors that prevent dissatisfaction but do not motivate.
4. Contemporary theories including ERG theory, McClelland's needs theory focused on achievement, power and affiliation, goal-setting theory, and equity theory examining
This chapter discusses motivation and covers several topics:
- General principles of motivation including drive theories and homeostasis. Intrinsic and extrinsic motivation are also covered.
- Sexual motivation including surveys on sexual behaviors and attitudes. Factors influencing sexual anatomy and orientation are discussed.
- Influences on sexual orientation including genetic and hormonal factors. Research on twins and brain structures is summarized.
- The chapter examines motivation from several theoretical perspectives and discusses hunger, sex drive and achievement motivation.
The document discusses motivation and different theories of motivation. It provides definitions of motivation from various psychologists and theorists. Some of the key points covered include:
- Motivation is the internal drive that directs behavior toward goals.
- There are two main types of motivation: intrinsic and extrinsic.
- Maslow's hierarchy of needs proposes that humans are motivated to fulfill basic physiological needs first before pursuing higher level needs.
- Other motivation theories discussed include drive-reduction theory, incentive theory, and Hertzberg's two-factor theory.
The document discusses different theories of motivation. It defines motivation and explores the concepts of need, drive, incentive, and motive. It then covers several theories of motivation including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, belongingness, esteem, and self-actualization needs.
- Herzberg's two-factor theory which distinguishes between job satisfaction and dissatisfaction factors.
- Social learning theory which suggests behaviors can be learned through observation.
- Instinct theory which proposes behaviors are driven by innate biological instincts.
- Drive reduction theory which views motivation as a process of reducing biological needs.
- Incentive theory which states external stimuli regulate
This document provides an overview of motivation theories and concepts. It defines motivation as the wants or needs that direct behavior toward a goal. It discusses intrinsic and extrinsic motivation, as well as primary and secondary motives. Several major motivation theories are outlined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, McClelland's needs theory, equity theory, goal setting theory, expectancy theory, and reinforcement theory. Key concepts from each theory are summarized.
In this presentation, we will understand the concept of motivation, theories of motivation and applied motivation practices.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses several theories of motivation. It begins by defining motivation and outlining the inputs and outputs in the motivation process. It then distinguishes between content theories, which examine what motivates people, and process theories, which examine how motivation occurs. Several early behavioral theories are summarized, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Contemporary theories discussed include expectancy theory, Porter and Lawler's theory, and equity theory. The document provides an overview of key aspects of each theory in 3 pages of text.
The document discusses several theories of motivation:
1) Scientific Management by F.W. Taylor who believed money was the main motivator for workers.
2) The Human Relations school led by Elton Mayo who found social factors like belonging were more important motivators.
3) Maslow's Hierarchy of Needs which arranged human motivations from basic physical needs to higher psychological needs.
4) Herzberg's Two Factor theory which separated motivators like achievement from hygiene factors like pay that prevent dissatisfaction.
The theories provide frameworks to understand worker motivation but their applicability depends on the work situation. Motivation generally increases efficiency so all theories can help organizations.
Six Theories of motivation(b.ed)-aamir ali.Aamir Ali
This document discusses different theories of motivation. It describes intrinsic and extrinsic motivation, and several theories including: humanistic theories like Maslow's hierarchy of needs; instinct theories which propose innate behaviors; incentive theories which involve external rewards; drive reduction theories involving biological needs; arousal theories about maintaining an optimal level of arousal; and expectancy theories which propose that motivation depends on expectations of outcomes. It provides examples and limitations of each theory to explain what motivates human behavior.
The document discusses various theories of motivation, including:
- Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs.
- Herzberg's two-factor theory, which separates motivators like achievement and hygiene factors like policies.
- Locus of control theory, which examines whether people feel internally or externally motivated.
- Cognitive and humanistic perspectives on motivation, which focus on understanding and personal growth.
The role of managers is to understand employee needs and align rewards accordingly using both financial and non-financial incentives to motivate performance. The four main needs people have are survival, social, recognition, and achievement
The document discusses various theories of motivation. It defines motivation as a process beginning with physiological or psychological needs that triggers behavior aimed at a goal. It discusses the need-want-satisfaction chain and defines motivation and satisfaction. Several motivation theories are covered, including Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and reinforcement theory. The document also discusses money, job enrichment, job enlargement, job rotation, and quality of working life as motivators.
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
HIERARCHY OF NEEDS THEORY, E.R.G. THEORY, THEORY X AND THEORY Y, TWO FACTOR THEORY, McCLELLAND'S LEARNED NEED THEORY, GOAL-SETTING THEORY, REINFORCEMENT THEORY,
Maslow and herzberg theories of motivationDurga Devi
Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before moving on to more advanced needs for safety, social interaction, esteem, and self-actualization. Herzberg's two-factor theory suggests that job satisfaction and dissatisfaction are independent, with motivators like achievement and responsibility increasing satisfaction, while hygiene factors like salary and work conditions prevent dissatisfaction if present. Both theories provide frameworks for understanding human motivation and have implications for management practices to motivate employees.
1) The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's hygiene theory, Adams' equity theory, and goal setting theory.
2) It defines intrinsic and extrinsic motivation and explains the types of factors that fall into each category.
3) Maslow's hierarchy proposes that human motivations generally move through physiological, safety, belongingness, esteem, and self-actualization needs. Herzberg differentiated between motivators like achievement that provide satisfaction and hygiene factors like salary that prevent dissatisfaction.
- Do you feel that you cannot achieve what you set out to do?
- Time passes and your debt gets bigger and bigger?
- You want to improve your health and your habits, but you can never start?
- Do you want to spend more time with the ones you love the most but there is never a chance?
Many times having the right motivation is the key, discover the principles of motivation!
5 Theories About Motivation: Why We Do What We DoChelsea O'Brien
Motivation is the force that initiates, guides, and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional, or cognitive in nature. In this presentation, we cover what motivation is as well as 5 theories of motivation.
While no single theory can adequately explain all human motivation, looking at the individual theories can offer a greater understanding of the forces that cause us to take action. In reality, there are likely many different forces that interact to motivate behavior.
Thanks to Psychology.about.com for the references for this presentation. For more insights, tips and a free video to help overcome motivations to binge eat, check out www.BingeEatingBreakthrough.com.
This document discusses motivation theories, specifically Maslow's hierarchy of needs theory. Maslow's theory proposes that human needs are arranged in a hierarchy, from basic physiological needs at the bottom to self-actualization needs at the top. The lower needs must be satisfied before higher needs can motivate behavior. The hierarchy includes physiological needs, safety needs, social needs, esteem needs, and self-actualization needs at the top. The document provides descriptions of each level of needs in Maslow's theory.
This document provides an overview and critical analysis of several motivational theories, including:
1) Maslow's hierarchy of needs theory, which organizes human needs into five categories, is criticized for assuming only one need can be satisfied at a time and for not accounting for cultural influences.
2) ERG theory and McClelland's needs theory modify Maslow's theory by proposing needs exist simultaneously rather than sequentially.
3) Criticisms of Maslow's theory challenge its key assumptions around deprivation/domination and gratification/activation of needs.
Motivation is defined as the process that initiates, guides, and maintains goal-oriented behaviors. It involves biological, emotional, social, and cognitive forces that activate and direct behavior. Motivation can be intrinsic, arising from within an individual due to interest or enjoyment, or extrinsic, originating from outside influences such as rewards or praise. Key components of motivation include activation, which leads to initiating behaviors, persistence in continuing behaviors despite obstacles, and intensity, referring to the effort or concentration with which goals are pursued.
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 .
A project to promote conceptual learning for all;
Dr. Amjad ali arain; University of Sind; Faculty of Education; Pakistan
Theories of motivation: Maslow's hierarchy of needs
This document summarizes several theories of motivation:
1) Alderfer's ERG theory categorizes needs into existence, relatedness, and growth needs, similar to but modifying Maslow's hierarchy. It suggests people can be motivated by different levels of needs.
2) Herzberg's two-factor theory distinguishes between hygiene factors that prevent dissatisfaction and motivators that create satisfaction. Hygiene factors relate to extrinsic rewards while motivators involve intrinsic rewards.
3) Equity theory proposes that motivation depends on people perceiving their rewards as equitable compared to their efforts and those of others. Inequitable perceptions can negatively impact motivation.
This document discusses several theories of motivation:
1) Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to more advanced needs.
2) Herzberg's two-factor theory separates motivators like achievement and responsibility from hygiene factors like salary that prevent dissatisfaction.
3) Expectancy theory suggests motivation depends on expectations of improved performance leading to rewards.
The document analyzes the theories and their implications for management.
In this presentation, we will understand the concept of motivation, theories of motivation and applied motivation practices.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses several theories of motivation. It begins by defining motivation and outlining the inputs and outputs in the motivation process. It then distinguishes between content theories, which examine what motivates people, and process theories, which examine how motivation occurs. Several early behavioral theories are summarized, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Contemporary theories discussed include expectancy theory, Porter and Lawler's theory, and equity theory. The document provides an overview of key aspects of each theory in 3 pages of text.
The document discusses several theories of motivation:
1) Scientific Management by F.W. Taylor who believed money was the main motivator for workers.
2) The Human Relations school led by Elton Mayo who found social factors like belonging were more important motivators.
3) Maslow's Hierarchy of Needs which arranged human motivations from basic physical needs to higher psychological needs.
4) Herzberg's Two Factor theory which separated motivators like achievement from hygiene factors like pay that prevent dissatisfaction.
The theories provide frameworks to understand worker motivation but their applicability depends on the work situation. Motivation generally increases efficiency so all theories can help organizations.
Six Theories of motivation(b.ed)-aamir ali.Aamir Ali
This document discusses different theories of motivation. It describes intrinsic and extrinsic motivation, and several theories including: humanistic theories like Maslow's hierarchy of needs; instinct theories which propose innate behaviors; incentive theories which involve external rewards; drive reduction theories involving biological needs; arousal theories about maintaining an optimal level of arousal; and expectancy theories which propose that motivation depends on expectations of outcomes. It provides examples and limitations of each theory to explain what motivates human behavior.
The document discusses various theories of motivation, including:
- Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs.
- Herzberg's two-factor theory, which separates motivators like achievement and hygiene factors like policies.
- Locus of control theory, which examines whether people feel internally or externally motivated.
- Cognitive and humanistic perspectives on motivation, which focus on understanding and personal growth.
The role of managers is to understand employee needs and align rewards accordingly using both financial and non-financial incentives to motivate performance. The four main needs people have are survival, social, recognition, and achievement
The document discusses various theories of motivation. It defines motivation as a process beginning with physiological or psychological needs that triggers behavior aimed at a goal. It discusses the need-want-satisfaction chain and defines motivation and satisfaction. Several motivation theories are covered, including Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and reinforcement theory. The document also discusses money, job enrichment, job enlargement, job rotation, and quality of working life as motivators.
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
HIERARCHY OF NEEDS THEORY, E.R.G. THEORY, THEORY X AND THEORY Y, TWO FACTOR THEORY, McCLELLAND'S LEARNED NEED THEORY, GOAL-SETTING THEORY, REINFORCEMENT THEORY,
Maslow and herzberg theories of motivationDurga Devi
Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before moving on to more advanced needs for safety, social interaction, esteem, and self-actualization. Herzberg's two-factor theory suggests that job satisfaction and dissatisfaction are independent, with motivators like achievement and responsibility increasing satisfaction, while hygiene factors like salary and work conditions prevent dissatisfaction if present. Both theories provide frameworks for understanding human motivation and have implications for management practices to motivate employees.
1) The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's hygiene theory, Adams' equity theory, and goal setting theory.
2) It defines intrinsic and extrinsic motivation and explains the types of factors that fall into each category.
3) Maslow's hierarchy proposes that human motivations generally move through physiological, safety, belongingness, esteem, and self-actualization needs. Herzberg differentiated between motivators like achievement that provide satisfaction and hygiene factors like salary that prevent dissatisfaction.
- Do you feel that you cannot achieve what you set out to do?
- Time passes and your debt gets bigger and bigger?
- You want to improve your health and your habits, but you can never start?
- Do you want to spend more time with the ones you love the most but there is never a chance?
Many times having the right motivation is the key, discover the principles of motivation!
5 Theories About Motivation: Why We Do What We DoChelsea O'Brien
Motivation is the force that initiates, guides, and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional, or cognitive in nature. In this presentation, we cover what motivation is as well as 5 theories of motivation.
While no single theory can adequately explain all human motivation, looking at the individual theories can offer a greater understanding of the forces that cause us to take action. In reality, there are likely many different forces that interact to motivate behavior.
Thanks to Psychology.about.com for the references for this presentation. For more insights, tips and a free video to help overcome motivations to binge eat, check out www.BingeEatingBreakthrough.com.
This document discusses motivation theories, specifically Maslow's hierarchy of needs theory. Maslow's theory proposes that human needs are arranged in a hierarchy, from basic physiological needs at the bottom to self-actualization needs at the top. The lower needs must be satisfied before higher needs can motivate behavior. The hierarchy includes physiological needs, safety needs, social needs, esteem needs, and self-actualization needs at the top. The document provides descriptions of each level of needs in Maslow's theory.
This document provides an overview and critical analysis of several motivational theories, including:
1) Maslow's hierarchy of needs theory, which organizes human needs into five categories, is criticized for assuming only one need can be satisfied at a time and for not accounting for cultural influences.
2) ERG theory and McClelland's needs theory modify Maslow's theory by proposing needs exist simultaneously rather than sequentially.
3) Criticisms of Maslow's theory challenge its key assumptions around deprivation/domination and gratification/activation of needs.
Motivation is defined as the process that initiates, guides, and maintains goal-oriented behaviors. It involves biological, emotional, social, and cognitive forces that activate and direct behavior. Motivation can be intrinsic, arising from within an individual due to interest or enjoyment, or extrinsic, originating from outside influences such as rewards or praise. Key components of motivation include activation, which leads to initiating behaviors, persistence in continuing behaviors despite obstacles, and intensity, referring to the effort or concentration with which goals are pursued.
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 .
A project to promote conceptual learning for all;
Dr. Amjad ali arain; University of Sind; Faculty of Education; Pakistan
Theories of motivation: Maslow's hierarchy of needs
This document summarizes several theories of motivation:
1) Alderfer's ERG theory categorizes needs into existence, relatedness, and growth needs, similar to but modifying Maslow's hierarchy. It suggests people can be motivated by different levels of needs.
2) Herzberg's two-factor theory distinguishes between hygiene factors that prevent dissatisfaction and motivators that create satisfaction. Hygiene factors relate to extrinsic rewards while motivators involve intrinsic rewards.
3) Equity theory proposes that motivation depends on people perceiving their rewards as equitable compared to their efforts and those of others. Inequitable perceptions can negatively impact motivation.
This document discusses several theories of motivation:
1) Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to more advanced needs.
2) Herzberg's two-factor theory separates motivators like achievement and responsibility from hygiene factors like salary that prevent dissatisfaction.
3) Expectancy theory suggests motivation depends on expectations of improved performance leading to rewards.
The document analyzes the theories and their implications for management.
7.1 The Importance of Worker Motivation What motivates people .docxevonnehoggarth79783
7.1 The Importance of Worker Motivation
What motivates people at work? For the past century, I/O psychologists have been trying to answer this elusive question. Think about how you might answer it. Do coworkers motivate you? Rewards? Perhaps the fear of punishment? No matter how you respond, chances are your reasons for doing your job differ from those of your friends, family, and coworkers. Because everyone has different needs, values, emotions, and personality traits, each person will likewise possess a different set of factors that drive his or her motivation. The indeterminate number of variables that influence motivation are what makes studying this topic difficult.
Despite the challenges, researchers have, over time, gained considerable insight into how to improve worker motivation. This chapter is divided into two sections: The first deals with content and process theories of motivation, and the second focuses on ways in which organizations can improve worker motivation. Before discussing the theories, however, let's begin by defining motivation and identifying its basic properties.
What Is Motivation?
Motivation is one of the most basic and important drivers of human behavior, especially when we work. Traditionally, motivation has been viewed as a goal-oriented process that starts with a need or a deficiency. People have an inherent drive to act or behave in certain ways in order to meet a goal or alleviate a deficiency.
The three basic elements of motivation are intensity, persistence, and direction. Each of these elements is required in order for a person to perform a job well. People most commonly think of intensity, or the amount of effort an individual puts into achieving a goal, when they think about motivation. However, the direction of the effort also matters: Workers must direct their efforts toward behaviors that lead to positive outcomes for the organization. Finally, workers must demonstrate persistence—that is, they must be able to continue working until they achieve the desired outcome. A motivated worker, then, will apply effort (intensity) as long as it takes (persistence) in such a way (direction) as to achieve the desired goal.
7.2 Theories of Motivation
Concepts in Motion:
Maslow's Hierarchy of Needs
In general, the various theories and writings on motivation can be described as focusing on either content or process. Content theories of motivation try to comprehensively identify what motivates people, whereas process theories of motivation attempt to discover how motivators trigger the drives that can lead to behavior. Both types of theories are important and informative for people interested in motivating themselves and others by managing the antecedents and conditions that can facilitate desirable behaviors. To begin, let's look at four content theories: Maslow's hierarchy of needs, Herzberg's twofactor theory, Alderfer's existence-relatedness-growth (ERG) theory, and McClelland's needs theory.
Maslo.
THIS HAS TO BE DONE IN 5 HOURS IF YOU HANDSHAKE MUST BE DONE IN .docxabhi353063
Wanda, the owner of Salty Pawz dog treats company, wants to motivate her employees without increasing pay. She is considering non-financial motivators. The document analyzes several motivation theories that could apply:
1. Maslow's hierarchy of needs suggests motivating different needs like social belonging or esteem. Wanda could organize social events or recognize accomplishments.
2. ERG theory similarly groups needs into existence, relatedness, and growth. Frustrating one need may cause employees to focus on another.
3. Equity theory posits employees compare their inputs/outputs to others'. Perceived inequity demotivates. Wanda should ensure new/current employees are treated fairly.
This document provides an overview of motivation theories including content and process theories. It discusses early motivation theories such as Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, and Herzberg's two-factor theory. It also covers McClelland's need theory. The document defines motivation and explores the meaning and basic model of motivation. It examines major types of motivation theories and how to apply early motivation theories in a business management context.
This document discusses theories of leadership and motivation. It summarizes key theories including:
- Maslow's hierarchy of needs which argues humans have physiological, safety, social, esteem, and self-actualization needs that motivate in a hierarchical order.
- Alderfer's ERG theory which simplifies Maslow's needs into existence, relatedness, and growth.
- McClelland's need theory which identifies the needs for achievement, affiliation, and power as key motivators.
- Goal theories which differentiate between performance goals focused on judgement and learning goals focused on competence.
- Theories of leadership which argue leaders influence others through vision, empowerment, and building confidence in a way that depends on the situation
This document discusses several theories of motivation, including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social belonging, esteem, and self-actualization needs.
- Herzberg's two-factor theory which distinguishes between motivators like achievement that provide satisfaction and hygiene factors like salary that prevent dissatisfaction.
- Vroom's expectancy theory which states motivation depends on expectancy, instrumentality, and valence - the belief that effort will lead to performance and rewards.
The document also examines barriers to motivation like misaligned goals and discusses overcoming them through leadership, rewards, organizational climate, and work structure.
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Motivation,early theories of motivation and job satisfactionanwaar alam
Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs like physical survival and safety before moving on to more advanced needs for love, esteem, and self-actualization. McGregor's Theory X sees workers as largely unmotivated while Theory Y sees workers as generally self-motivated. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like pay that prevent dissatisfaction. Job satisfaction depends on intrinsic motivation from the work itself as well as extrinsic factors like compensation, supervision, and coworkers. Satisfied workers tend to be more productive, less absent, and less likely to quit their jobs.
The document discusses motivation from a psychological perspective. It defines motivation and discusses various theories of motivation proposed by psychologists over history. Some of the major theories covered include drive theory, arousal theory, humanistic theory, expectancy theory, equity theory, and self-efficacy theory. Key figures discussed who contributed theories of motivation include Maslow, Herzberg, McGregor, McClelland, Vroom, Adams, Skinner, Reiss, Apter, and Bandura. The document also discusses how motivation is measured and lists some common motivation assessments.
5.3 Leadership and MotivationAnother key aspect of the leading f.docxalinainglis
5.3 Leadership and Motivation
Another key aspect of the leading function is motivating workers. Effective leaders motivate individuals to increase the level, direction, and persistence of effort expended at work. Motivation may be defined as what starts behaviors, what maintains behaviors, and what stops behaviors. Leaders are interested in inspiring employees to engage in various behaviors. Table 5.4 provides some examples.
Table 5.4 Motivated behaviors at work
Start and maintain
Stop
Punctuality (arrive on time)
Unhealthy habits (smoking, drugs)
Attendance (arrive every day)
Unethical activities
Effort/productivity
Conflicts
Cooperativeness
Politics
Share information
Inattentiveness
To achieve these goals, leaders can take lessons from the many types of theories of motivation. Three categories of motivation theories are content theories, process theories, and goal-setting theories.
Content Theories of Motivation
Content theories explain the specific factors that motivate people, most notably in the area of human needs. They help explain what drives human behavior, because people will act to fulfill unsatisfied needs, especially the ones they feel are the most urgent. Three major content theories of motivation include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's acquired needs theory.
Maslow's Hierarchy of Needs
Abraham Maslow's hierarchy of needs (1954) provides an important foundation of leadership thinking. The model shown in Figure 5.3 employs a satisfaction-progression approach. A person will not progress to the next level of needs until the immediate need has been routinely satisfied.
Lower-order needs include physiological needs, safety needs, and social concerns for belongingness and love. Physiological needs on the job include rest breaks, physical comfort, and reasonable work hours. Safety needs include safe working conditions, job security, base compensation, and benefits. Social needs are met by interactions with friendly coworkers, customers, and a supportive supervisor.
The higher order needs include self-esteem and self-actualization concerns. Self-esteem needs include responsibility for an important job, being promoted, and receiving praise and recognition from the leader. Self-actualization results from creative and challenging work, active participation in decision making, and job autonomy. Self-actualization is realized only if an employee performs tasks and work that express his or her inner self—the person the individual wishes to become.
Maslow's hierarchy has been criticized for several reasons. Commentators suggest that the theory does not explain how strongly a need must be satisfied before progression to the next level can occur. Others suggest that this order of needs is far too rigid and that many people experience them in a far different order. For example, some people's social needs for belongingness and love are far more important than self-actualization. Another pro.
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's theory X and Y are discussed. Maslow's hierarchy proposes that lower level needs must be satisfied before higher level needs emerge. Herzberg's theory differentiates between hygiene and motivation factors. McGregor's theory X assumes workers dislike work while theory Y assumes they can be self-directed. Various motivational techniques used by organizations are based on findings from such theories. Motivation is necessary to achieve organizational goals and keep employees committed.
The document discusses several theories of motivation:
1. Content theories examine what motivates people, such as Maslow's hierarchy of needs theory, ERG theory, and McClelland's acquired needs theory.
2. Process theories look at how people are motivated and make work-related decisions.
3. Herzberg's two-factor theory proposes that different factors cause satisfaction versus dissatisfaction at work. Satisfiers like achievement motivate, while hygiene factors like salary prevent dissatisfaction.
4. McGregor's Theory X and Y describe different views of employee motivation, with Theory Y assuming employees want responsibility and are self-motivated, leading to better performance.
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 several theories of motivation:
- Intrinsic motivation comes from internal factors like enjoyment of a task, while extrinsic motivation comes from external factors like rewards.
- Maslow's hierarchy of needs proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order.
- Herzberg's two-factor theory identifies motivational factors like achievement and hygiene factors like salary that affect job satisfaction.
- Vroom's expectancy theory states that employee effort depends on expectations that effort will lead to good performance and rewards, fulfilling personal goals.
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1. Theories of Motivation
Overview
At a simple level, it seems obvious that people do things, such as go to work, in
order to get stuff they want and to avoid stuff they don't want.
Why exactly they want what they do and don't want what they don't is still
something a mystery. It's a black box and it hasn't been fully penetrated.
Overall, the basic perspective on motivation looks something like this:
In other words, you have certain needs or wants (these terms will be used
interchangeably), and this causes you to do certain things (behavior), which satisfy
those needs (satisfaction), and this can then change which needs/wants are primary
(either intensifying certain ones, or allowing you to move on to other ones).
A variation on this model, particularly appropriate from an experimenter's or
manager's point of view, would be to add a box labeled "reward" between
"behavior" and "satisfaction". So that subjects (or employees), who have certain
needs do certain things (behavior), which then get them rewards set up by the
experimenter or manager (such as raises or bonuses), which satisfy the needs, and
so on.
Classifying Needs
People seem to have different wants. This is fortunate, because in markets this
creates the very desirable situation where, because you value stuff that I have but
you don't, and I value stuff that you have that I don't, we can trade in such a way
that we are both happier as a result.
But it also means we need to try to get a handle on the whole variety of needs and
who has them in order to begin to understand how to design organizations that
maximize productivity.
Part of what a theory of motivation tries to do is explain and predict who has which
wants. This turns out to be exceedingly difficult.
2. Many theories posit a hierarchy of needs, in which the needs at the bottom are the
most urgent and need to be satisfied before attention can be paid to the others.
Maslow
Maslow's hierarchy of need categories is the most famous example:
self-actualization
esteem
belongingness
safety
physiological
Specific examples of these types are given below, in both the work and home
context. (Some of the instances, like "education" are actually satisfiers of the
need.)
Need Home Job
self-
actualization
education, religion, hobbies,
personal growth
training, advancement, growth, creativity
esteem
approval of family, friends,
community
recognition, high status, responsibilities
belongingness family, friends, clubs
teams, depts, coworkers, clients,
supervisors, subordinates
safety
freedom from war, poison,
violence
work safety, job security, health
insurance
physiological food water sex Heat, air, base salary
According to Maslow, lower needs take priority. They must be fulfilled before the
others are activated. There is some basic common sense here -- it's pointless to
worry about whether a given color looks good on you when you are dying of
starvation, or being threatened with your life. There are some basic things that take
precedence over all else.
3. Or at least logically should, if people were rational. But is that a safe
assumption? According to the theory, if you are hungry and have inadequate
shelter, you won't go to church. Can't do the higher things until you have the
lower things. But the poortend to be more religious than the rich. Both within
a given culture, and across nations. So the theory makes the wrong prediction
here.
Or take education: how often do you hear "I can't go to class today, I haven't had
sex in three days!"? Do all physiological needs including sex have to be satisfied
before "higher" needs? (Besides, wouldn't the authors of the Kama Sutra argue
that sex was a kind of self-expression more like art than a physiological need? that
would put it in the self-actualization box). Again, the theory doesn't seem to predict
correctly.
Cultural critique: Does Maslow's classification really reflect the order in which
needs are satisfied, or is it more about classifying needs from a kind of
"tastefulness" perspective, with lofty goals like personal growth and creativity at
the top, and "base" instincts like sex and hunger at the bottom? And is self-
actualization actually a fundamental need? Or just something that can be done if
you have the leisure time?
Alderfer's ERG theory
Alderfer classifies needs into three categories, also ordered hierarchically:
growth needs (development of competence and realization of potential)
relatedness needs (satisfactory relations with others)
existence needs (physical well-being)
This is very similar to Maslow -- can be seen as just collapsing into three tiers. But
maybe a bit more rational. For example, in Alderfer's model, sex does not need to
be in the bottom category as it is in Maslow's model, since it is not crucial to (the
individual's) existence. (Remember, this about individual motivation, not species'
survival.) So by moving sex, this theory does not predict that people have to have
sex before they can think about going to school, like Maslow's theory does.
Alderfer believed that as you start satisfying higher needs, they become more
intense (e.g., the power you get the more you want power), like an addiction.
Do any of these theories have anything useful to say for managing businesses?
Well, if true, they suggest that
4. Not everyone is motivated by the same things. It depends where you are in
the hierarchy (think of it as a kind of personal development scale)
The needs hierarchy probably mirrors the organizational hierarchy to a
certain extent: top managers are more likely to motivated by self-
actualization/growth needs than existence needs. (but try telling Bill Clinton
that top executives are not motivated by sex and cheeseburgers...)
Acquired Needs Theory (mcclellan)
Some needs are acquired as a result of life experiences
need for achievement, accomplish something difficult. as kids encouraged to
do things for themselves.
need for affiliation, form close personal relationships. as kids rewarded for
making friends.
need for power, control others. as kids, able to get what they want through
controlling others.
Again similar to maslow and alderfer.
These needs can be measured using the TAT (thematic apperception test), which is
a projection-style test based on interpreting stories that people tell about a set of
pictures.
Cognitive Evaluation Theory
This theory suggests that there are actually two motivation systems: intrinsic and
extrinsic that correspond to two kinds of motivators:
intrinsic motivators: Achievement, responsibility and competence.
motivators that come from the actual performance of the task or job -- the
intrinsic interest of the work.
extrinsic: pay, promotion, feedback, working conditions -- things that come
from a person's environment, controlled by others.
One or the other of these may be a more powerful motivator for a given individual.
Intrinsically motivated individuals perform for their own achievement and
satisfaction. If they come to believe that they are doing some job because of the
pay or the working conditions or some other extrinsic reason, they begin to lose
motivation.
The belief is that the presence of powerful extrinsic motivators can actually reduce
a person's intrinsic motivation, particularly if the extrinsic motivators are perceived
by the person to be controlled by people. In other words, a boss who is always
dangling this reward or that stick will turn off the intrinsically motivated people.
5. Note that the intrinsic motivators tend to be higher on the Maslow hierarchy.
Two Factor theory (Herzberg)
According to Herzberg, two kinds of factors affect motivation, and they do it in
different ways:
hygiene factors. These are factors whose absence motivates, but whose
presence has no perceived effect. They are things that when you take them
away, people become dissatisfied and act to get them back. A very good
example is heroin to a heroin addict. Long term addicts do not shoot up to
get high; they shoot up to stop being sick -- to get normal. Other examples
include decent working conditions, security, pay, benefits (like health
insurance), company policies, interpersonal relationships. In general, these
are extrinsic items low in the Maslow/Alderfer hierarchy.
motivators. These are factors whose presence motivates. Their absence
does not cause any particular dissatisfaction, it just fails to motivate.
Examples are all the things at the top of the Maslow hierarchy, and the
intrinsic motivators.
So hygiene factors determine dissatisfaction, and motivators determine
satisfaction. The two scales are independent, and you can be high on both.
If you think back to the class discussion on power, we talked about a baseline point
on the well-being scale. Power involved a threat to reduce your well-being, causing
dissatisfaction. Hence, power basically works by threatening to withhold hygiene
factors. Influence was said to fundamentally be about promising improvements in
well-being -- when you are influenced to do something, it is because you want to,
not because you were threatened. Influence basically works by offering to provide
motivators (in Herzberg's terms).
Equity Theory
Suppose employee A gets a 20% raise and employee B gets a 10% raise. Will both
be motivated as a result? Will A be twice as motivated? Will be B be negatively
motivated?
Equity theory says that it is not the actual reward that motivates, but the
perception, and the perception is based not on the reward in isolation, but in
comparison with the efforts that went into getting it, and the rewards and efforts of
others. If everyone got a 5% raise, B is likely to feel quite pleased with her raise,
even if she worked harder than everyone else. But if A got an even higher raise, B
perceives that she worked just as hard as A, she will be unhappy.
6. In other words, people's motivation results from a ratio of ratios: a person
compares the ratio of reward to effort with the comparable ratio of reward to effort
that they think others are getting.
Of course, in terms of actually predicting how a person will react to a given
motivator, this will get pretty complicated:
1. People do not have complete information about how others are rewarded. So
they are going on perceptions, rumors, inferences.
2. Some people are more sensitive to equity issues than others
3. Some people are willing to ignore short-term inequities as long as they
expect things to work out in the long-term.
Reinforcement Theory
Operant Conditioning is the term used by B.F. Skinner to describe the effects of
the consequences of a particular behavior on the future occurrence of that behavior.
There are four types of Operant Conditioning: Positive Reinforcement, Negative
Reinforcement, Punishment, and Extinction. Both Positive and Negative
Reinforcement strengthen behavior while both Punishment and Extinction weaken
behavior.
Positive reinforcement. Strengthening a behavior. This is the process of
getting goodies as a consequence of a behavior. You make a sale, you get a
commission. You do a good job, you get a bonus & a promotion.
Negative reinforcement. Strengthening a behavior. This is the process of
having a stressor taken away as a consequence of a behavior. Long-term
sanctions are removed from countries when their human rights records
improve. (you see how successful that is!). Low status as geek at Salomon
Brothers is removed when you make first big sale.
Extinction. Weakening a behavior. This is the process of getting no goodies
when do a behavior. So if person does extra effort, but gets no thanks for it,
they stop doing it.
Punishment. Weakening a behavior. This is the process of getting a
punishment as a consequence of a behavior. Example: having your pay
docked for lateness.
Apply Withhold
Reward
positive
reinforcement
(raise above
baseline)
negative
reinforcement
(raise up to
baseline)
Stressor
punishment
(bring down
extinction (stay
at baseline)
7. below baseline)
Reinforcement schedules.
The traditional reinforcement schedule is called a continuous reinforcement
schedule. Each time the correct behavior is performed it gets reinforced.
Then there is what we call an intermittent reinforcement schedule. There are
fixed and variable categories.
The Fixed Interval Schedule is where reinforcement is only given after a certain
amount of time has elapsed. So, if you decided on a 5 second interval then each
reinforcement would occur at the fixed time of every 5 seconds.
The Fixed Ratio Schedule is where the reinforcement is given only after a
predetermined number of responses. This is often seen in behavior chains where a
number of behaviors have to occur for reinforcement to occur.
The Variable Interval Schedule is where the reinforcement is given after varying
amounts of time between each reinforcement.
The Variable Ratio Schedule is where the reinforcement is given after a varying
number of correct responses.
Fluctuating combinations of primary and secondary reinforcers fall under other
terms in the variable ratio schedule; For example, Reinforcers delivered
Intermittently in a Randomized Order (RIR) or Variable Ratio with Reinforcement
Variety (VRRV).
Fixed Variable
Interval
give reward after
first proper
response
following a
specified time
period
(yearly raise)
[short term]
give reward
after a certain
amt of time w/
the amt
changing before
the next reward
(unexpected
bonus based on
merit)
[medium term]
Ratio punishment give reward
8. (subtract from
baseline)
(commissions or
piecework pay)
[medium term]
after a number
of responses, w/
that no.
changing before
the next reward
(team-based
bonus)
[long term]
Expectancy Theory (Vroom)
This theory is meant to bring together many of the elements of previous theories. It
combines the perceptual aspects of equity theory with the behavioral aspects of the
other theories. Basically, it comes down to this "equation":
M = E*I*V
or
motivation = expectancy * instrumentality * valence
M (motivation) is the amount a person will be motivated by the situation they find
themselves in. It is a function of the following.
E (expectancy) = The person's perception that effort will result in performance. In
other words, the person's assessment of the degree to which effort actually
correlates with performance.
I (instrumentality) = The person's perception that performance will be
rewarded/punished. I.e., the person's assessment of how well the amount of reward
correlates with the quality of performance. (Note here that the model is phrased in
terms of extrinsic motivation, in that it asks 'what are the chances I'm going to get
rewarded if I do good job?'. But for intrinsic situations, we can think of this as
asking 'how good will I feel if I can pull this off?').
V(valence) = The perceived strength of the reward or punishment that will result
from the performance. If the reward is small, the motivation will be small, even if
expectancy and instrumentality are both perfect (high).