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.
Clayton Alderfer's ERG Theory of Motivation, an expansion to Maslow's Hierarchy of Needs
Read More at: https://agile-mercurial.com/2019/08/27/alderfers-erg-theory-of-motivation/
Blog: https://agile-mercurial.com
Clayton Alderfer's ERG Theory of Motivation, an expansion to Maslow's Hierarchy of Needs
Read More at: https://agile-mercurial.com/2019/08/27/alderfers-erg-theory-of-motivation/
Blog: https://agile-mercurial.com
Job satisfaction is how content an individual is with his or her job.Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction.
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
Job satisfaction is how content an individual is with his or her job.Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction.
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...Shilpi Arora
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
This is a presentation on motivation, types and theories. Our motive defines our inner state of our mind, activates and directs our behaviour.
Some of the theories explain the relationship between managers and employees
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
3. Motivation
The process that accounts for an individual‟s intensity,
direction, and persistence of effort toward attaining a
goal.
Where,
Intensity: how hard a person tries
Direction: toward beneficial goal
Persistence: how long a person tries
4. EARLY THEORIES OF MOTIVATION
The early theories of motivation include:
MASLOW’S HIERARCHY OF NEED
framed by A. Maslow, a U.S. humanistic psychologist in which he
explained that different human needs have different level of
satisfaction.
The hierarchy moves down from lower order needs such as
physiological needs, safety and security, social needs to higher
order that is esteem needs and self actualization needs.
Individuals cannot move to the next higher level until all needs at
the current (lower) level are satisfied.
5. McGregor’s Theory X and Theory Y
Theory X
Assumes that workers have little ambition, dislike work,
avoid responsibility, and require close supervision.
Theory Y
Assumes that workers can exercise self-direction, desire
responsibility, and like to work.
6. HERZBERG’S TWO FACTOR THEORY
The theory revolves around the two basic factors
associated with job satisfaction and job dissatisfaction.
Hygiene factor-(Work behavior)
Motivation factor-(Job Satisfaction
7. JOB SATISFACTION
Job satisfaction is in regard to one's feelings or state-of-
mind regarding the nature of their work. Overall job
satisfaction is actually a combination of
intrinsic and extrinsic job satisfaction:
Intrinsic job satisfaction is when workers consider
only the kind of work they do, the tasks that make up the
job.
Extrinsic job satisfaction is when workers consider the
conditions of work, such as their pay, coworkers, and
supervisor.
8. It is the need or drvie within an individual that
dives him or her toward goal oriented action.The
extent of drive depends on the prescibed level of
satisfaction that can be achieved by the goal.
9. Intrinsic Motivation
Intrinsic motivation means that the individual's motivational stimuli are
coming from within. The individual has the desire to perform a specific
task, because its results are in accordance with his belief system or
fulfills a desire and therefore importance is attached to it.
Below are some examples:
Acceptance: We all need to feel that we, as well as our decisions, are
accepted by our co-workers.
Curiosity: We all have the desire to be in the know.
Honor: We all need to respect the rules and to be ethical.
Independence: We all need to feel we are unique.
Order: We all need to be organized.
Power: We all have the desire to be able to have influence.
Social contact: We all need to have some social interactions.
Social Status: We all have the desire to feel important.
10. Extrinsic Motivation
Extrinsic motivation means that the individual's motivational
stimuli are coming from outside. In other words, our desires to
perform a task are controlled by an outside source. Note that
even though the stimuli are coming from outside, the result of
performing the task will still be rewarding for the individual
performing the task.
Extrinsic motivation is external in nature. The most well-known
and the most debated motivation is money. Below are some other
examples:
Employee of the month award
Benefit package
Bonuses
Organized activities
11. MASLOW’S HIERARCHY OF NEED
McGregor’s Theory X and Theory Y
HERZBERG’S TWO FACTOR THEORY
12. Abraham Maslow developed the Hierarchy of Needs model in
1940-50s USA, and the Hierarchy of Needs theory remains valid
today for understanding human motivation, management
training, and personal development. Indeed, Maslow's ideas
surrounding the Hierarchy of Needs concerning the responsibility
of employers to provide a workplace environment that
encourages and enables employees to fulfill their own unique
potential (self-actualization) are today more relevant than ever.
Abraham Maslow's book Motivation and Personality, published in
1954 (second edition 1970) introduced the Hierarchy of Needs,
and Maslow extended his ideas in other work, notably his later
book Toward A Psychology Of Being, a significant and relevant
commentary, which has been revised in recent times by Richard
Lowry, who is in his own right a leading academic in the field of
motivational psychology.
13.
14. Mostly, literal requirements for human survival
If not met, the human body cannot function
Metabolic needs – air, water, food, rest
Clothing, shelter – needed by even animals
Could be classified as basic animal needs
15. Once physical needs are met, safety needs take
over
Personal including emotional
Health and well-being
Financial, job security
Safety of property against natural disasters,
calamities, wars, etc
Law & order
16. Need to love and be loved
Need to feel a sense of belonging and
acceptance
Small groups – clubs, office teams,
school/college houses
Large groups – political parties, Sports teams,
facebook
17. Need to be respected by others and in turn
respect them
Sense of contribution, to feel self-valued, in
profession or hobby
Lower - respect of others, the need for status,
recognition, fame, prestige, and attention
Higher - self-respect, the need for strength,
competence, mastery, self-confidence,
independence and freedom
18. What a man can be, he must be
Intrinsic growth of what is already in a person
Growth-motivated rather than deficiency-
motivated
Cannot normally be reached until other lower
order needs are met
Acceptance of facts, spontaneous, focused on
problems outside self, without prejudice
19. Douglas Mcgregor, a professor of industrial
Administration at MIT (USA) theorized that every
person has certain basic assumptions about other
people‟s attitude towards work and organisation
the assumption is labeled as Theory X and
Theory Y.
20. It is the traditional assumptions about the nature
of people and states that-
Average human being have an inherent dislike
of work and will avoid it if they can.
Because of this human characteristic of
disliking work, most people must be coerced,
controlled, directed and threatened with
punishment to get them to put forth adequate
effort toward the achievement of
organisational objectives.
Average human beings prefer to be directed,
wish to avoid responsibility, have relatively
little ambition, and want security above all.
21. The assumption under this are
The expenditure of physical effort and mental
effort in work is as natural as play or rest.
External control and threat of punishment are not
the only means for producing effort toward
organisational objectives. People will exercise self
direction and self control in the service of
objectives to which they are committed.
The degree of commitment to objectives is in
proportion to the size of the rewards associated
with their achievement.
Average human beings learn, under proper
conditions, not only to accept responsibility but also
to seek it.
22. Herzberg‟s theory was based on a two-factor
hypothesis that is factors leading to job
satisfaction And factors leading to no job
dissatisfaction.
They were classified in two categories:
Motivational factors
Hygiene or maintenance factors
23. Recognition
Advancement
Responsibility
Possibility of growth
Achievement
Work itself
Motivational factors are directly related to the
job itself. Present of such factor create a highly
motivating situation, but their absence does not
cause job dissatisfaction. These factors are
„content oriented‟.
24. Company policy and administration
Technical supervision
Interpersonal relations with
subordinates
Salary
Job security
Personal life
Working conditions
Status
Maintenance factors are „context oriented‟ their presence does
not significantly motivate the person. The presence of such
factors prevents dissatisfaction and maintains a certain level of
motivation but any reduction in the availabilities of these
factors is likely to affect motivation and bring down the level of
performance. According to Herzberg, Hygiene factors can
dissatisfy by their absence but they cannot satisfy by their
presence.
25. Motivational Factors Hygiene factors
When present lead to When present, help in
satisfaction and preventing dissatisfaction
motivation. but do not increase
satisfaction or motivation.
When absent prevents When absent increase
both satisfaction and dissatisfaction with the
motivation. job.
26. A Pleasurable or positive emotional state resulting from
the appraisal of one‟s job or job experience
Job satisfaction is in regard to one's feelings or state-of-
mind regarding the nature of their work.
27. Job satisfaction is an emotional response of job
situation
Job satisfaction is often determined by how well
outcomes meet expectations
Job satisfaction represent several related
attitudes
28. There are five causes of job satisfaction.
i) THE WORK ITSELF:
The individual with interesting tast, opportunities for learning &
chance to accept responsibility
ii) PAY:
The amount of financial remeneration that is received by the
employees
iii) PROMOTION OPPORTUNITIES:
The chance for advancement in the organization
iv) SUPERVISION:
The abilities of supervisor to provide technical assistance and
behavioral support
v) CO-WORKER:
The degree to which worker are technically proficient and
socially supportive
29. Satisfaction and productivity
“Happy workers are productive workers” is a myth, the
concept “productive workers are likely to be happy
workers” may hold good.
Satisfaction and absenteeism
There is a negative relationship between satisfaction and
absenteeism. Absenteeism increases with decrease in job
satisfaction
Satisfaction and turnover
Satisfaction is also negatively related to turnover , factors
like alternative job opportunities, length of tenure, labour
market condition will also efefct the turnover.