This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
This document discusses motivation in the workplace. It defines motivation as an important factor that encourages employees to perform well and help achieve organizational goals. The purpose of motivation is to create conditions where employees are willing to work enthusiastically to achieve the organization's goals. Motivation increases employee efficiency, productivity, quality, and job satisfaction. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's hygiene and motivational factors, and McGregor's X and Y theory. Demotivated employees can be identified through absenteeism, turnover, accidents, waste, and indiscipline. Steps to motivate include understanding employee positions, developing motivational tools, selecting tools, communication, and follow-up. Types of motivation
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
The document summarizes several theories of work motivation. It discusses the importance of motivation for individual performance and defines motivation as the desire to do one's job. It then outlines several perspectives and theories of motivation including: hierarchy of needs, two-factor theory, ERG theory, acquired needs theory, VIE theory, expectancy theory, equity theory, and attribution theory. Each theory provides a different lens for understanding what factors motivate individual performance and behavior in the workplace.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
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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.
This document provides an overview of motivation theories and concepts. It defines motivation and lists its key characteristics. It discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, goal-setting theory, self-efficacy theory, and Vroom's expectancy theory. For each theory, it briefly explains the core concepts and relationships between effort, performance, and rewards. The document also outlines managerial implications for applying expectancy theory in the workplace.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
This document discusses employee motivation in 3 paragraphs:
1) It defines motivation and discusses theories of motivation including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2) It discusses factors that motivate employees both externally like salary and benefits, and internally like achievement and responsibility.
3) It covers reasons for demotivation and why employees leave jobs, such as lack of learning opportunities, feedback, and challenges or bad bosses. The document aims to understand what drives employee actions and how to motivate maximum performance.
This document discusses motivation in the workplace. It defines motivation as an important factor that encourages employees to perform well and help achieve organizational goals. The purpose of motivation is to create conditions where employees are willing to work enthusiastically to achieve the organization's goals. Motivation increases employee efficiency, productivity, quality, and job satisfaction. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's hygiene and motivational factors, and McGregor's X and Y theory. Demotivated employees can be identified through absenteeism, turnover, accidents, waste, and indiscipline. Steps to motivate include understanding employee positions, developing motivational tools, selecting tools, communication, and follow-up. Types of motivation
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
The document summarizes several theories of work motivation. It discusses the importance of motivation for individual performance and defines motivation as the desire to do one's job. It then outlines several perspectives and theories of motivation including: hierarchy of needs, two-factor theory, ERG theory, acquired needs theory, VIE theory, expectancy theory, equity theory, and attribution theory. Each theory provides a different lens for understanding what factors motivate individual performance and behavior in the workplace.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
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.
This document provides an overview of motivation theories and concepts. It defines motivation and lists its key characteristics. It discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, goal-setting theory, self-efficacy theory, and Vroom's expectancy theory. For each theory, it briefly explains the core concepts and relationships between effort, performance, and rewards. The document also outlines managerial implications for applying expectancy theory in the workplace.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
This presentation was prepared as a requirement for my Masters in Education (Management & Administration) course at Universiti Teknologi Malaysia. Hope this will be informative for those seeking for related information on Motivation.
This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. There are three key elements: energy, direction, and persistence. Motivation theories include Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three-needs theory. These theories provide different perspectives on understanding human motivation and what drives employee performance.
The document discusses employee empowerment. It defines empowerment as enabling employees to set work goals, make decisions, and solve problems within their areas of responsibility. Empowerment enhances employee beliefs that they meaningfully contribute to organizational success, gives them a feeling of competence and self-determination, and makes them believe they can impact important decisions. For empowerment to succeed, certain prerequisites are needed, like involvement, quick decision making, error tolerance, communication, and trust between managers and employees.
Leadership and Power Within the Organizationed gbargaye
This document discusses concepts of leadership, power, and authority. It defines different leadership styles such as transformational and transactional, and examines early theories of leadership like great man theories and traits theories. The document also outlines different bases of formal and personal power that leaders can utilize, including coercive, reward, legitimate, referent, and expert power. It emphasizes that effective leaders empower others in the organization rather than act in an unethical or abrasive manner. Overall, the key ideas are that leadership requires power, and leaders gain influence through expertise, empowering employees, and focusing on organizational goals rather than personal interests.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
The document discusses leadership theories and styles. It defines leadership and outlines traits of effective leaders. It describes three skills identified by Robert Katz: technical, human, and conceptual skills. It examines leadership theories including trait, behavioral, contingency and situational theories. It also outlines different leadership styles such as autocratic, consultative, laissez-faire, and Likert's four systems of management.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Expectancy theory proposes that individuals are motivated when they believe their efforts will lead to positive outcomes. The theory was developed by Victor Vroom and is based on three variables: valence, expectancy, and instrumentality. Valence refers to how much value an individual places on a reward. Expectancy is the belief that effort will lead to performance. Instrumentality is the belief that performance will lead to rewards. Motivation is highest when an individual believes high effort will result in good performance and rewards. Managers can enhance motivation by linking rewards closely to performance and providing training to improve employee capabilities.
This document discusses work motivation and motivation theories including Maslow's hierarchy of needs theory. It explains that motivation is driven by physiological and psychological needs and deficiencies that activate behavior aimed at goals or incentives. Maslow's hierarchy categorizes needs into five levels from lower to higher order: physiological, safety, social, esteem, and self-actualization. It must satisfy lower level needs before progressing to higher levels, and once satisfied a need no longer motivates. The document provides examples of how businesses can apply Maslow's hierarchy to motivate employees at each level of needs.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
The document discusses the need for organizations to shift from traditional command and control management structures to more democratic structures that empower employees. It defines employee empowerment as granting power and authority to employees. Key principles of empowerment include not empowering individuals but teams, requiring training, and considering employee perspectives. Potential issues with empowerment include disconnects in messaging, insufficient training of managers and employees, and reluctant managers. The document also discusses issues with empowerment in the context of the automotive company NAZA.
The document discusses concepts and theories related to employee motivation. It outlines program objectives to understand past, present, and future trends in motivation; develop leadership skills; and problem solve how to motivate employees. Key concepts covered include McGregor's Theory X and Y, Maslow's hierarchy of needs, and Herzberg's motivation-hygiene theory regarding what motivates and satisfies employees.
The document discusses employee motivation and how companies can motivate their employees. It defines motivation as a need or desire that causes a person to act or be enterprising. From an employer's perspective, motivation increases productivity and loyalty. The document outlines personal motivators for employees like feeling they contribute, receiving praise, respect from colleagues, and meaningful work. It also states that good management is necessary for any organization to motivate employees. Specific motivational techniques discussed include celebrating milestones, providing support and recognition, cross-training opportunities, and involving employees in decisions. Nestle is highlighted as a company that motivates employees through competitive salaries and benefits, family celebrations, and providing more facilities than competitors.
Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...FaHaD .H. NooR
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
The document discusses employee engagement, defining it as the emotional commitment employees feel toward their organization and its goals. Engaged employees care about their work and company. It also discusses the need for engagement, noting research showing engaged employees perform better and are less likely to leave. The document provides suggestions for achieving engagement, such as providing variety, open communication, and celebrating successes. It also discusses measuring and improving engagement over time.
This document discusses employee motivation. It begins by explaining that motivating employees is important for achieving organizational goals after hiring and training. A variety of factors can motivate employees, including success, money, empowerment, work satisfaction, and recognition. Companies conduct employee satisfaction surveys to understand sources of motivation and demotivation in order to improve satisfaction. High turnover rates and counterproductive behaviors can indicate low motivation, while low turnover signifies a suitable organizational environment. Managers should use techniques like job rotation, enrichment, and recognition programs to motivate employees.
The document summarizes several theories of motivation:
1. Early or content theories focused on what motivates individuals and included Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2. Contemporary or process theories examined the actual process of motivation and included cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and Vroom's expectancy theory.
3. Theories such as self-efficacy, goal-setting, and expectancy provided insights into how motivation can be enhanced through an individual's beliefs, goal-setting, and expectations
1. There are several theories that seek to explain what motivates employee performance and engagement. These include Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McClelland's learned needs theory, and Lawrence and Nohria's four drives theory.
2. Expectancy theory proposes that motivation is influenced by the expectancies of effort leading to performance and performance leading to outcomes, as well as how valuable the potential outcomes are.
3. Equity theory suggests that employees are motivated by a sense of fair treatment and equitable exchange of contributions and outcomes compared to other employees. Feelings of inequity can decrease motivation.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
This presentation was prepared as a requirement for my Masters in Education (Management & Administration) course at Universiti Teknologi Malaysia. Hope this will be informative for those seeking for related information on Motivation.
This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. There are three key elements: energy, direction, and persistence. Motivation theories include Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three-needs theory. These theories provide different perspectives on understanding human motivation and what drives employee performance.
The document discusses employee empowerment. It defines empowerment as enabling employees to set work goals, make decisions, and solve problems within their areas of responsibility. Empowerment enhances employee beliefs that they meaningfully contribute to organizational success, gives them a feeling of competence and self-determination, and makes them believe they can impact important decisions. For empowerment to succeed, certain prerequisites are needed, like involvement, quick decision making, error tolerance, communication, and trust between managers and employees.
Leadership and Power Within the Organizationed gbargaye
This document discusses concepts of leadership, power, and authority. It defines different leadership styles such as transformational and transactional, and examines early theories of leadership like great man theories and traits theories. The document also outlines different bases of formal and personal power that leaders can utilize, including coercive, reward, legitimate, referent, and expert power. It emphasizes that effective leaders empower others in the organization rather than act in an unethical or abrasive manner. Overall, the key ideas are that leadership requires power, and leaders gain influence through expertise, empowering employees, and focusing on organizational goals rather than personal interests.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
The document discusses leadership theories and styles. It defines leadership and outlines traits of effective leaders. It describes three skills identified by Robert Katz: technical, human, and conceptual skills. It examines leadership theories including trait, behavioral, contingency and situational theories. It also outlines different leadership styles such as autocratic, consultative, laissez-faire, and Likert's four systems of management.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Expectancy theory proposes that individuals are motivated when they believe their efforts will lead to positive outcomes. The theory was developed by Victor Vroom and is based on three variables: valence, expectancy, and instrumentality. Valence refers to how much value an individual places on a reward. Expectancy is the belief that effort will lead to performance. Instrumentality is the belief that performance will lead to rewards. Motivation is highest when an individual believes high effort will result in good performance and rewards. Managers can enhance motivation by linking rewards closely to performance and providing training to improve employee capabilities.
This document discusses work motivation and motivation theories including Maslow's hierarchy of needs theory. It explains that motivation is driven by physiological and psychological needs and deficiencies that activate behavior aimed at goals or incentives. Maslow's hierarchy categorizes needs into five levels from lower to higher order: physiological, safety, social, esteem, and self-actualization. It must satisfy lower level needs before progressing to higher levels, and once satisfied a need no longer motivates. The document provides examples of how businesses can apply Maslow's hierarchy to motivate employees at each level of needs.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
The document discusses the need for organizations to shift from traditional command and control management structures to more democratic structures that empower employees. It defines employee empowerment as granting power and authority to employees. Key principles of empowerment include not empowering individuals but teams, requiring training, and considering employee perspectives. Potential issues with empowerment include disconnects in messaging, insufficient training of managers and employees, and reluctant managers. The document also discusses issues with empowerment in the context of the automotive company NAZA.
The document discusses concepts and theories related to employee motivation. It outlines program objectives to understand past, present, and future trends in motivation; develop leadership skills; and problem solve how to motivate employees. Key concepts covered include McGregor's Theory X and Y, Maslow's hierarchy of needs, and Herzberg's motivation-hygiene theory regarding what motivates and satisfies employees.
The document discusses employee motivation and how companies can motivate their employees. It defines motivation as a need or desire that causes a person to act or be enterprising. From an employer's perspective, motivation increases productivity and loyalty. The document outlines personal motivators for employees like feeling they contribute, receiving praise, respect from colleagues, and meaningful work. It also states that good management is necessary for any organization to motivate employees. Specific motivational techniques discussed include celebrating milestones, providing support and recognition, cross-training opportunities, and involving employees in decisions. Nestle is highlighted as a company that motivates employees through competitive salaries and benefits, family celebrations, and providing more facilities than competitors.
Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...FaHaD .H. NooR
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
The document discusses employee engagement, defining it as the emotional commitment employees feel toward their organization and its goals. Engaged employees care about their work and company. It also discusses the need for engagement, noting research showing engaged employees perform better and are less likely to leave. The document provides suggestions for achieving engagement, such as providing variety, open communication, and celebrating successes. It also discusses measuring and improving engagement over time.
This document discusses employee motivation. It begins by explaining that motivating employees is important for achieving organizational goals after hiring and training. A variety of factors can motivate employees, including success, money, empowerment, work satisfaction, and recognition. Companies conduct employee satisfaction surveys to understand sources of motivation and demotivation in order to improve satisfaction. High turnover rates and counterproductive behaviors can indicate low motivation, while low turnover signifies a suitable organizational environment. Managers should use techniques like job rotation, enrichment, and recognition programs to motivate employees.
The document summarizes several theories of motivation:
1. Early or content theories focused on what motivates individuals and included Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2. Contemporary or process theories examined the actual process of motivation and included cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and Vroom's expectancy theory.
3. Theories such as self-efficacy, goal-setting, and expectancy provided insights into how motivation can be enhanced through an individual's beliefs, goal-setting, and expectations
1. There are several theories that seek to explain what motivates employee performance and engagement. These include Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McClelland's learned needs theory, and Lawrence and Nohria's four drives theory.
2. Expectancy theory proposes that motivation is influenced by the expectancies of effort leading to performance and performance leading to outcomes, as well as how valuable the potential outcomes are.
3. Equity theory suggests that employees are motivated by a sense of fair treatment and equitable exchange of contributions and outcomes compared to other employees. Feelings of inequity can decrease motivation.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
This document discusses various theories of motivation. It begins by defining key elements of motivation like intensity, direction, and persistence. It then outlines learning objectives related to understanding motivation in the workplace. Several early theories are described, including scientific management and the human relations model. Contemporary motivation theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, and expectancy theory. The document provides examples of how these theories can be applied in organizational settings.
This document discusses motivating and satisfying employees in the workplace. It covers psychological contracts, job satisfaction, morale and various theories of motivation including Maslow's hierarchy of needs, expectancy theory and equity theory. It then discusses strategies to enhance job satisfaction like reinforcement, management by objectives, job enrichment and modified work schedules. Finally, it discusses managerial styles, contingency leadership approaches and trends in motivation and leadership for the 21st century.
This document discusses motivating and satisfying employees in the workplace. It covers psychological contracts, job satisfaction, morale and various theories of motivation including Maslow's hierarchy of needs, expectancy theory and equity theory. It then discusses strategies to enhance job satisfaction like reinforcement, management by objectives, job enrichment and modified work schedules. Finally, it discusses managerial styles, contingency leadership and motivation in the 21st century workplace.
This document discusses motivation theories relevant for managers. It covers:
1. Motivation is complex with different approaches needed to motivate employees, such as meeting needs, job design, and equitable treatment.
2. Content theories (e.g. Maslow's hierarchy of needs, Herzberg's two-factor theory) examine what motivates people based on needs. Process theories (e.g. expectancy, equity, goal-setting) explain how people are motivated.
3. Theories have implications for managers to understand employee motivation and ensure fairness to keep workers stimulated towards organizational goals. A motivated workforce is important for managerial success.
The document discusses various theories of motivation including: Maslow's hierarchy of needs, ERG theory, McClelland's needs theory, equity theory, expectancy theory, goal-setting theory, reinforcement theory, and Herzberg's two-factor theory. It also discusses the importance of motivation for employee performance and retention. An integrated model is presented showing how individual motivation is influenced by attributes, performance, satisfaction, and extrinsic/intrinsic rewards within an organizational context. Strategies for motivating employees through job design and behavior modification are also outlined.
1. Harris, an employer, is dissatisfied with the lack of improvement in his staff's performance despite giving everyone a $500 bonus.
2. To better motivate his staff, Harris needs to understand and apply contemporary motivation theories which explain how and why people are motivated.
3. Motivation theories cover needs, cognitive processes, consequences of behaviors, and can help Harris structure work, rewards, feedback and goals to satisfy different needs and motivate high performance from his staff.
This document discusses motivation theories and definitions. It provides definitions of motivation referring to actions or behaviors toward goals. Popular motivation definitions focus on willingness to perform and being affected by leadership. Motivation theories are divided into content theories, which focus on internal factors like needs, and process theories, which describe external factors like rewards. Several content theories are described including Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include goal-setting theory, equity theory, and expectancy theory.
This document discusses motivation, mobilization, and performance. It defines these terms and explores various theories related to motivation, such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also discusses how to mobilize resources through planning and challenges that may arise. Finally, it examines definitions and measures of organizational performance, importance of measuring performance, tools for monitoring performance, and the manager's role in achieving high performance.
Motivation is defined as stimulating someone to action and providing an incentive or motive. It comes from internal or external factors that encourage goal-directed behavior. Effective motivation leads to benefits like increased job satisfaction, lower absenteeism and turnover, and higher productivity. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. Managers can use motivational strategies like training, feedback, job rotation, and appealing to needs, wants, emotions and expertise to encourage employee performance.
The document discusses several theories of motivation including:
- Theory X and Theory Y, which propose different assumptions about employee attitudes towards work.
- Intrinsic and extrinsic motivation, referring to internal and external drivers.
- Needs theories including Maslow's hierarchy, Herzberg's two-factor theory, and McClelland's needs theory, which propose that satisfying different needs drives motivation.
- Process theories including Expectancy theory and Goal-setting theory, which look at how expectations and goal-setting impact motivation.
Leadership behavior influences follower satisfaction and organizational citizenship. Satisfied followers engage in behaviors that accomplish common goals. Motivation theories examine individual differences and cognitive processes that influence performance. Approaches like empowerment, operant conditioning, and situational factors also impact motivation. Leaders can increase follower satisfaction and motivation by giving meaningful work, treating people fairly, and ensuring just reward and disciplinary systems.
This document discusses motivating and satisfying employees and leadership. It covers psychological contracts that outline employee expectations and contributions in exchange for organizational inducements. High job satisfaction, morale and low turnover are beneficial. Motivation theories like Maslow's hierarchy of needs and expectancy theory are examined. Strategies to enhance motivation like reinforcement, job enrichment and flexible schedules are presented. Leadership styles like democratic and styles contingent on situations are reviewed. Motivation and leadership emphasis security, coaching mentality, diversity and flexibility in the 21st century.
This document contains information about a group presentation on organizational behavior and motivation. It lists the names and email addresses of the 7 presenters, and includes sections on defining motivation, the importance of motivation, early theories of motivation from Maslow, McGregor, Herzberg and McClelland, contemporary motivation theories, and integrating and applying motivation concepts to job design, employee involvement, and rewards.
This document discusses various theories of motivation. It begins by introducing content theories like Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. Next, it covers process theories such as Vroom's expectancy theory and Porter and Lawler's model. Contemporary theories like equity theory are also mentioned. The document emphasizes that motivation, ability, and environment all contribute to job performance. It provides examples of intrinsic and extrinsic motivation and discusses the importance of effective feedback and goal setting in maximizing employee motivation.
Motivation is an action that stimulates an individual to take a course of action, which will result in an attainment of goals, or satisfaction of certain material or psychological needs of the individual. Motivation is a powerful tool in the hands of leaders. It can persuade convince and propel people to act.
This document summarizes several theories of motivation:
1. Early theories including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory are discussed.
2. Contemporary theories covered include cognitive evaluation theory, goal-setting theory, self-efficacy theory, equity theory, and expectancy theory.
3. Key implications for managers are to recognize individual differences, use goals and feedback, and allow employee participation in decisions affecting them to maximize motivation.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
The document discusses the strategy and tactics of integrative negotiation. It describes integrative negotiation as focusing on common interests rather than positions, generating options for mutual gain, and finding solutions that satisfy all parties' needs. The key steps are to define problems mutually, understand each party's interests and needs, generate alternative solutions, and evaluate and select solutions based on objective criteria and mutual acceptability. Factors for success include having common objectives, commitment to collaboration over self-interest, trust, and clear communication.
This document provides an overview of key concepts from strategic planning and management literature. It discusses issue clarification, strategy patterns, Mintzberg's perspectives on strategic planning, focusing strategy, strategy mapping, learning organizations, and Miles and Snow's strategic typologies. The resource emphasizes that strategic thinking is more important than any particular planning approach and that alternatives should be evaluated prior to implementation.
This document discusses various theories and approaches to studying leadership. It begins by defining leadership as inspiring collective action for the common good. It then outlines different approaches to studying leadership, including trait, behavioral, contingency, and transformational approaches. The document contrasts the differences between leadership and management, noting that leadership focuses on influencing and changing behavior while management focuses on executing plans and managing resources. It discusses various leadership traits and behaviors identified in trait and behavioral theories. Finally, it outlines Fiedler's contingency theory of leadership, which proposes that effective leadership depends on matching a leader's style to the demands of the situation.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
3. Motivation
• Psychological processes
that arouse and direct
goal-directed behavior
• Does high motivation
mean better job
performance?
– A=Yes, B=No
• Is money the only
motivator?
4. Motivational Theories
• Content Theories • Process Theories
– Identify internal factors – Identify the process by
influencing motivation which internal factors
and cognitions influence
motivation
Source: Krietner/Kinicki, 2009
8. Alderfer's ERG Theory
• Existence: Desire for
physiological and
materialistic well-being
• Relatedness: Desire to
have meaningful
relationships with
significant others
• Growth: Desire to grow
and use one’s abilities to
their fullest potential
Source: Penn State Psych 484
10. McClelland's Need Theory
• The Need for
Achievement
– Desire to accomplish
something difficult
• The Need for Affiliation
– Desire to spend time in
social relationships and
activities
• The Need for Power
– Desire to influence, coach,
teach, or encourage others
to achieve
Source: Penn State Psych 484
12. What Do You Think?
Is high need for power good or bad?
A= Good, B=Bad, C= It depends
1. What is the most important need for leaders?
– Achievement
– Affiliation
– Power
2. What is the least important?
– Achievement
– Affiliation
– Power
13. Herzberg’s Motivator-Hygiene Model
Hygiene Factors - job
characteristics associated with
job dissatisfaction
– Salary
– Supervisory relations Dissatisfaction Satisfaction
– Working conditions
Motivators - job
characteristics associated with
job satisfaction
– Achievement
– Recognition
– Responsibility
16. Theory Comparison
McClelland’s Motivator-
Needs Hierarchy ERG
Learned Needs -Hygiene
Self- Need for
Actualization Achievement
Growth Motivators
Need for
Esteem
Power
Need for
Belongingness Relatedness
Affiliation
Safety Hygienes
Existence
Physiological
17. Equity Theory
• People strive for fairness and justice in social
exchanges
• People will be motivated to the extent their perceived
inputs to outputs is in balance
A. Compare personal outcomes to inputs.
B. Compare your outcomes to relevant others:
1. Comparisons to teammates
or coworkers
2. Comparisons to another
group (e.g. department/unit)
3. Comparisons to others in
your field or occupational.
19. What Do You Think?
Deena works 60 hours per week and does not feel that
she is being adequately recognized or rewarded.
According to equity theory, Deena is least likely to:
a. Ask for a raise or bonus
b. Reduce her efforts by
decreasing her hours
c. Increase her efforts by
working longer hours
d. Frame the situation as a
learning experience and
beneficial for her future
career.
20. Equity Sensitivity
An individual’s tolerance for
negative and positive equity
– Benevolents have a
higher tolerance for
negative inequity
– Sensitives adhere to strict
norm of reciprocity
– Entitleds have no
tolerance for negative
inequity
22. Organizational Justice
• Distributive Justice -
Perceived fairness of how
resources and rewards are
distributed
• Procedural Justice -
perceived fairness of the
process and procedure for
allocation decisions
• Interactional Justice - feel
fairly treated when
procedures are implemented
23. What Do You Think
• What important work-
related variables are
perceptions of equity
related to?
• What are the managerial
implications of equity
theory and organizational
justice research?
27. Vroom’s Expectancy Theory
Expectancy (E P) Instrumentality Valence V(R) Motivational Force
Perceived (P R) The value of (MF)
likelihood that X Perceived X expected rewards = Force directing
EFFORT will likelihood that to the individual specific behavior
lead to Performance leads alternatives
performance to desired rewards
Self Efficacy Trust Needs
Goal Difficulty Control Values
Perceived Control Policies Goals
Preferences
28. What Do You Think?
For each of the following actions, indicate which part of
the expectancy model, specifically, would be improved
for an unmotivated employee?
A. Effort to Performance (Expectancy)
B. Performance to Outcome (Instrumentality)
C. Value of rewards (Valence)
1. Show direct link between performance and raises.
2. Set clear goals, establish positive expectations
3. Base rewards on what the employee values.
4. Establish a pay for performance plan.
5. Provide adequate resources and training.
33. Motivation by Job Design
Changing the content or process of a specific job to
increase job satisfaction and performance
• Job Rotation moving employees from one
specialized job to another
• Job Enlargement putting more variety into a job
• Job Enrichment building achievement, recognition,
responsibility, and advancement into the work
41. Conclusion?
• Experts in many fields
are still trying to figure it
out and making a good
living doing so.
• YOU have to figure out
what MOTIVATES you,
and then feed it!
• Read Pink or Gardner
Editor's Notes
Motivation as it is defined here involves arousal or awareness of some goal that is desirable to achieve. Let’s consider two common questions about motivation:Do you think high motivation means better job performance? [Pause.]The answer is no. Motivation and job performance are not synonymous because motivation is only one of several possible determinants of job performance. Just because individuals perform a task well does not mean that they are highly motivated. They actually may be very skilled but not be putting forth much effort at all.What is your opinion about money . . . is it the only motivator? [Pause.]The answer is no. Surveys show that most Americans would continue to work even if they did not need the money.Today’s workers are motivated by the prospects of performing interesting and challenging—not just well-paying—jobs. They also seek jobs that actively involve them in the success of the business and that reward them for this success.
On this slide you see content and process theories explained along with the key motivational theories associated with each. Content theories focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation. Content theories do not address how motivation is influenced by the dynamic interaction between an individual and the environment.Process theories, on the other hand, try to explain how internal factors and cognitions influence employee motivation.There is no “one-best" motivation theory. Managers need to use a contingency framework to select the motivational technique ideally suited to the characteristics of the people and the situation involved. Let’s look at each of these theories in greater detail.
The theory suggests that there are five human needs and that these are arranged in such a way that lower, more basic needs must be satisfied before higher-level needs become activated. The lowest need that is not well gratified will tend to dominate behavior.Physiological needsrefer to satisfying fundamental biological drives (e.g., the need for food, air, water, and shelter). Organizations must provide employees with a salary that affords them adequate living conditions. Similarly, sufficient opportunities to rest (e.g., coffee breaks) and to engage in physical activity (e.g., fitness and exercise facilities) also are important for people to meet these needs. Safety needs refer to the need for a secure environment that is free from threats of physical or psychological harm. Organizations can provide employees with safety equipment, life and health insurance, and security forces. Similarly, jobs that provide tenure and no-layoff agreements provide a psychological security blanket that helps to satisfy safety needs. Social needs are the needs to have friends and to be loved and accepted by other people. Organizations, for example, may encourage participation in social events.Esteem needsare a person’s need to develop self-respect and to gain the approval of others—examples include the desire to achieve success, have prestige, and be recognized by others.Companies may have award banquets to recognize distinguished achievements. Giving monetary bonuses--even small ones--in recognition of employees’ suggestions for improvement also helps to promote their esteem. Nonmonetary awards (e.g., trophies and plaques) provide reminders of an employee’s important contributions as well and continuously fulfill esteem needs.Self-actualization is the need to become all that one can be, to develop one’s fullest potential. Individuals who have self-actualized are working at their peak, and they represent the most effective use of an organization’s human resources.Although research does not clearly support this theory of motivation, there is one key managerial implication worth noting.A satisfied need may lose its motivational potential. Therefore, managers are encouraged to motivate employees by devising programs or practices aimed at satisfying emerging or unmet needs.
So a team of psychologists, including two from Arizona State University, recast the pyramid. In doing so, they have taken on one of psychology's iconic symbols and have generated some controversy along the way. The revamp of Maslow's pyramid reflects new findings and theory from fields like neuroscience, developmental psychology and evolutionary psychology, said Douglas Kenrick, an ASU professor of psychology and lead author of the paper, "Renovating the pyramid of needs: Contemporary extensions built upon ancient foundations." The paper was published in the March issue of Perspectives on Psychological Sciences. http://esciencenews.com/articles/2010/08/19/maslows.pyramid.gets.a.much.needed.renovation
Alderfer proposed that motivation is a function of three basic needs listed here from lowest to highest.ERG theory does not assume needs are related to each other in a stair step hierarchy. Instead, more than one need may be activated at a time. It also adds a frustration-regression component, meaning that frustration of higher-order needs can influence the desire for lower-order needs. So, for example, if you work really hard to get a promotion at work which would satisfy your growth needs and you don’t get it, you may regress to social needs and seek support and consolation from your coworkers. You may also demand more in the way of existence needs to compensate, such as higher salary or a flexible working arrangement.Research generates mixed support for the ERG theory. There are, however, two key managerial implications associated with ERG.First, managers should be mindful that employees may be motivated to pursue lower-level needs because they are frustrated with a higher-order need. Additionally, people are motivated by different needs at different times in their lives. Therefore, managers should customize their reward and recognition programs to meet employees’ varying needs.
There are, however, exceptions to frustration-regression. According to Brian Redmond, from the Pennsylvania State University, there are two exceptions to frustration-regression. The first exception is "failure to fulfill existence needs leads to greater existence." (Redmond, 2010) An example of the first exception is if one needs to sleep and is unable, s/he will develop a larger, more powerful need for sleep. The second exception to frustration-regression is "fulfillment of growth needs leads to greater growth needs." (Redmond, 2010) An example of this would be winning the lottery; if one wins the lottery, one will then need to pursue increased wealth.Maslow did realize that not everyone followed his pyramid of needs. While there are many types of people and personalities, introversion and extroversion are common distinctions. Huitt (2004), created the following chart to represent the collaboration of both Maslow's and Alderfer's theories, with levels of introversion and extroversion.
McClelland identified three needs that individuals have at differing levels. He argued that each of us have these needs but at varying degrees. Those who have a high need for achievement share three common characteristics: a preference for tasks of moderate difficulty, situations in which their performance is due to their own efforts, and a desire for more performance feedback on their successes and failures.Those with a high need for affiliation have a strong desire for approval and reassurance from others, a tendency to conform to the wishes of others when pressured by people whose friendships they value, and a sincere interest in the feelings of others.Finally, those with a high need for power seek to influence and direct others, exercise control over others, and maintain leader-follower relations.
McClelland identified three needs that individuals have at differing levels. He argued that each of us have these needs but at varying degrees. Those who have a high need for achievement share three common characteristics: a preference for tasks of moderate difficulty, situations in which their performance is due to their own efforts, and a desire for more performance feedback on their successes and failures.Those with a high need for affiliation have a strong desire for approval and reassurance from others, a tendency to conform to the wishes of others when pressured by people whose friendships they value, and a sincere interest in the feelings of others.Finally, those with a high need for power seek to influence and direct others, exercise control over others, and maintain leader-follower relations.
The need for power has a positive and a negative side. The negative side is characterized by an "if I win, you lose" mentality. The positive side focuses on accomplishing group goals and helping employees gain a feeling of competenceThe need for power needed to be socialized power which is associated with stability personality trait and sensitivity to others. Social power – individuals are concerned with the problems of the organization and what can be done to facilitate goal attainment.A study with Harvard graduates over 20 years showed that 58% of those rated high in nPow either had high blood pressure or died of heart failure.What is the most important need for leaders?AchievementAffiliationPowerWhat is the least important?AchievementAffiliationPowerMcClelland’s research found that the Leader motive Profile included a high need for powerthen need for achievement and then need for affiliation. McClelland believes that individuals with high achievement motivation are not best suited for top management positions, rather top managers should have a high need for power coupled with a low need for affiliation. Individuals high in need for affiliation are not the most effective managers because they have a difficult time making decisions without worrying about being disliked.
Herzberg’s motivator-hygiene model that there are two separate and distinct clusters of factors associated with job satisfaction and dissatisfaction. Hygiene factors are associated with job dissatisfaction and are affiliated with the work context. Motivators are associated with job satisfaction and are affiliated with the content of the task being performed.You can see the parallels between the hygiene factors and the lower levels of Maslow’s model (physiological, safety, and social/love) and Alderfer’s existence and relatedness needs.Likewise, Maslow’s growth and self-actualization needs and Alderfer’s growth needs are most closely aligned with Herzberg’s motivators.
A key premise of the model, then, is that managers must first focus on the hygiene factors in order to achieve “no dissatisfaction” before they can move employees toward satisfaction on the second continuum.The implications of Herzberg's theory have received research support. However, the two-factor aspect of the theory has not been adequately tested. However, from this model, managers are encouraged to pay attention to both hygiene and motivator factors because they relate to job satisfaction.Herzberg’s theory was a significant contributor to the development of the idea that jobs should be enriched, a topic discussed later in this chapter, in order to cause job satisfaction. From this we also learn that it is important to recognize good performance that is linked to the organization’s goals but this recognition should be earned, not a given.
Herzberg, F. 2003. One more time: How do you motivate employees? Harvard Business Review (January): 87-96. (This paper was originally published in the HBR in 1968). As taken from Management and Accounting Web (www.maaw.info).The key to Herzberg's motivator-hygiene theory is that dissatisfaction and satisfaction are not opposite ends of a single continuum. Rather, there is a zero midpoint between dissatisfaction and satisfaction. The zero midpoint is labeled “No Satisfaction” on the first continuum and “No dissatisfaction” on the second.
Examples of inputs employees bring to their jobs are effort, skills, experience, and education. Examples of outputs, or what the organization provides, are praise, recognition, pay, benefits, promotions, and increased status.Relevant others are co-workers or others inside or outside the organization in comparable circumstances.The equity theory purports that people are most motivated when their perceived inputs equal outputs and is equitable to that of relevant others. Let’s look at three equity relationships on the next several slides.
Examples of inputs employees bring to their jobs are effort, skills, experience, and education. Examples of outputs, or what the organization provides, are praise, recognition, pay, benefits, promotions, and increased status.Relevant others are co-workers or others inside or outside the organization in comparable circumstances.The equity theory purports that people are most motivated when their perceived inputs equal outputs and is equitable to that of relevant others. Let’s look at three equity relationships on the next several slides.
Answer – C, followed closely by D. In the current global economy, A is also unlikely but B is almost certain.
Research suggests that equity theory differentially applies to people based on their individual characteristics. Research has categorized three types of people with regard to equity sensitivity. These are Benevolents who say, “I put in more than I get out, which is fine with me”; Sensitives who say, “I typically strive for equity and fairness in terms of my inputs and outcomes (even if I feel positive inequity)”; and Entitleds who say, “I try to put in as little effort as possible to attain desired rewards.”
Research suggests that equity theory differentially applies to people based on their individual characteristics. Research has categorized three types of people with regard to equity sensitivity. These are Benevolents who say, “I put in more than I get out, which is fine with me”; Sensitives who say, “I typically strive for equity and fairness in terms of my inputs and outcomes (even if I feel positive inequity)”; and Entitleds who say, “I try to put in as little effort as possible to attain desired rewards.”
Distributive justice has to do with the outcomes of the process. For example, it is possible to feel that the performance management process was fair but that you didn’t get the outcomes that matched your perceived inputs. Alternatively, you could feel that the process wasn’t fair in that you received special treatment because of your friendship with your boss, but still be happy with the outcome.Procedural justice has to do with perceptions of the process. For example, studies have shown that applicants who are rejected from organizations will maintain a positive impression of that company if they feel that the process was fair and they were treated well. Interactional justice relates to whether people feel they are treated fairly when decisions are implemented.Your book provides a good example of this when it described how a company who laid off people without communicating with them directly and instead sent security guards to escort people out. An employee of 30 years sabotaged the company’s computer systems causing $20 million in damage.
There are four work-related variables that you could have cited in response to the first question: First, job performance and counterproductive work behaviors are positively associated with distributive and procedural justice. Second, all three forms of justice were positively correlated with job satisfaction, organizational commitment, organizational citizenship behaviors, and employee trust. Third, all three likewise were negatively associated with employees’ withdrawal cognitions and turnover. And, finally, distributive and procedural injustice were related to negative emotions.Let’s answer the second question in two parts.First, the managerial implications of equity are to avoid under- and over-payment, give people a voice in decisions affecting them, and explain outcomes thoroughly using a socially sensitive manner. A key point here that it’s all about perception so if you are transparent about the process there will be more perception of fairness.Second, the managerial justice implications are to give people a say in how decisions are made. For example, allow input into the performance management process through such means as self-appraisals. Provide an opportunity for errors to be corrected by allowing for an appeals process. Also, don’t play favorites or give that impression; and, finally, make decisions in an unbiased manner.
There are four work-related variables that you could have cited in response to the first question: First, job performance and counterproductive work behaviors are positively associated with distributive and procedural justice. Second, all three forms of justice were positively correlated with job satisfaction, organizational commitment, organizational citizenship behaviors, and employee trust. Third, all three likewise were negatively associated with employees’ withdrawal cognitions and turnover. And, finally, distributive and procedural injustice were related to negative emotions.Let’s answer the second question in two parts.First, the managerial implications of equity are to avoid under- and over-payment, give people a voice in decisions affecting them, and explain outcomes thoroughly using a socially sensitive manner. A key point here that it’s all about perception so if you are transparent about the process there will be more perception of fairness.Second, the managerial justice implications are to give people a say in how decisions are made. For example, allow input into the performance management process through such means as self-appraisals. Provide an opportunity for errors to be corrected by allowing for an appeals process. Also, don’t play favorites or give that impression; and, finally, make decisions in an unbiased manner.
There are four work-related variables that you could have cited in response to the first question: First, job performance and counterproductive work behaviors are positively associated with distributive and procedural justice. Second, all three forms of justice were positively correlated with job satisfaction, organizational commitment, organizational citizenship behaviors, and employee trust. Third, all three likewise were negatively associated with employees’ withdrawal cognitions and turnover. And, finally, distributive and procedural injustice were related to negative emotions.Let’s answer the second question in two parts.First, the managerial implications of equity are to avoid under- and over-payment, give people a voice in decisions affecting them, and explain outcomes thoroughly using a socially sensitive manner. A key point here that it’s all about perception so if you are transparent about the process there will be more perception of fairness.Second, the managerial justice implications are to give people a say in how decisions are made. For example, allow input into the performance management process through such means as self-appraisals. Provide an opportunity for errors to be corrected by allowing for an appeals process. Also, don’t play favorites or give that impression; and, finally, make decisions in an unbiased manner.
The second process theory we will learn about is Vroom’s Expectancy Theory. A foundation of terms definitions will be helpful.Expectancy is the belief that one’s efforts will positively influence one’s performance.Instrumentality is an individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.Valence is the value a person places on the rewards he or she expects to receive from an organization.Other Determinants are the skills and abilities, role perceptions, and opportunities to performYou can see that the effort to performance link is dependent on expectancy which is the extent someone thinks their effort will relate to performance.Then, assuming they do reach the performance level they want, they have to believe that that performance will result in outcomes. But then they also have to care about those outcomes. So if someone works really hard and earns a lot of money that may be great. But if what they really want is more flexible hours, they may be willing to forgo the big raises to achieve work/life balance.All of these factors predict whether individuals will be motivated. It is important to note, though, that their actual job performance is also dependent on their skills and abilities, as well as external factors such as the opportunities and circumstances that exist within their company.
Examples for Expectancy include:If I spend most of tonight studying will it improve my grade on tomorrow's math exam? If I work harder than everyone else in the plant will I produce more? If I practice my foul shot more will my foul shooting improve in the game? If I make more sales calls will I make any more sales?Examples for Instrumentality include:If I get a better grade on tomorrow's math test will I get an "A" in math? If I produce more than anyone else in the plant, will I get a bigger raise? A faster promotion? If my foul shooting improves will I have a shot a team MVP?If I make more sales will I get a bonus? A greater commission?If I make more sales will I believe that I am the best sales person or be recognized by others as the best sales person? Examples for Valence include:How much I really want an "A" in math? Do I want a bigger raise? Is it worth the extra effort? Do I want a promotion? How important to me is it to be team MVP? Do I need a sales bonus? Is the extra time I spend making extra sales calls worth the extra commission? Is it important to me that I am the best salesperson?
Show direct link between performance and raises. - BSet clear goals, establish positive expectations - ABase rewards on what the employee values. - CEstablish a pay for performance plan. - BProvide adequate resources and training. - AEffort to performance Set clear goals; have positive expectations (Pygmalion effect); Provide adequate resources and trainingPerformance to Outcomes Show direct link between raises, recognition and associated performance Follow through on outcomes associated with goals established initially (for example exceeding sales quota ensures a 5% bonus) Establish pay for performance plans so that performance ratings are related to greater percentage increasesValence Know what your employees value (e.g., vacation days, money, day care credits, etc. Some companies have started cafeteria style benefits plans so that employees get a certain number of points that they can spend on whatever benefits they want and need.
Show direct link between performance and raises. - BSet clear goals, establish positive expectations - ABase rewards on what the employee values. - CEstablish a pay for performance plan. - BProvide adequate resources and training. - AEffort to performance Set clear goals; have positive expectations (Pygmalion effect); Provide adequate resources and trainingPerformance to Outcomes Show direct link between raises, recognition and associated performance Follow through on outcomes associated with goals established initially (for example exceeding sales quota ensures a 5% bonus) Establish pay for performance plans so that performance ratings are related to greater percentage increasesValence Know what your employees value (e.g., vacation days, money, day care credits, etc. Some companies have started cafeteria style benefits plans so that employees get a certain number of points that they can spend on whatever benefits they want and need.
Setting goals is an effective way of directing one’s attention and energy in a purposeful, focused way and tends to result in higher performance and achievement.Research has shown that goals which are too difficult or too easy negatively effect motivation.
We learn from Locke’s model that goal setting has four motivational mechanisms:directing attention,regulating effort,increasing persistence, andfostering strategies and plans.A Key term in this model is Persistence. Persistence represents the effort expended on a task over an extended period of time.
Originally Kenneth Blanchard and Spencer Johnson first developed the SMART goal system when branching the concept of goal theory beyond academia into the area of management and leadership (Blanchard, Zigarmi, & Zigarmi, 1985). The meanings for the of Blanchard and Spencer's SMART goals have evolved over time and the modern definitions are represented in the figure below:Some additional ideas related to this discussion are that people will perform at higher levels when asked to meet a specific high-performance goal than when they are simply asked to “do their best,” or when no goal at all is assigned. The “A” in this model can also stand for accepted by the employee, who must buy-in to the goal before expending energy to achieve it. “A” can also stand for aligned—to be most effective, individual goals should be aligned with organizational goals.
The most common strategies for changing the content or process of a specific job in order to increase job satisfaction and performance are listed here.Job rotationinvolves moving employees from one specialized job to another. The purpose of job rotation is to give employees greater variety in their work. Workers are able to perform two or more separate jobs on a rotating basis. GE and Verizon have a program like this for the MBA level new hires. They move them around the country so they can get exposed to various aspects of the business. Advantages include greater worker flexibility and easier scheduling. Job enlargementinvolves putting more variety into a workers’ job by combining specialized tasks of comparable difficulty. Job enlargement is also called horizontal loading. By itself, job enlargement does not have a significant and lasting positive impact on job performance.Job enrichment is the practical application of Herzberg's motivator-hygiene theory of job satisfaction and involves modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement. Job enrichment is also called vertical loading.
The Job Characteristics Model, or JCM, assumes that jobs can be designed to help people get enjoyment from them, to care about the work they do, and to feel they are doing meaningful and valuable work. This model seeks to improve one’s intrinsic motivationcharacterized by one being driven by positive feelings associated with doing well on a task or job.In short, the JCM specifies that enriching the core job characteristics of jobs will alter people’s psychological states in a manner that enhance their job performance, or outcomes. The five critical job dimensions in this model are Skill variety—the extent to which a job requires a number of different activities using several of the employee’s skills and talents. Task identity—the extent to which a job requires completing an entire piece of work from beginning to end.Task significance—the degree of impact the job is believed to have on others. Autonomy—the extent to which employees have the freedom and discretion to plan, schedule, and perform their jobs as desired. And, lastly…Feedback—the extent to which a job allows people to have information about the effectiveness of their performance. The JCM specifies that these core job characteristics have important effects on various critical psychological states. For example, skill variety, task identity, and task significance jointly contribute to a task’s experienced meaningfulness; jobs that provide a great deal of autonomy are said to make people feel personally responsible and accountable for their work; and effective feedback gives employees knowledge of the results of their work.The JCM specifies that the three critical psychological states affect various personal and work outcomes, such as people’s feelings of motivation, the quality of work performed, satisfaction with work, absenteeism, and turnover. The higher the experienced meaningfulness of the work, the responsibility for the work performed, and the knowledge of results, the more positive the personal and work benefits will be.This original model didn’t include Moderators are included in the updated model on the next slide to represent the fact that not everyone wants a job containing high amounts of the five core job characteristics. The model is especially effective in describing the behavior of individuals who are high in growth need strength, people with a high need for personal growth and development. http://www.emeraldinsight.com/content_images/fig/0410100204001.png
The Job Characteristics Model, or JCM, assumes that jobs can be designed to help people get enjoyment from them, to care about the work they do, and to feel they are doing meaningful and valuable work. This model seeks to improve one’s intrinsic motivationcharacterized by one being driven by positive feelings associated with doing well on a task or job.In short, the JCM specifies that enriching the core job characteristics of jobs will alter people’s psychological states in a manner that enhance their job performance, or outcomes. The five critical job dimensions in this model are Skill variety—the extent to which a job requires a number of different activities using several of the employee’s skills and talents. Task identity—the extent to which a job requires completing an entire piece of work from beginning to end.Task significance—the degree of impact the job is believed to have on others. Autonomy—the extent to which employees have the freedom and discretion to plan, schedule, and perform their jobs as desired. And, lastly…Feedback—the extent to which a job allows people to have information about the effectiveness of their performance. The JCM specifies that these core job characteristics have important effects on various critical psychological states. For example, skill variety, task identity, and task significance jointly contribute to a task’s experienced meaningfulness; jobs that provide a great deal of autonomy are said to make people feel personally responsible and accountable for their work; and effective feedback gives employees knowledge of the results of their work.The JCM specifies that the three critical psychological states affect various personal and work outcomes, such as people’s feelings of motivation, the quality of work performed, satisfaction with work, absenteeism, and turnover. The higher the experienced meaningfulness of the work, the responsibility for the work performed, and the knowledge of results, the more positive the personal and work benefits will be.Moderators are included in this model to represent the fact that not everyone wants a job containing high amounts of the five core job characteristics. The model is especially effective in describing the behavior of individuals who are high in growth need strength, people with a high need for personal growth and development. http://www.dssincorporated.com/Images/JobDesignFigure1.gif