Engaged and focused employees is a dream of all organizations. High performance workforce energizes and maintain the workplace momentum of innovation and performance. But what drives the high-performance employees to do what they are doing? What pushes them to accomplish the goal with a passion that contributes not only to the individual success but to the achievement of the organization goals. The lecture ‘The key to Motivation’, will throw an insight on the concept of motivation at the workplace with more focus on two principle types of motivation: extrinsic and intrinsic and how they influence the behavior of employees in performing tasks and to achieve goals. Key difference between intrinsic and extrinsic motivators will be examined. Different situations to suit and employ extrinsic and intrinsic motivation techniques will be explored.
Employee Motivaton is the key factor to help up the
capacity of an association. In the globalization stage, each
organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show
the business objectives into the real world. Subsequently, in
the present world each association attempts to deal with its
human asset office to keep its representatives inspired. In that
specific circumstance, some of the administration speculations
have been rehearsing by them. Business work or their
presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can
assume a lead job to get the expert achievement in each
budgetary year in a less exertion way.
While trying to find what inspires representatives,
representative inspiration inquire about papers report that
what spurs laborers today is fundamentally connected to the
qualities and objectives of the person. Starting in the 1970's, it
appears that there was a sensational move in the qualities and
needs of the ordinary laborer. As individuals turned out to be
progressively taught and the economy saw a sharp decay of
the Protestant hard working attitudes, what representatives
needed from their managers changed also.
Employee Motivation and Their Impact on Employee Performance in Banking Secto...ijtsrd
Due to increased competition between Organization and their need to respond effectively to rapidly changing operational conditions, as well as to personnel requirements, has escalated the necessity to identify those factors that Improve Employee Performance. For any organization to operate smoothly and without any interruption, employee cooperation cannot be replaced with anything else. It is of utmost importance that the employees of an organization not only have a good relationship with the top management, but also, they maintain a healthy and professional relationship with their coworkers. The study focus on how motivational tools impact the performance of employee for betterment. A sample of individuals was selected and was interviewed with self administrated questionnaire to obtain primary data. The results obtained indicate that if employees are positively motivated, it improves both their effectiveness and efficiency drastically for achieving organizational goals. Srinath Parshetty ""Employee Motivation and Their Impact on Employee Performance in Banking Sector in Hyderabad Karnataka Region"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23752.pdf
Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/23752/employee-motivation-and-their-impact-on-employee-performance-in-banking-sector-in-hyderabad-karnataka-region/srinath-parshetty
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
This document discusses motivation and employee motivation. It begins by stating that motivation is important for organizations to motivate employees to perform well and achieve goals. It explores the relationship between employee motivation and work performance as well as intrinsic and extrinsic motivation. The objectives are identified as understanding why employee motivation is important, explaining motivation and its different forms, and identifying the connection between employees and their performance. It is noted that intrinsic factors have more efficacy on the relationship than extrinsic factors.
Do motivation drive employee’s performance in public sector organizationAlexander Decker
This document summarizes a research article that examines how motivation impacts employee performance in public sector organizations. It discusses several theories of motivation including Maslow's hierarchy of needs and Alder's ERG theory. The document indicates that motivation is important for employee and organizational success. When employees' needs and wants are met through motivation, they will be more satisfied and contribute positively to achieving organizational goals. Theories of motivation provide frameworks to understand what drives employee behavior and how their performance can be improved.
Employee Motivaton is the key factor to help up the
capacity of an association. In the globalization stage, each
organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show
the business objectives into the real world. Subsequently, in
the present world each association attempts to deal with its
human asset office to keep its representatives inspired. In that
specific circumstance, some of the administration speculations
have been rehearsing by them. Business work or their
presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can
assume a lead job to get the expert achievement in each
budgetary year in a less exertion way.
While trying to find what inspires representatives,
representative inspiration inquire about papers report that
what spurs laborers today is fundamentally connected to the
qualities and objectives of the person. Starting in the 1970's, it
appears that there was a sensational move in the qualities and
needs of the ordinary laborer. As individuals turned out to be
progressively taught and the economy saw a sharp decay of
the Protestant hard working attitudes, what representatives
needed from their managers changed also.
Employee Motivation and Their Impact on Employee Performance in Banking Secto...ijtsrd
Due to increased competition between Organization and their need to respond effectively to rapidly changing operational conditions, as well as to personnel requirements, has escalated the necessity to identify those factors that Improve Employee Performance. For any organization to operate smoothly and without any interruption, employee cooperation cannot be replaced with anything else. It is of utmost importance that the employees of an organization not only have a good relationship with the top management, but also, they maintain a healthy and professional relationship with their coworkers. The study focus on how motivational tools impact the performance of employee for betterment. A sample of individuals was selected and was interviewed with self administrated questionnaire to obtain primary data. The results obtained indicate that if employees are positively motivated, it improves both their effectiveness and efficiency drastically for achieving organizational goals. Srinath Parshetty ""Employee Motivation and Their Impact on Employee Performance in Banking Sector in Hyderabad Karnataka Region"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23752.pdf
Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/23752/employee-motivation-and-their-impact-on-employee-performance-in-banking-sector-in-hyderabad-karnataka-region/srinath-parshetty
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
This document discusses motivation and employee motivation. It begins by stating that motivation is important for organizations to motivate employees to perform well and achieve goals. It explores the relationship between employee motivation and work performance as well as intrinsic and extrinsic motivation. The objectives are identified as understanding why employee motivation is important, explaining motivation and its different forms, and identifying the connection between employees and their performance. It is noted that intrinsic factors have more efficacy on the relationship than extrinsic factors.
Do motivation drive employee’s performance in public sector organizationAlexander Decker
This document summarizes a research article that examines how motivation impacts employee performance in public sector organizations. It discusses several theories of motivation including Maslow's hierarchy of needs and Alder's ERG theory. The document indicates that motivation is important for employee and organizational success. When employees' needs and wants are met through motivation, they will be more satisfied and contribute positively to achieving organizational goals. Theories of motivation provide frameworks to understand what drives employee behavior and how their performance can be improved.
The document discusses motivational theories that are applied in today's organizations. It covers early theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's achievement theory. It then discusses newer theories that are more relevant today, including economic rewards, promotions, opportunities for growth, autonomy, and goal-setting. Various innovative ways companies motivate employees through charity initiatives, fun activities, and recognition programs are also outlined. In conclusion, the document states that organizations should take a multifaceted approach and apply different theories as employees' needs vary, and the type of business impacts which theories are most effective.
The document discusses two theories of motivation:
1. Expectancy theory proposes that employees will perform based on their self-belief that effort will lead to good performance and desired rewards. It involves three key components - expectancy, instrumentality, and valence.
2. Two-factor theory suggests that certain factors cause job satisfaction while other factors cause dissatisfaction. It distinguishes between motivators like achievement and recognition, and hygiene factors like salary and working conditions. Addressing hygiene factors can prevent dissatisfaction but alone does not motivate.
The Three Theories I chose are10.1.3 Acquired Needs TheoryD.docxssusera34210
The Three Theories I chose are:
10.1.3 Acquired Needs Theory
David McClelland offers another motivation theory based on individual needs.
▲ Need for achievement is the desire to do something better or more efficiently,
to solve problems, or to master complex tasks.
▲ Need for power is the desire to control other people, to influence their
behavior, or to be responsible for them.
▲ Need for affiliation is the desire to establish and maintain friendly and
warm relations with other people.
According to McClelland, people acquire or develop these needs over time as a
result of individual life experiences. In addition, each need carries a distinct set
of work preferences. Managers are encouraged to recognize the strength of each
need in themselves and in other people. Attempts can then be made to create
work environments responsive to them.
People high in the need for achievement, for example, like to put their competencies
to work, they take moderate risks in competitive situations, and they
are willing to work alone. As a result, the work preferences of high-need achievers
include individual responsibility for results, achievable but challenging goals,
and feedback on performance.
10.2.2 Expectancy Theory
Victor Vroom’s expectancy theory of motivation asks a central question: What
determines the willingness of an individual to work hard at tasks important to
the organization?
Expectancy theory suggests that “people will do what they can do when they
want to do it.” More specifically, Vroom suggests that the motivation to work
depends on the relationships among the following three factors:
▲ Expectancy: A person’s belief that working hard will result in a desired
level of task performance being achieved.
▲ Instrumentality: A person’s belief that successful performance will be
followed by rewards and other potential outcomes.
▲ Valence: The value a person assigns to the possible rewards and other
work-related outcomes.
Expectancy theory suggests that motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another in a multiplication-based equation:
M _ E _ I _ V
In other words, motivation is determined by expectancy times instrumentality
times valence. The multiplier effect has important managerial implications. Mathematically
speaking, a zero at any location on the right side of the equation (for
E, I, or V) results in zero motivation.
For example, a typical assumption is that people will be motivated to work
hard to earn a promotion. But is this necessarily true? If expectancy is low, motivation
will suffer. The person may feel that he or she cannot achieve the performance
level necessary to get promoted. So why try? If instrumentality is low,
motivation will suffer. The person may lack confidence that a high level of task
performance will result in being promoted. So why try? If valence is low, motivation
will suffer. The person may place little value on receiving a promotion. It
simply isn’t much of a reward ...
This chapter discusses theories of motivation and how to motivate employees. It covers several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, expectancy theories, goal setting theories, and equity theories. It also discusses the role of reinforcement, rewards, and punishment. Overall, the chapter suggests that understanding motivation requires considering individual and situational factors, and that managers should focus on setting clear goals, ensuring fair treatment of employees, and allowing employee participation and autonomy.
This document discusses how developing emotional intelligence in the workplace can improve employee engagement and retention. It begins with an introduction explaining the importance of engagement and retention for organizations. It then defines emotional intelligence and discusses how skills like self-awareness, empathy, and relationship management can be developed through training. The document proposes a blended learning approach to teach emotional intelligence. Research findings showed that demonstrating emotional intelligence as a leader was linked to higher engagement and lower turnover. The conclusion recommends organizations assess gaps in emotional intelligence and develop a strategy to create an emotionally intelligent culture.
This document discusses motivation in organizational behavior. It defines motivation as internal and external factors that stimulate interest and commitment to a job. It outlines several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, expectancy theory, and job design theories. It discusses the importance of motivation for worker performance and the organization. It also covers the nature, process, components, and types of motivation. Critical analyses are provided for some of the major motivation theories.
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
The document discusses motivation and leadership. It defines motivation as stimulating people to action to accomplish goals. Motivation can be intrinsic, such as a sense of achievement, or extrinsic, such as pay or promotion. Theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, and McGregor's Theory X and Theory Y. Good leadership characteristics include empathy, honesty, and providing direction. Leadership is defined as motivating a group to achieve a common goal through inspiration and guidance.
Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's theory X and Y are discussed. Maslow's hierarchy proposes that lower level needs must be satisfied before higher level needs emerge. Herzberg's theory differentiates between hygiene and motivation factors. McGregor's theory X assumes workers dislike work while theory Y assumes they can be self-directed. Various motivational techniques used by organizations are based on findings from such theories. Motivation is necessary to achieve organizational goals and keep employees committed.
This document discusses motivation in the workplace. It defines motivation and discusses several theories of motivation, including: Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's manifest needs theory. It also covers Mayo's theory of human relations and discusses what motivates employees, including maintainers who value job security and benefits, and motivators who seek growth opportunities. The document emphasizes that a motivating work climate fosters feelings of belonging, competence, and autonomy.
What is motivation? Significance
How to motivate employees in an Organization?
Theories of motivation
Maslow hierarchy of needs theory.
ERG motivation theory Alderfer.
McClelland achievement and acquired needs theory.
Stacey Adams equity theory.
Hertzberg hygiene factors and motivators theory.
Vroom expectancy motivation theory.
Hackman and Oldham job characteristics model.
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.
This document discusses motivation from several perspectives:
1) It defines motivation and identifies its key elements of intensity, direction, and persistence.
2) It examines various theories of motivation including need-based theories like Maslow's hierarchy and Herzberg's two-factor theory, as well as process theories like Expectancy Theory and Equity Theory.
3) It provides examples and implications of different motivation theories that managers can apply to increase employee motivation and performance.
I agree with Chase that academic achievement should be the top priority for students. However, extracurricular activities can also be beneficial if done in moderation. A balanced approach that allows for both academic excellence and limited extracurricular involvement is ideal for student development and future success. Some key points:
- Academic achievement must come before extracurriculars to ensure students meet basic educational standards and career requirements. However,
- Extracurricular activities in moderation can teach valuable skills like leadership, collaboration, and work ethic to supplement academics. Banning them completely may hinder student growth.
- Not all extracurriculars are unproductive (e.g. STEM clubs). Generalizing them negatively is an oversimpl
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
The document discusses motivational theories that are applied in today's organizations. It covers early theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's achievement theory. It then discusses newer theories that are more relevant today, including economic rewards, promotions, opportunities for growth, autonomy, and goal-setting. Various innovative ways companies motivate employees through charity initiatives, fun activities, and recognition programs are also outlined. In conclusion, the document states that organizations should take a multifaceted approach and apply different theories as employees' needs vary, and the type of business impacts which theories are most effective.
The document discusses two theories of motivation:
1. Expectancy theory proposes that employees will perform based on their self-belief that effort will lead to good performance and desired rewards. It involves three key components - expectancy, instrumentality, and valence.
2. Two-factor theory suggests that certain factors cause job satisfaction while other factors cause dissatisfaction. It distinguishes between motivators like achievement and recognition, and hygiene factors like salary and working conditions. Addressing hygiene factors can prevent dissatisfaction but alone does not motivate.
The Three Theories I chose are10.1.3 Acquired Needs TheoryD.docxssusera34210
The Three Theories I chose are:
10.1.3 Acquired Needs Theory
David McClelland offers another motivation theory based on individual needs.
▲ Need for achievement is the desire to do something better or more efficiently,
to solve problems, or to master complex tasks.
▲ Need for power is the desire to control other people, to influence their
behavior, or to be responsible for them.
▲ Need for affiliation is the desire to establish and maintain friendly and
warm relations with other people.
According to McClelland, people acquire or develop these needs over time as a
result of individual life experiences. In addition, each need carries a distinct set
of work preferences. Managers are encouraged to recognize the strength of each
need in themselves and in other people. Attempts can then be made to create
work environments responsive to them.
People high in the need for achievement, for example, like to put their competencies
to work, they take moderate risks in competitive situations, and they
are willing to work alone. As a result, the work preferences of high-need achievers
include individual responsibility for results, achievable but challenging goals,
and feedback on performance.
10.2.2 Expectancy Theory
Victor Vroom’s expectancy theory of motivation asks a central question: What
determines the willingness of an individual to work hard at tasks important to
the organization?
Expectancy theory suggests that “people will do what they can do when they
want to do it.” More specifically, Vroom suggests that the motivation to work
depends on the relationships among the following three factors:
▲ Expectancy: A person’s belief that working hard will result in a desired
level of task performance being achieved.
▲ Instrumentality: A person’s belief that successful performance will be
followed by rewards and other potential outcomes.
▲ Valence: The value a person assigns to the possible rewards and other
work-related outcomes.
Expectancy theory suggests that motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another in a multiplication-based equation:
M _ E _ I _ V
In other words, motivation is determined by expectancy times instrumentality
times valence. The multiplier effect has important managerial implications. Mathematically
speaking, a zero at any location on the right side of the equation (for
E, I, or V) results in zero motivation.
For example, a typical assumption is that people will be motivated to work
hard to earn a promotion. But is this necessarily true? If expectancy is low, motivation
will suffer. The person may feel that he or she cannot achieve the performance
level necessary to get promoted. So why try? If instrumentality is low,
motivation will suffer. The person may lack confidence that a high level of task
performance will result in being promoted. So why try? If valence is low, motivation
will suffer. The person may place little value on receiving a promotion. It
simply isn’t much of a reward ...
This chapter discusses theories of motivation and how to motivate employees. It covers several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, expectancy theories, goal setting theories, and equity theories. It also discusses the role of reinforcement, rewards, and punishment. Overall, the chapter suggests that understanding motivation requires considering individual and situational factors, and that managers should focus on setting clear goals, ensuring fair treatment of employees, and allowing employee participation and autonomy.
This document discusses how developing emotional intelligence in the workplace can improve employee engagement and retention. It begins with an introduction explaining the importance of engagement and retention for organizations. It then defines emotional intelligence and discusses how skills like self-awareness, empathy, and relationship management can be developed through training. The document proposes a blended learning approach to teach emotional intelligence. Research findings showed that demonstrating emotional intelligence as a leader was linked to higher engagement and lower turnover. The conclusion recommends organizations assess gaps in emotional intelligence and develop a strategy to create an emotionally intelligent culture.
This document discusses motivation in organizational behavior. It defines motivation as internal and external factors that stimulate interest and commitment to a job. It outlines several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, expectancy theory, and job design theories. It discusses the importance of motivation for worker performance and the organization. It also covers the nature, process, components, and types of motivation. Critical analyses are provided for some of the major motivation theories.
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
The document discusses motivation and leadership. It defines motivation as stimulating people to action to accomplish goals. Motivation can be intrinsic, such as a sense of achievement, or extrinsic, such as pay or promotion. Theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, and McGregor's Theory X and Theory Y. Good leadership characteristics include empathy, honesty, and providing direction. Leadership is defined as motivating a group to achieve a common goal through inspiration and guidance.
Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's theory X and Y are discussed. Maslow's hierarchy proposes that lower level needs must be satisfied before higher level needs emerge. Herzberg's theory differentiates between hygiene and motivation factors. McGregor's theory X assumes workers dislike work while theory Y assumes they can be self-directed. Various motivational techniques used by organizations are based on findings from such theories. Motivation is necessary to achieve organizational goals and keep employees committed.
This document discusses motivation in the workplace. It defines motivation and discusses several theories of motivation, including: Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's manifest needs theory. It also covers Mayo's theory of human relations and discusses what motivates employees, including maintainers who value job security and benefits, and motivators who seek growth opportunities. The document emphasizes that a motivating work climate fosters feelings of belonging, competence, and autonomy.
What is motivation? Significance
How to motivate employees in an Organization?
Theories of motivation
Maslow hierarchy of needs theory.
ERG motivation theory Alderfer.
McClelland achievement and acquired needs theory.
Stacey Adams equity theory.
Hertzberg hygiene factors and motivators theory.
Vroom expectancy motivation theory.
Hackman and Oldham job characteristics model.
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.
This document discusses motivation from several perspectives:
1) It defines motivation and identifies its key elements of intensity, direction, and persistence.
2) It examines various theories of motivation including need-based theories like Maslow's hierarchy and Herzberg's two-factor theory, as well as process theories like Expectancy Theory and Equity Theory.
3) It provides examples and implications of different motivation theories that managers can apply to increase employee motivation and performance.
I agree with Chase that academic achievement should be the top priority for students. However, extracurricular activities can also be beneficial if done in moderation. A balanced approach that allows for both academic excellence and limited extracurricular involvement is ideal for student development and future success. Some key points:
- Academic achievement must come before extracurriculars to ensure students meet basic educational standards and career requirements. However,
- Extracurricular activities in moderation can teach valuable skills like leadership, collaboration, and work ethic to supplement academics. Banning them completely may hinder student growth.
- Not all extracurriculars are unproductive (e.g. STEM clubs). Generalizing them negatively is an oversimpl
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
1. The Key To Motivation- The Synergy of Intrinsic
and Extrinsic Motivation
ISC Paris International Week
February 7-11, 2022
Dr. Nidhi Oswal
Faculty of Business Administration
Khawarizmi International College, Abu Dhabi
UAE
• Photo by Nathan Dumlao on Unsplash
3/23/2023 1
3. Outline
• What is motivation?
• Motivation at workplace
• Individual needs
• Motivational theories
• Intrinsic and Extrinsic Motivation
• How are behaviors influenced by Motivation?
• Perfect fit motivation
• The Key to Motivation
• Photo by Nick Fewings on Unsplash
3/23/2023 3
4. Movieclips. (2015). Office Space (3/5) Movie CLIP - Motivation Problems (1999) HD
[YouTube Video]. Retrieved from https://www.youtube.com/watch?v=cgg9byUy-V4
5. What is Motivation?
Fred Luthans defined motivation as a
“process that starts with a physiological or
psychological deficiency or need that activates
behavior or a drive that is aimed at a goal or
incentive”.
3/23/2023 5
Fred is Emeritus, Management Professor, University and George Holmes
Distinguished Professor of Management at the University of Nebraska.
6. What is Motivation at Workplace?
According to Stephen P. Robbins, motivation represents
the
“Willingness to exert high levels of effort toward
organizational goals, conditioned by the effort’s
ability to satisfy some individual need” .
• Image by: perdoo.com
3/23/2023 6
7. What are the individual
needs?
Needs refer to an internal tension that influences the
cognitive processes which underlie behaviors (Kanfer 1991).
Is It…….
• Desire to obtain something or get something
• Fear of loosing something
In 1920’s, around 6000 human needs were identified by
behavioral scientists.
To motivate the individuals, it is important to
• Understand the individual needs
• Identify the unmet needs
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9. Theories of Motivation:
Content (needs) theories
• Content theories are also sometimes called needs theories of motivation.
• that people have a variety of needs.
• Focus on importance of needs.
• They look at motivation from the perspective of needs and aspirations.
• The theories then discuss motivation in terms of filling these needs.
• A common thread in all content theories – people have variety of needs.
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11. Self –Determination theory- (Deci and Ryan, 2000)
• Motivation arises when people
feel self-determined and
competent.
• People will feel self determined if
they have at least some
autonomy in what they do.
• People will feel competent if they
obtain feedback on how to
increase their competence.
• Self-determination and
competence cannot motivation
unless the difficulty of the work
matches (or slightly exceeds) the
person’s skill level.
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12. In a working environment, human motivation toward work
can be categorized into two broad categories.
Individuals are intrinsically motivated
when they seek enjoyment, interest,
satisfaction of curiosity, self-expression,
or personal challenge in the work.
Individuals are extrinsically motivated
when they engage in the work in order
to obtain some goal that is apart from
the work itself.
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Here, the definitions are based on the
individual’s perceptions of the task as
interesting, challenging, etc. and his
or her reasons for engaging in it (to
an extrinsic end, or as an end in
itself).
13. Both intrinsic and extrinsic motivators are present for
most tasks that people do in their work.
Intrinsic Motivation Extrinsic motivation
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14. How behaviors are influences through
extrinsic motivation
• Employees are more passionate about a
piece of work if it comes with a
reward.
• Rewards pushes people to complete a
task.
• Knowing the reward, induces a goal-
oriented behavior in employees
• Avoid the unwanted negative
outcomes.
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15. How behaviors are influences
through intrinsic motivation
Increased performance
Productivity of work at optimal levels.
Enjoyment and relatedness to the task
The outcomes satisfy your basic psychological
needs for autonomy, competence, and relatedness.
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16. Which motivation is
the perfect fit in a
workplace?
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No one size fits all approach to being motivated..
The goal is to motivate an individual to get the job
done.
Both motivators are present for most tasks that
people do in their work.
The motivators act depending on the perspective
of the rewards of the individual.
It varies person-wise and from task to task
Both types of motivation are required in an
organization in completing the goals.
17. The Key To Motivation- The Synergy of Intrinsic and
Extrinsic Motivation (Amabile, 1993)
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Intrinsic and extrinsic motivation can combine positively. Extrinsic
motivation can serve intrinsic motivation.
Extrinsic Factors like rewards, recognition, and feedback helps to increase
one’s involvement in the work itself leading to intrinsic motivation.
It is possible to achieve the synergy between persons and their work
environments, and between the different types of motivation.
18. Creativity is key to
success
• During the honeycomb challenge, instead of
treacherously trying to break the candy with the
needle, like the others, Gi-Hun licked the area
around the shape.
Challenge
• Encourage people to think outside the box by
giving them the freedom and resources to solve
problems the way they see fit.
Encourage
• Trust and motivate everyone to deliver long-term
results.
Trust and motivate
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19. Purpose drives action
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Briefly, it seems that the players were all money
thirsty. But their motivation was beyond money.
A higher purpose than mere money or profit is the one
that will oil an organization's engine—its people.
Giving a meaningful purpose.
Therefore, it is important to know exactly what you
want to achieve together as an organization.
20. Bestselling author, Strategic Advisor for Hospitality &
Leadership at Airbnb, founder and former CEO of
Joie de Vivre, founder of Fest300
• After 9/11, tech bust, and outbreak of SARs, the
company sales fell from $100 million to $75 million.
• Board of Members provide solution of filling for
bankruptcy.
• Came across a copy of Abraham Maslow's Toward
a Psychology of Being
• Six years later, Joie de Vivre (JDV) is prospering
again
• Meaningful purpose provide high level of
Motivation
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21. Assign projects that match with
employees’ personalities and
interests.
In the tug and war challenge, Il-Nam assigned
each person a role in the match according to
their personalities.
Good leaders know how to put people in the
right roles.
Employees are intrinsically motivated to do
the tasks they enjoy doing and excel.
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22. Relationships matter…a lot
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Gi-Hun, the winner, cared about the value of friendship and human life. He may not be the strongest
nor the smartest, but he proved that by believing in the good of people, you can win too
Emotional connection drives us.
Managers need to be kind and have believe in their people.
Being a humane and empathetic leader is key in navigating the uncertain future.
23. Former Best Buy CEO Hubert Joly (French-American
Citizen): Empowering Workers to Create ‘Magic’
• The person behind amazing
turnaround of Best Buy
• Putting people at the center
of your company’s purpose
• The “human magic” of
empowered and self-directed
employees
• Admitting you don’t have all
the answers is a sign of strong
leadership.
• Creating Trust and
connection between personal
purpose and company
purpose.
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“Former Best Buy CEO Hubert Joly: Empowering Workers
to Create ‘Magic,’” 2021)
24. Conclusion
• Human motivation is a complex.
• Compensation is indeed the first thing most of us think about when
thinking of a job .
• Loading up number of intrinsic and extrinsic motivation doesn’t
create high performance teams.
• Pay attention to type of motivator and the context in which they are
presented.
• All extrinsic motivators don’t have negative impact on intrinsic
motivation.
• Complex and creative work performance requires intrinsic
motivation.
• All people are NOT motivated similarly by the same set of
factors.
• Finally, NO ONE TYPE of motivation is optimal for all aspects of
performance.
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26. References
• Intrinsic and extrinsic factors that influence job satisfaction in police officers relative to
Frederick Herzberg’s motivation/hygiene theory - ProQuest. (2012). Proquest.com.
https://doi.org/",
• Manzoor, F., Wei, L., & Asif, M. (2021). Intrinsic Rewards and Employee’s Performance
With the Mediating Mechanism of Employee’s Motivation. Frontiers in Psychology, 12.
https://doi.org/10.3389/fpsyg.2021.563070
• Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic
and extrinsic motivation in the workplace. Human Resource Management Review, 3(3),
185–201. https://doi.org/10.1016/1053-4822(93)90012-s
• Talent 2020: Surveying the Talent Paradox from the Employee Perspective. (2020).
Retrieved February 8, 2022, from Deloitte Insights website:
https://www2.deloitte.com/us/en/insights/topics/talent/talent-2020-surveying-the-talent-
paradox-from-the-employee-perspective.html
• Dr. Sydney Ceruto. (2019, March 26). Council Post: The Neuroscience Of Motivation:
How Our Brains Drive Hard Work And Achievement. Forbes. Retrieved from
https://www.forbes.com/sites/forbescoachescouncil/2019/03/26/the-neuroscience-of-
motivation-how-our-brains-drive-hard-work-and-achievement/?sh=51dd93dc5fcb
• Krieger, L., & Sheldon, K. (n.d.). Scholarship Repository Scholarship Repository What
Makes Lawyers Happy? A Data-Driven Prescription to What Makes Lawyers Happy? A
Data-Driven Prescription to Redefine Professional Success Redefine Professional
Success. Retrieved
fromhttps://ir.law.fsu.edu/cgi/viewcontent.cgi?article=1093&context=article
• Rybnicek, R., Bergner, S., & Gutschelhofer, A. (2017). How individual needs influence
motivation effects: a neuroscientific study on McClelland’s need theory. Review of
Managerial Science, 13(2), 443–482. https://doi.org/10.1007/s11846-017-0252-1
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