Kurt Lewin developed the idea that behavior is a function of both the person and their environment. Motivation theories can be categorized as either need theories, which focus on internal factors like needs and drives, or process theories, which examine cognitive processes and goal-setting. Job design models like job enrichment aim to make jobs more motivating by increasing skill variety, task identity, task significance, autonomy, and feedback. Organizational citizenship behaviors are discretionary behaviors that benefit the organization and can indicate employee motivation levels. Fostering perceived organizational support, the belief that an organization values employee contributions, can increase motivation and OCBs.
Intrinsic motivation and extrinsic rewards-Is there any controversy ?Mad Hab
There is ongoing debate about whether extrinsic rewards undermine intrinsic motivation. Some research has found that extrinsic rewards like money can decrease intrinsic motivation for an activity. However, other studies have found that rewards do not always undermine motivation and that factors like how the rewards are administered and an employee's sense of competence can impact the effect on intrinsic motivation. Overall, the research in this area has produced mixed results, and more work is still needed to fully understand how extrinsic rewards impact intrinsic motivation in different contexts and situations.
The document summarizes several theories of motivation proposed by different researchers. It discusses Maslow's hierarchy of needs theory which proposes that people are motivated to fulfill basic needs before seeking higher level needs. It also explains McGregor's Theory X and Theory Y of motivation in the workplace. Additionally, it outlines Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's learned needs theory, goal setting theory, reinforcement theory, job design theory, equity theory, and expectancy theory - all of which propose different factors that influence human motivation.
The document discusses various theories of motivation. It describes Maslow's hierarchy of needs which includes physiological, safety, social, esteem, and self-actualization needs. It also discusses ERG theory, two-factor theory, McGregor's Theory X and Y, and other motivation theories like Porter and Lawler model and Theory Z. The theories focus on understanding factors that motivate employees and influence their performance and satisfaction levels.
Motivation is defined as the action of orienting ones behavior to a specific goal. There are a lot of theories that try to explain, how and why motivation function as is does. The simplest explication of how motivation functions is “the need to minimize physical pain and maximize pleasure”, of chorus there are a lot of needs that may act as a motivator (e.g. eating, resting, or a desired object, hobby, goal, state of being, ideal). Other theories attribute motivation to less apparent reasons such as altruism, selfishness, morality, or avoiding mortality.
This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).
The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit.
This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).
The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit.
This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).
The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit.
The document discusses theories of motivation and individual needs. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include McClelland's three needs theory, equity theory, and expectancy theory. Motivation results from an individual's need being met by exerting effort to achieve organizational goals. Theories emphasize matching individual and organizational needs to improve motivation.
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.
The document discusses several theories of motivation including: reinforcement theory, which proposes that behaviors are influenced by their consequences; equity theory, which suggests employees compare their inputs and outcomes to others'; Maslow's hierarchy of needs; and expectancy theory, which proposes that motivation depends on expectations of outcomes and beliefs about performance leading to those outcomes. It also covers social cognitive theory and the role of self-efficacy and collective efficacy beliefs in motivation.
Intrinsic motivation and extrinsic rewards-Is there any controversy ?Mad Hab
There is ongoing debate about whether extrinsic rewards undermine intrinsic motivation. Some research has found that extrinsic rewards like money can decrease intrinsic motivation for an activity. However, other studies have found that rewards do not always undermine motivation and that factors like how the rewards are administered and an employee's sense of competence can impact the effect on intrinsic motivation. Overall, the research in this area has produced mixed results, and more work is still needed to fully understand how extrinsic rewards impact intrinsic motivation in different contexts and situations.
The document summarizes several theories of motivation proposed by different researchers. It discusses Maslow's hierarchy of needs theory which proposes that people are motivated to fulfill basic needs before seeking higher level needs. It also explains McGregor's Theory X and Theory Y of motivation in the workplace. Additionally, it outlines Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's learned needs theory, goal setting theory, reinforcement theory, job design theory, equity theory, and expectancy theory - all of which propose different factors that influence human motivation.
The document discusses various theories of motivation. It describes Maslow's hierarchy of needs which includes physiological, safety, social, esteem, and self-actualization needs. It also discusses ERG theory, two-factor theory, McGregor's Theory X and Y, and other motivation theories like Porter and Lawler model and Theory Z. The theories focus on understanding factors that motivate employees and influence their performance and satisfaction levels.
Motivation is defined as the action of orienting ones behavior to a specific goal. There are a lot of theories that try to explain, how and why motivation function as is does. The simplest explication of how motivation functions is “the need to minimize physical pain and maximize pleasure”, of chorus there are a lot of needs that may act as a motivator (e.g. eating, resting, or a desired object, hobby, goal, state of being, ideal). Other theories attribute motivation to less apparent reasons such as altruism, selfishness, morality, or avoiding mortality.
This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).
The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit.
This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).
The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit.
This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).
The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit.
The document discusses theories of motivation and individual needs. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include McClelland's three needs theory, equity theory, and expectancy theory. Motivation results from an individual's need being met by exerting effort to achieve organizational goals. Theories emphasize matching individual and organizational needs to improve motivation.
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.
The document discusses several theories of motivation including: reinforcement theory, which proposes that behaviors are influenced by their consequences; equity theory, which suggests employees compare their inputs and outcomes to others'; Maslow's hierarchy of needs; and expectancy theory, which proposes that motivation depends on expectations of outcomes and beliefs about performance leading to those outcomes. It also covers social cognitive theory and the role of self-efficacy and collective efficacy beliefs in motivation.
This document provides an overview of motivation theories and techniques for motivating employees. It discusses:
1. Common motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal setting theory.
2. Techniques for motivating employees such as job design, rewards, employee participation, quality control circles, and flexible work schedules.
3. Requisites for successful employee participation programs including profit sharing, long-term employment, group cohesiveness, and protecting employee rights.
4. Other motivation techniques for a diverse workforce such as sabbaticals and family support services.
In conclusion, the document examines different approaches to understanding and enhancing employee
Motivation refers to the direction, level, and persistence of a person's effort at work. Content theories focus on individual needs while process theories examine cognitive processes that influence behavior. Needs theories suggest motivation comes from satisfying needs, like Maslow's hierarchy of needs which arranges needs from physiological to self-actualization. Equity theory proposes people are motivated to maintain equitable outcomes compared to others. Expectancy theory posits motivation results from expecting effort will lead to performance and rewards.
The document summarizes several theories of motivation that attempt to explain what drives human behavior and performance at work. It discusses content theories like Maslow's hierarchy of needs theory and ERG theory, which focus on individual needs. It also discusses process theories like expectancy theory and goal-setting theory, which examine cognitive processes and thought. Additionally, it outlines theories like equity theory, Herzberg's two-factor theory, and McClelland's acquired needs theory that analyze how factors in the work environment and social comparisons influence motivation. The document provides an overview of key concepts and terms for several important motivation theories.
This document provides an overview of motivation theories in industrial-organizational psychology. It discusses early theories that viewed motivation through metaphors like "person as machine" and more modern theories that emphasize cognition and emotions. The document also explores the relationship between motivation and workplace factors like performance, work-life balance, and personality. A key theory discussed is Maslow's hierarchy of needs, which proposes that humans are motivated to fulfill a set of innate needs from physiological to self-actualization.
This document debunks several myths and assumptions about agile practices. It questions the validity of claims made in agile books and frameworks by pointing to a lack of empirical evidence. It also challenges the concepts of self-organization and values in agile teams, arguing that factors like culture, context and life conditions influence group dynamics in complex ways. The document advocates for an experimental mindset to explore agile concepts through informed experiments and verification rather than accepting claims at face value. It concludes by encouraging readers to question assumptions and explore ideas for themselves.
The document discusses different theories of motivation. It describes content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that certain internal needs drive motivation. Process theories like equity theory and expectancy theory examine how people perceive and respond to rewards. McClelland's acquired needs theory suggests people develop needs for achievement, power, and affiliation through life experiences. Effective motivation requires understanding individual needs and allocating rewards to satisfy both personal and organizational interests.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
1) The study tested a model from self-determination theory in which employees' intrinsic need satisfaction mediated the relationship between perceptions of manager autonomy support and individual autonomy orientation on job performance and well-being.
2) The model posits that satisfying the innate psychological needs for competence, autonomy and relatedness leads to better performance and adjustment, while need thwarting undermines motivation.
3) Autonomy supportive management that acknowledges employees' perspectives and provides choice is expected to enhance intrinsic need satisfaction and thus positively impact outcomes.
Flow experiences at work: for high need achievers alone?Solercanto
Two studies examined how the relationship between employees' perceived skills and challenges at work interacted with their need for achievement to influence positive mood, intrinsic task interest, and performance. The studies found that among highly achievement-oriented employees, experiencing high skills and challenges at work was associated with greater positive mood, task interest, and performance than other skill-challenge combinations. Positive mood also mediated the interactive relationship between skill-challenge levels and achievement needs on performance. The findings suggest that matching skills and challenges optimally may benefit employees and organizations by enhancing motivation and outcomes, particularly for those with high achievement needs.
The document provides information about the Institute for Professional Excellence in Coaching (iPEC) and their accredited coach training program. It introduces some of the key concepts from their Core Energy Coaching process, including energetic capacity, engagement, and total engaged energy. It describes the seven levels of core energy and how understanding a person's energetic profile can provide insights into their behavior, attitudes, and potential for success.
This document discusses concepts related to organizational learning and behavior modification. It covers key topics like the components of the learning process, factors affecting learning, theories of learning including classical conditioning, operant conditioning, cognitive learning and social learning. It also discusses reinforcement, types of reinforcement, and how to effectively administer reinforcement. Theories covered include cognitive dissonance theory and lateral thinking theory. Schedules of reinforcement like fixed ratio, fixed interval and variable ratio are also mentioned.
Conceptual pragmatism is a philosophical perspective that stresses practicality and contingent truth dependent on context. It attempts to reconcile absolutist and relativist views. A manager applies past solutions rigidly while a leader uses conceptual pragmatism - examining each unique situation to find the most practical solution. Two organizations, Villa of Hope and St. John's Skilled Nursing Home, are restructuring but preconceived narratives risk undermining positive changes if not addressed. Leaders must understand narratives and perceptions of all stakeholders to implement effective, practical changes.
The document discusses stress management for managers and leaders. It provides an outline for a training on managing manager stress using evidence-based perspectives. The training will discuss five approaches to managing manager stress, including using systemic programs, peer cognition, stress as leadership, stress champions, and livewell and leadwell programs. It will also discuss upcoming training opportunities from the Organizational Wellness & Learning Systems organization.
This document summarizes theories and applications of motivation. It discusses early motivation theories like Maslow's hierarchy of needs theory and Herzberg's two-factor theory. Contemporary theories covered include goal setting theory, reinforcement theory, and equity theory. The document also examines applying motivation through job design, employee involvement programs, and rewarding employees with variable pay programs and flexible benefits.
Cognitive Architecture to Analyze the Effect of Intrinsic Motivation with Met...IJECEIAES
This research work describes the setup of framework for testing the performance of intrinsically motivated swarm agents over extrinsic motivation. The performance is tested through the simulation. The result demonstrates that agents with intrinsic motivation for specific goal have high metacognitive ability. It also shows group performance of agents with metacognitive ability is better than the group of agents with extrinsic motivation exhibiting cognitive ability. Goal setting theory of motivation is applied to the group of agents in order to analyse the intelligent behaviour of the agents. This research is mainly focusing on why and how group performance by swarm agents is better than individuals. This approach requires design of ambient testbed where swarm agents demonstrate cognitive actions to metacognitive actions. This research is aiming to prove that group performance by swarm agents is higher due to type of agents chosen with intrinsic motivation and thus proves intrinsic motivation is better than extrinsic motivation. Agent behaviour in a group can be analysed using different metrics like resource collection, life expectancy, level of motivation and task assigned.
This document summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
This study examines the relationship between job demands and innovative work behavior, and whether perceptions of effort-reward fairness moderate this relationship. 170 non-management employees from a Dutch food company participated. The results showed that higher job demands were positively related to more innovative work behavior when employees perceived the relationship between effort and reward to be fair, but not when they perceived under-reward unfairness. The document defines innovative work behavior and discusses how social exchange theory suggests that fairness perceptions shape whether employees will respond to higher demands with discretionary innovative behaviors.
1. The document discusses several theories of motivation that attempt to explain what motivates employee behavior and performance, including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and behavior modification theory.
2. The theories view motivation as arising from a variety of factors including employee needs, intrinsic and extrinsic rewards, expectations of performance leading to outcomes, and perceptions of fair treatment compared to other employees.
3. Effective motivation requires managers to understand these concepts and apply rewards and incentives in a way that satisfies both intrinsic and extrinsic drivers of employee motivation.
This document discusses various learning theories including classical conditioning, operant conditioning, cognitive learning theory, social learning theory, laws of Thorndike, and experiential learning theory. It also covers principles of learning such as motivation, knowledge of results, reinforcement, and learning schedules. Behavioral management techniques are examined including identifying critical behaviors, measuring behaviors, functional analysis, intervention strategies, and performance evaluation. The role of organizational reward systems and types of rewards like monetary, non-monetary, and indirect monetary are summarized.
This document lists tower units and their unit types. Tower A & B contain 4 BHK + Sq units. Towers C, D, E, F, K, L contain either 3 BHK + Study + Sq or 3 BHK + Sq units. Towers G, H, I, J contain 2 BHK + Study units. Towers 1 & 2 and 2 & 3 contain specific unit types. More information can be found at www.microtekgreenburg.info.
This document provides an overview of motivation theories and techniques for motivating employees. It discusses:
1. Common motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal setting theory.
2. Techniques for motivating employees such as job design, rewards, employee participation, quality control circles, and flexible work schedules.
3. Requisites for successful employee participation programs including profit sharing, long-term employment, group cohesiveness, and protecting employee rights.
4. Other motivation techniques for a diverse workforce such as sabbaticals and family support services.
In conclusion, the document examines different approaches to understanding and enhancing employee
Motivation refers to the direction, level, and persistence of a person's effort at work. Content theories focus on individual needs while process theories examine cognitive processes that influence behavior. Needs theories suggest motivation comes from satisfying needs, like Maslow's hierarchy of needs which arranges needs from physiological to self-actualization. Equity theory proposes people are motivated to maintain equitable outcomes compared to others. Expectancy theory posits motivation results from expecting effort will lead to performance and rewards.
The document summarizes several theories of motivation that attempt to explain what drives human behavior and performance at work. It discusses content theories like Maslow's hierarchy of needs theory and ERG theory, which focus on individual needs. It also discusses process theories like expectancy theory and goal-setting theory, which examine cognitive processes and thought. Additionally, it outlines theories like equity theory, Herzberg's two-factor theory, and McClelland's acquired needs theory that analyze how factors in the work environment and social comparisons influence motivation. The document provides an overview of key concepts and terms for several important motivation theories.
This document provides an overview of motivation theories in industrial-organizational psychology. It discusses early theories that viewed motivation through metaphors like "person as machine" and more modern theories that emphasize cognition and emotions. The document also explores the relationship between motivation and workplace factors like performance, work-life balance, and personality. A key theory discussed is Maslow's hierarchy of needs, which proposes that humans are motivated to fulfill a set of innate needs from physiological to self-actualization.
This document debunks several myths and assumptions about agile practices. It questions the validity of claims made in agile books and frameworks by pointing to a lack of empirical evidence. It also challenges the concepts of self-organization and values in agile teams, arguing that factors like culture, context and life conditions influence group dynamics in complex ways. The document advocates for an experimental mindset to explore agile concepts through informed experiments and verification rather than accepting claims at face value. It concludes by encouraging readers to question assumptions and explore ideas for themselves.
The document discusses different theories of motivation. It describes content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that certain internal needs drive motivation. Process theories like equity theory and expectancy theory examine how people perceive and respond to rewards. McClelland's acquired needs theory suggests people develop needs for achievement, power, and affiliation through life experiences. Effective motivation requires understanding individual needs and allocating rewards to satisfy both personal and organizational interests.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
1) The study tested a model from self-determination theory in which employees' intrinsic need satisfaction mediated the relationship between perceptions of manager autonomy support and individual autonomy orientation on job performance and well-being.
2) The model posits that satisfying the innate psychological needs for competence, autonomy and relatedness leads to better performance and adjustment, while need thwarting undermines motivation.
3) Autonomy supportive management that acknowledges employees' perspectives and provides choice is expected to enhance intrinsic need satisfaction and thus positively impact outcomes.
Flow experiences at work: for high need achievers alone?Solercanto
Two studies examined how the relationship between employees' perceived skills and challenges at work interacted with their need for achievement to influence positive mood, intrinsic task interest, and performance. The studies found that among highly achievement-oriented employees, experiencing high skills and challenges at work was associated with greater positive mood, task interest, and performance than other skill-challenge combinations. Positive mood also mediated the interactive relationship between skill-challenge levels and achievement needs on performance. The findings suggest that matching skills and challenges optimally may benefit employees and organizations by enhancing motivation and outcomes, particularly for those with high achievement needs.
The document provides information about the Institute for Professional Excellence in Coaching (iPEC) and their accredited coach training program. It introduces some of the key concepts from their Core Energy Coaching process, including energetic capacity, engagement, and total engaged energy. It describes the seven levels of core energy and how understanding a person's energetic profile can provide insights into their behavior, attitudes, and potential for success.
This document discusses concepts related to organizational learning and behavior modification. It covers key topics like the components of the learning process, factors affecting learning, theories of learning including classical conditioning, operant conditioning, cognitive learning and social learning. It also discusses reinforcement, types of reinforcement, and how to effectively administer reinforcement. Theories covered include cognitive dissonance theory and lateral thinking theory. Schedules of reinforcement like fixed ratio, fixed interval and variable ratio are also mentioned.
Conceptual pragmatism is a philosophical perspective that stresses practicality and contingent truth dependent on context. It attempts to reconcile absolutist and relativist views. A manager applies past solutions rigidly while a leader uses conceptual pragmatism - examining each unique situation to find the most practical solution. Two organizations, Villa of Hope and St. John's Skilled Nursing Home, are restructuring but preconceived narratives risk undermining positive changes if not addressed. Leaders must understand narratives and perceptions of all stakeholders to implement effective, practical changes.
The document discusses stress management for managers and leaders. It provides an outline for a training on managing manager stress using evidence-based perspectives. The training will discuss five approaches to managing manager stress, including using systemic programs, peer cognition, stress as leadership, stress champions, and livewell and leadwell programs. It will also discuss upcoming training opportunities from the Organizational Wellness & Learning Systems organization.
This document summarizes theories and applications of motivation. It discusses early motivation theories like Maslow's hierarchy of needs theory and Herzberg's two-factor theory. Contemporary theories covered include goal setting theory, reinforcement theory, and equity theory. The document also examines applying motivation through job design, employee involvement programs, and rewarding employees with variable pay programs and flexible benefits.
Cognitive Architecture to Analyze the Effect of Intrinsic Motivation with Met...IJECEIAES
This research work describes the setup of framework for testing the performance of intrinsically motivated swarm agents over extrinsic motivation. The performance is tested through the simulation. The result demonstrates that agents with intrinsic motivation for specific goal have high metacognitive ability. It also shows group performance of agents with metacognitive ability is better than the group of agents with extrinsic motivation exhibiting cognitive ability. Goal setting theory of motivation is applied to the group of agents in order to analyse the intelligent behaviour of the agents. This research is mainly focusing on why and how group performance by swarm agents is better than individuals. This approach requires design of ambient testbed where swarm agents demonstrate cognitive actions to metacognitive actions. This research is aiming to prove that group performance by swarm agents is higher due to type of agents chosen with intrinsic motivation and thus proves intrinsic motivation is better than extrinsic motivation. Agent behaviour in a group can be analysed using different metrics like resource collection, life expectancy, level of motivation and task assigned.
This document summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
This study examines the relationship between job demands and innovative work behavior, and whether perceptions of effort-reward fairness moderate this relationship. 170 non-management employees from a Dutch food company participated. The results showed that higher job demands were positively related to more innovative work behavior when employees perceived the relationship between effort and reward to be fair, but not when they perceived under-reward unfairness. The document defines innovative work behavior and discusses how social exchange theory suggests that fairness perceptions shape whether employees will respond to higher demands with discretionary innovative behaviors.
1. The document discusses several theories of motivation that attempt to explain what motivates employee behavior and performance, including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and behavior modification theory.
2. The theories view motivation as arising from a variety of factors including employee needs, intrinsic and extrinsic rewards, expectations of performance leading to outcomes, and perceptions of fair treatment compared to other employees.
3. Effective motivation requires managers to understand these concepts and apply rewards and incentives in a way that satisfies both intrinsic and extrinsic drivers of employee motivation.
This document discusses various learning theories including classical conditioning, operant conditioning, cognitive learning theory, social learning theory, laws of Thorndike, and experiential learning theory. It also covers principles of learning such as motivation, knowledge of results, reinforcement, and learning schedules. Behavioral management techniques are examined including identifying critical behaviors, measuring behaviors, functional analysis, intervention strategies, and performance evaluation. The role of organizational reward systems and types of rewards like monetary, non-monetary, and indirect monetary are summarized.
This document lists tower units and their unit types. Tower A & B contain 4 BHK + Sq units. Towers C, D, E, F, K, L contain either 3 BHK + Study + Sq or 3 BHK + Sq units. Towers G, H, I, J contain 2 BHK + Study units. Towers 1 & 2 and 2 & 3 contain specific unit types. More information can be found at www.microtekgreenburg.info.
The document discusses Adobe's Digital Publishing Suite solution. It is a content distribution solution with a full workflow focus that allows for integration with CRM and LSM solutions. The workflow includes production, distribution, monetization, delivery, and analysis stages. It shows both linear and loop workflow models.
Mountaintop removal mining (MTR) is a surface mining practice that involves blasting off mountaintops to access coal deposits. It permanently changes the landscape and is harmful to both the environment and human health. The MTR process involves clearing trees, blasting away rock and soil with explosives, digging up coal with giant machines, dumping waste from mining in valleys which buries over 2,000 miles of streams, and attempting to reclaim the land through reforestation. However, the reclaimed land is often unable to fully support healthy tree growth and wildlife. MTR has significant negative impacts through pollution, destruction of biodiversity, and health risks for nearby communities.
Rajesh Kumar has over 1 year of experience in manual and automation testing of web, finance, and travel applications. He has expertise in test planning, strategy, reporting, and defect tracking. Rajesh is proficient with testing tools like QTP, QC, and programming languages like Java, HTML, and CSS. He has worked as a Junior Software Tester on projects involving a training website and an international travel marketplace.
The documents outline various policies and procedures for Hindustan Coca-Cola Beverages related to quality, safety, the environment, and production processes. The company is committed to producing the highest quality beverages while ensuring safety, minimizing environmental impact, and achieving operational excellence. Key aspects of production include preform processing, blow molding, carbonation, filling procedures, and preventative maintenance.
This document contains tips and advice for negotiation provided by Prakash Panangala. Some of the key points mentioned include assessing situations thoroughly before making conclusions, knowing the people involved in negotiations, addressing emotional aspects, communicating vision even when facing difficulties, focusing on finding common ground rather than conflicts, and being transparent. The document emphasizes following a process to arrive at solutions rather than expecting standardized answers.
This document provides a profile summary for Dr. Raja Dutta, including his contact information, 19 years of experience in clinical and hospital administration, skills and competencies in areas like strategic planning, medical administration, operations, and auditing. It details his organizational experience directing hospitals with 300-1000 beds and lists his educational background, including an M.D. from Russia and MHA from AIIMS.
This document discusses prescription drug abuse and diversion. It notes that Schedule II substances like oxycodone and fentanyl require a written prescription with no refills, while Schedule III substances like hydrocodone are the most abused class and can be prescribed via phone. It provides statistics on the prices of abused drugs on the street and notes that many are diverted from legal sources through forged prescriptions, doctor shopping, and pharmacy theft. The document outlines HIPAA rules around disclosure of health information and state law on physician-patient privilege. It discusses trends in college student abuse of drugs like Adderall and Ritalin and warns of overdose risks of opioids like fentanyl and oxycodone.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It suggests the reader may find inspiration to create a Haiku Deck presentation on SlideShare.
Rajesh Kumar is a junior software tester with over 1 year of experience in manual and automation testing of finance, web, and travel applications. He has skills in test planning, strategy, reporting, test automation tools like QTP, and programming languages like Java. He is currently working as a junior software tester at Nexgen Software Solutions in Thanjavur, where he has led testing for several web-based projects and is responsible for test planning, execution, and defect reporting.
This document contains the slides from a presentation titled "Build Memorable Moments" given by Prakash Panangala. The presentation provides examples of people who overcame limitations such as poverty, lack of education, age, and other obstacles to achieve success. It emphasizes the importance of having the right attitude and being willing to change in order to progress. Key points discussed include the role of honesty, initiative, dedication, focus, goals and planning in helping people make positive changes in their lives.
The document summarizes a presentation about formulating and executing a Blue Ocean Strategy. It discusses reconstructing market boundaries to create uncontested market space, focusing on the big picture rather than numbers, overcoming organizational hurdles to adoption through tipping point leadership, and motivating an organization to change itself. The presentation is based on the concepts in the book Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne.
45 minute presentation of the design process of a CHI Design Competition submission for a GE audience. There were 33 in attendance and 80 viewing via Cisco WebEx.
Chapter III Motivation - Nature, Theories and Applications at Work.pptxpepperlemon1
This document discusses theories of motivation at work. It covers:
1. Scientific management theories from the early 1900s including Taylor's theory and Ford's revolutionary car production methods.
2. Contemporary motivation theories including: need-based theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; process theories like equity theory and expectancy theory; and reinforcement theory.
3. The importance of motivation for job performance and examples of motivational practices from companies like Trader Joe's that emphasize supportive work environments, autonomy, and recognition.
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
1. McClelland's need theory identifies three basic needs - power, affiliation, and achievement. Alderfer's ERG theory categorizes needs into existence, relatedness, and growth.
2. Vroom's expectancy theory and Porter-Lawler model explain how motivation is influenced by expectations of rewards. Equity theory is based on people comparing their inputs and outcomes to others.
3. Financial incentives include productivity pay, performance pay, profit sharing, and stock options. Non-financial incentives are recognition, promotion, responsibility, and social satisfaction from work.
1. McClelland's need theory identifies three basic needs - power, affiliation, and achievement. Alderfer's ERG theory categorizes needs into existence, relatedness, and growth.
2. Vroom's expectancy theory and Porter-Lawler model explain how motivation is influenced by expectations of rewards. Equity theory is based on people comparing their inputs and outcomes to others.
3. Financial incentives include productivity pay, performance pay, profit sharing, and stock options. Non-financial incentives are recognition, promotion, responsibility, and social satisfaction from work.
1. McClelland's need theory identifies three basic needs: power, affiliation, and achievement. Alderfer's ERG theory categorizes needs into existence, relatedness, and growth.
2. Vroom's expectancy theory and Porter-Lawler model explain how motivation is influenced by expectations of rewards. Equity theory is based on people comparing their inputs and outcomes to others.
3. Financial incentives include productivity pay, performance pay, profit sharing, and stock options. Non-financial incentives are things like status, promotion, responsibility, recognition, and team spirit.
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
Emotion and Motivation.pdfEmotion And MotivationBeth Johnson
Debbie returned to school to earn her master's degree hoping for a pay raise. Her motivation aligns with Herzberg's two-factor theory, as wages and potential for advancement can motivate employees. However, when the LPNs received a raise but Debbie did not, her expectations from Vroom's expectancy theory were not met. While she achieved her goal of a higher degree, her performance was not rewarded by the organization as she expected. This dilemma highlights the complex interplay between theories of motivation and real-world workplace dynamics.
Debbie returned to school to earn her master's degree hoping for a pay raise. Her motivation aligns with Herzberg's two-factor theory, as wages and potential for advancement can motivate employees. However, when the LPNs received a raise but Debbie did not, her expectations from Vroom's expectancy theory were not met. While she achieved her goal of a higher degree, her performance was not rewarded by the organization as she expected. This dilemma highlights the complex interplay between theories of motivation and real-world workplace dynamics.
This document outlines several key theories of motivation discussed in organizational behavior. It summarizes Maslow's hierarchy of needs from physiological to self-actualization needs. It also summarizes Herzberg's two-factor theory, which distinguishes between motivators like achievement that increase job satisfaction and hygiene factors like pay that prevent dissatisfaction. Finally, it briefly outlines McClelland's theory of three needs - achievement, power, and affiliation - as well as Alderfer's ERG theory that groups needs into existence, relatedness, and growth.
This document outlines several theories of motivation that can impact work performance. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between motivators and hygiene factors, McGregor's Theory X and Theory Y about employee capacity and motivation, and Locke's goal-setting theory showing that specific, challenging goals improve performance. It also summarizes Bandura's self-efficacy theory about an individual's belief in their ability to succeed influencing motivation, Skinner's reinforcement theory about behavior being influenced by consequences, and equity theory relating satisfaction to fair treatment compared to others.
MOTIVATION to get more subscribe https://youtube.com/channel/UCZI6s640v0qoGq...Motivation Motivation
The document discusses several theories of motivation:
1. Reinforcement theory proposes that people are motivated to repeat behaviors that are positively reinforced through rewards.
2. Needs theories such as Maslow's hierarchy of needs and ERG theory suggest people are motivated to fulfill various needs like physiological needs, safety needs, and growth needs.
3. Process theories like expectancy theory and goal setting theory propose motivation depends on expectations of rewards from efforts and having challenging but attainable goals with feedback.
The document provides an overview of key motivation concepts and theories to help understand what motivates human behavior.
This chapter discusses the topic of motivation and the science behind it. It differentiates motivation from the concepts of morale and performance. It examines key motivation theories and what they say about what drives human behavior. The chapter identifies important lessons for pharmacists from each theory. Throughout, it describes misconceptions relating to things that motivate us and others and how misconceptions can lead to unintended behavioral consequences.
This document discusses several theories of motivation:
- Maslow's hierarchy of needs identifies physiological, safety, social, esteem, and self-actualization needs that motivate human behavior.
- McGregor's Theory X and Theory Y describe assumptions about employee motivation and behavior in the workplace.
- Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that motivate employees and extrinsic job factors like pay that cause dissatisfaction.
- Other theories discussed include ERG theory, McClelland's needs theory, goal-setting theory, and equity theory.
This document provides an overview of motivation theories and concepts. It discusses:
- Intrinsic and extrinsic motivation
- Expectancy theory, which posits that effort leads to performance and performance leads to outcomes
- Need theories like Maslow's hierarchy of needs and ERG theory
- Equity theory and the importance of fair outcomes
- Goal-setting theory and specific, difficult goals
- Learning theories like operant conditioning and social learning theory
- The relationship between pay and motivation
It provides examples and explanations of key motivation concepts to understand employee motivation.
This document provides an overview of motivation theories and concepts. It defines motivation as the wants or needs that direct behavior toward a goal. It discusses intrinsic and extrinsic motivation, as well as primary and secondary motives. Several major motivation theories are outlined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, McClelland's needs theory, equity theory, goal setting theory, expectancy theory, and reinforcement theory. Key concepts from each theory are summarized.
This document defines motivation and discusses various theories and techniques related to motivation. It begins by defining motivation as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. It then discusses needs, drives, incentives and various factors that stimulate motivation. Several theories of motivation are outlined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. The document also discusses techniques for motivation, including using a needs-based approach, training to set realistic aspirations, participation, and audiovisuals. It concludes by discussing how to motivate different types of employees and outlining key behavioral skills related to motivation.
it includes meaning, nature, importance, theories of motivation, Maslow theory, Herzberg theory, MC Gregor Theory, types, process, tools and sound motivation system
The document discusses different theories of motivation. It defines motivation and explores the concepts of need, drive, incentive, and motive. It then covers several theories of motivation including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, belongingness, esteem, and self-actualization needs.
- Herzberg's two-factor theory which distinguishes between job satisfaction and dissatisfaction factors.
- Social learning theory which suggests behaviors can be learned through observation.
- Instinct theory which proposes behaviors are driven by innate biological instincts.
- Drive reduction theory which views motivation as a process of reducing biological needs.
- Incentive theory which states external stimuli regulate
This document discusses various theories of motivation. It defines motivation and outlines its key characteristics. It then classifies motivation theories into content theories, which examine what motivates people based on individual needs and goals, and process theories, which examine how motivation occurs. The document summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, Skinner's reinforcement theory, Vroom's expectancy theory, and Locke's goal-setting theory.
1. A. Where to Start
1. Kurt Lewin
a) 1890-1947
b) -father of social psychology
c) Came up with the idea of behavior of a person is a function of situation
and environmentinteraction B=f(SxE), orperson by situation interaction.
d) behavior is a function of a person and their environment
e) Either a person OR the environment may be more important in
particular situation.
f) EXAMPLE of who is more likely to cheat on a diet and eat a doughnut?
Homer Simpson or Fitness guru Jillian Michaels? What if the situation
changed?
a) WHICH ONE WILL EAT THE DOUGHNUT NOW?
B. Foundations of Motivation
1. Motivation Defined: what causes people to respond to conditions occurring
within and outside themselves?
2. THIS IS IN REGARDS TO
a) NEEDS
(1) Psychological
(2) Security/Safety
(3) Social
(4) Ego/Esteem
(5) SHOULD BE NOTED: ts possible to have a need and do nothing
about it (diet, etc).
(6) Pressing needs can cause a pattern of behavior.
b) MOTIVES
(1) motive DFINED: Inner states that energize, activate, and direct
behaviorof an individual as the individual strives to attain a goal or
acquire an incentive.
c) DRIVES
(1) Drive DEFINED- An adopted pattern of behavior that enables a
person to achieve a particular goal or incentive.
(2) NOTE: The stronger the DRIVE, the higher the arousal and/or
emotion.
(3) Arousal:
(a) Controlledby two partsof the brain:
(i) Thalamus: excitement, depression, pleasure, and
pain.
2. (ii) Rectal Formation: Increases or decreases the level
of arousal (stimulation).
(iii) These parts of the brain also control fight or flight
responses(CONSIDERthatmostcopspredominately
have fight responses).
(b) Arousalworks like the “inverted U”
theory. Performance increases with arousal. When arousal
becomes toohigh, performance starts decrease.
(c) Different tasksrequire different levels of arousal.
Examples:
(i) Intellectually demanding tasks my require lower
level of arousal to facilitate concentration.
(i) Stamina demandingtasksmayrequirehigherlevels
of arousal to increase motivation.
(d) Arousalwhen it comes tocops?
(i) Studies show that “thrill seeker” type people need
higher levels of arousal. Do cops fit into this
category?
(ii) Different people prefer different states of arousal.
Although thisarousalgivesinsightsinto motivation,
it has limitations.
d) GOALS & INCENTIVES
(1) DEFINED- What satisfies or affects behavior associated with drives
(2) EXAMPLE: When a hungry person achieves the GOAL or acquires
the INCENTIVEby eating feed. This would likely reduce or eliminate
the drive caused by hunger
(3) WORK PLACE MOTIVATION: Incentives and rewards encouraging
repetition of behavior.
C. MOTIVATION THEORIES: CONTENT (NEED) & PROCESS (COGNITIVE)
1. Need Theories (aka Content Theories): Only going to touch on Dual Factor
theory and X/Y Theory
a) Hierarchy of Needs
b) ERG Theory
c) Achievement Motivation
d) Dual-Factor Theory*
e) Theory X and Theory Y*
f) Cognitive Evaluation Theory
3. 2. Dual-Factor Theory
a) EXPLAINED: people are motivated towards what makes them feel good
and stay away from what makes them feel bad. This theory has been
studied and proven. DESCRIBES MOTIVATORS ANDHYGIEN FACTORS in a
work place.
b) MOTIVATORS- Are what cause the good feelings at work and arouse
good feelings in a work environment. EXAMPLES:
1. Acheivement
2. Recognition
3. The work itself
4. Responsibility
5. Advancement
6. Growth.
c) HYGIENE FACTORS- deal with the work environment and can arouse “bad“
feelings. These factors prevent work place illness. These include:
1. Policy and Administration
2. Supervision
3. Salary
4. Interpersonal relations
5. Working conditions
6. Status
7. Security
d) Motivators vs. Hygiene Factors
1. Absence of motivators will not cause dissatisfaction, assuming that
Hygienefactorsarepresentand adequate. However, there is not positon
motivation.
2. Job satisfaction and job dissatisfaction are NOT opposites.
e) “X” Theory and Theory “Y”- Creates by McGregor (1960)
1. X Theory isthe belief thatpeoplearenaturally lazy and unwilling to work
and must be bribed, frightened, or manipulated if they are to put in any
effort at all.
2. Theory “Y” is the optimistic contrast. It states work in natural as play.
Most people are able and willing to make constructive contributions to
organizations.
3. NOTES: X and Y assume that IF people are passive, lazy, avoidant, and
irresponsibleon thejob, it is becauseof theirexperiencesin organizations
4. and notgenerally becauseofsomeinherenthuman weakness.This theory
sparked the idea that a work place can affect people’s motivation.
f) COGNITIVE EVALUATION THEORY
1. Developed the relationship between intrinsic and extrinsic rewards
a) Intrinsic Rewards are psychological rewards/benefits (sense of
challenge, achievement, and success)
b) Extrinsic Rewardsare materialrewards/benefitslike pay, promotion,
fringe benefits, etc.
c) NOTE* Cognitive Evaluation theory suggests that if too much
extrinsic rewards are given in an intrinsically rewarding job (POLICE
WORK), the job will lose its intrinsic value for employees.
3. Process Theories (aka Cognitive Theories)
a) EXPLAINED:Acknowledgesindividualchoices, socialinfluences, and HOW
behavioris initiated and terminated.. Peoplearefully aware of their motives
and actions. GOALSETTING-
b) MAIN Theories:Goal-Setting, Expectancy, and Equity
1) GOAL SETTING: Behavioris influenced by consciousgoals
a) Goalscan beused for two purposesin organizations:1- They are
motivationaldevicesin a sensethatemployeeswork toward meeting
goals. 2- Goalscan be used asa controldevice:performanceismonitored
in relation to the goalssetfor individualsand departments.
b) KEYS TO GOAL SETTING:S.M.A.R.T. isthemostwell-known:Specific,
measurable, Attainable, Relevant, Timesensitive.
c) GOAL SETTING ACTIVITY
2) EXPECTANCYTHEORY:Peopleexpectto work hard in their jobsonly when
thebelieve thatby doing so will bettertheirperformance(expectancy),
thatgood performancewill be recognized and rewarded
(instrumentality), and thatrewardsaresomething they want (Valance).
a) NOTE:This theory assumesthatpeopleinternally calculatethe
probability oftheoutcomeoftheir work.
b) Intrinsicrewardsarethoughtto beheld in higherregard than
extrinsic rewardsbecauseextrinsicrewardsareintimately connected
with performance.
c) OVERALL, satisfaction comesfromboth intrinsicand extrinsic
rewards
5. d) Level of satisfaction isdetermined by howclosethe actualrewards
are to the perceived rewards(PRECEPTION OFTHE EMPLOYEE IS
IMPORTANT).
3) EQUITYTHEORY: Peoplearemotivated to gain whatthey think is fair for
their efforts. If peoplefeel they areputting too much effortin for the
return they receive, feelingsof INEQUITYarise.
a) This theory dealswith DistributiveJustice- Rewardsaredistributed
fairly and is similarto SocialExchangeTheory
4) SOCIAL EXCHANGE THOERY: Tries to explain when and why people
choose to continue relationships. The theory states that people
naturally try to maximize benefits and minimize costs.
a) INCLUDES perception of Organizational Support (POS), which
will be covered in this lesson.
5) DISTRUBUTIVE JUSTICE: The perceived fairness of how rewards and
treatment are distributed. EXAMPLE: a person’s PRECEPTION that
they are paid, rewarded, and treated the same as other people who
have similar jobs/responsibilities in an organization.
D. WHAT AFFECTS MOTIVATION.
1. JOB DESIGN: Relies heavily on motivation theories
a) Job Specialization- Started with scientific management, created by Frederick
W. Taylor, to makewaysfor peopleto beas efficient aspossible, i.e, assembly
lines.
b) Job Rotation - Attemptsto dealwith employeedissatisfaction fromthe
monotony ofspecialization. Thisletpeoplerotatepositionsinstead ofrelying on
specialization. Had disappointing results.
c) Job Enlargement –( aka horizontalloading)expand workerroles to increase
variety. Had disappointingresults.
6. d) Job Enrichment- (DualFactorand aka Verticalloading):Addsmorecontrol
over thejob. Thispromoted positivejob related experiences:senseof
achievement, responsibility, and recognition.
e) Job Characteristics Model- (JCM) Draws on needs and expectancy
theories and is built upon the job enrichment model with five
characteristics:
i) Characteristics: 1- Skill variety, 2- Task Identity, 3- Task
Significance, 4- Autonomy, 5- Feedback. These tasks are put into
a formula to come up with a motivating potential score (MPS)
ii) Whats needed for JCM to work: Growth, Known need to
strength (Job fit), Current job context (pay, job security,
supervision) EXAMPLES 1) Employee with need of growth
responds well to job enrichment. 2) Dissatisfied employee would
not respond to job enrichment
iii) Job Enrichment: Making jobs more motivating: A) Combining
tasks B) Forming Natural Work Units C) Establishing
RelationshipsD)Vertical Loading E) Opening Feedback Channels.
A. Combining Tasks: enlargetherange/typesoftasks of the
employeeto increase the variety of work and the variety
of the employee’s contributions.
B. Forming Natural Work Units: This is getting more bang
for yourbuck and enhances the significance of the job in
theemployeeseyesand will increase their contributions-
1) incorporatetheability foremployees to see their work
go from start to finish instead of fragmented parts of a
whole. 2) Incorporate steps.
C. Establish Relationships: Give the employee the
responsibility of making relationships/contacts with
people inside and outside the organization on matters
connected to work.. NOTE* This gives the employee
autonomy and more exposure to feedback
D. Vertical Loading: Give the employee responsibilities
normally associated with supervisors. EXAMPLES*
Briefing training, filling out rosters, Tac plans, etc.
E. Opening Feedback Channels: Give the employee greater
feedback on work performance. EXAMPLE* What has
been done well and what could be done better.
E. THE QUICK AND DIRTY WAY TO DIAGNOSE MOTIVATION: OCBS
7. 1. ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OCBs)
a) Defined- Employeebehaviorsthat, although notcriticalto the task orjob,
serve to facilitate organizationalfunctioning.
b) Definition Expanded-
i. Behaviorsthatgo beyond thebasicrequirementsofthejob
ii. Behaviorsthatarediscretionary by theemployee
iii. Behaviors, that forthe mostpart, benefittheorganization
iv. Presenceof thesebehaviors, orlack thereof, providecluesto employee
job satisfaction, employeemotivation, andproductivity.
c) OCB Examples(goesalong with hand out)-
i. Volunteered to takea ride-along orpre-hire
ii. Helped newer deputieslearn and getoriented
iii. Stayed lateto help a squad matewith paperwork/arrest
iv. Volunteered forextra assignments/duties
v. Talkspositively aboutemployerin frontof others
vi. Offers suggestionsto improvework and theorganization
vii. Takeswork home/comesin early/stayslatewithoutexpectation of pay or
overtime.
viii. Gave up meansorbreaksto completework
ix. Usesown resourcesto completework orto do the job better.
d) WhatOCBs can tell you:
i. Employeemotivation and OCB’sarecorrelated orgo togetherlikehigh
crime areasand high drug useareas.
ii. If you noticeOCB’staking place, youremployeesareengaged and
motivated which positively affects production.
iii. If there areno OCB’s, you knowemployeecommitment, motivation,
and production aredown.
e) How to foster OCBs?:Perceived OrganizationalSupport
i. Perceived OrganizationalSupportdefined:Thedegreeto which
employee’sbelievetheirorganization valuestheircontributionsand cares
abouttheirwell-being.
8. ii. If an employeefeels valued, they will reciprocate, which is a formof
influence, by performing OCB’s. Thiswill also increasemotivation,
performance, employeecommitment, and decreasesemployeesstress,
increasespositivefeelings and moods, and increasesjob satisfaction.
E. WRAP UP AND QUESTIONS