The document provides an overview of several popular management theorists and their theories of motivation. It discusses Clayton Alderfer's ERG Theory which involves three sets of needs - existence, relatedness, and growth. It also discusses Chris Argyris' views on how organizational practices can interfere with human development. Frederick Herzberg's two-factor theory is explained, distinguishing between motivators like achievement and hygiene factors like salary. Abraham Maslow's hierarchy of needs ranging from physiological to self-actualization is also summarized.
1) Motivation theories can be categorized as internal, process, or external based on their focus. Important theories include Maslow's hierarchy of needs, expectancy theory, and equity theory.
2) McGregor's Theory X and Theory Y made assumptions about employee motivation and management's role in arranging conditions to help employees achieve goals.
3) Herzberg's two-factor theory distinguished between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
4) Expectancy theory proposes that effort, performance, and rewards are linked by perceptions of how likely they are to occur.
Motivational theories and their application on students’Poonam_Jindal
This document discusses various motivational theories and their application to student motivation. It provides an overview of Abraham Maslow's hierarchy of needs theory, Douglas McGregor's Theory X and Theory Y, Frederick Herzberg's hygiene and motivational factors theory, Victor Vroom's valence expectancy theory, and equity theory. It explains how these theories can help faculty understand student motivation and the importance of motivation in the learning process. Faculty are encouraged to apply the theories to create an interactive learning environment that supports different student types and links coursework to students' goals and expectations.
The document discusses several theories of motivation. It describes Maslow's hierarchy of needs which posits that humans are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses Murray's theory of needs which categorized needs as primary/biological and secondary/psychological. Additionally, the document outlines Erikson's psychosocial theory of development and the eight stages of psychosocial development from infancy to adulthood.
This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs, which arranges human needs in a pyramid from basic physiological needs to self-actualization. It also covers Herzberg's two-factor theory, which distinguishes between hygiene factors that prevent dissatisfaction and motivators that encourage satisfaction. Douglas McGregor's Theory X sees workers as largely unmotivated while Theory Y sees them as self-directed. The document provides an overview of these classic motivation theories.
This document discusses several theories of motivation in organizational behavior:
1. Reinforcement theory examines how desirable behaviors can be systematically reinforced through rewards while undesirable behaviors are not reinforced or are punished.
2. Expectancy theory proposes that motivation depends on the perceived likelihood that an action will lead to an outcome and how valuable that outcome is.
3. Equity theory suggests employees are motivated to maintain fair and equitable relationships between their inputs and outcomes compared to others.
4. Goal setting theory indicates that conscious goals improve performance when they are specific, difficult but attainable, and accompanied by feedback.
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
The document outlines learning objectives and concepts from a chapter on motivation in organizational behavior. It discusses several theories of motivation, including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model. It provides summaries of each theory and highlights key concepts related to motivating employees.
1) Motivation theories can be categorized as internal, process, or external based on their focus. Important theories include Maslow's hierarchy of needs, expectancy theory, and equity theory.
2) McGregor's Theory X and Theory Y made assumptions about employee motivation and management's role in arranging conditions to help employees achieve goals.
3) Herzberg's two-factor theory distinguished between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
4) Expectancy theory proposes that effort, performance, and rewards are linked by perceptions of how likely they are to occur.
Motivational theories and their application on students’Poonam_Jindal
This document discusses various motivational theories and their application to student motivation. It provides an overview of Abraham Maslow's hierarchy of needs theory, Douglas McGregor's Theory X and Theory Y, Frederick Herzberg's hygiene and motivational factors theory, Victor Vroom's valence expectancy theory, and equity theory. It explains how these theories can help faculty understand student motivation and the importance of motivation in the learning process. Faculty are encouraged to apply the theories to create an interactive learning environment that supports different student types and links coursework to students' goals and expectations.
The document discusses several theories of motivation. It describes Maslow's hierarchy of needs which posits that humans are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. It also discusses Murray's theory of needs which categorized needs as primary/biological and secondary/psychological. Additionally, the document outlines Erikson's psychosocial theory of development and the eight stages of psychosocial development from infancy to adulthood.
This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs, which arranges human needs in a pyramid from basic physiological needs to self-actualization. It also covers Herzberg's two-factor theory, which distinguishes between hygiene factors that prevent dissatisfaction and motivators that encourage satisfaction. Douglas McGregor's Theory X sees workers as largely unmotivated while Theory Y sees them as self-directed. The document provides an overview of these classic motivation theories.
This document discusses several theories of motivation in organizational behavior:
1. Reinforcement theory examines how desirable behaviors can be systematically reinforced through rewards while undesirable behaviors are not reinforced or are punished.
2. Expectancy theory proposes that motivation depends on the perceived likelihood that an action will lead to an outcome and how valuable that outcome is.
3. Equity theory suggests employees are motivated to maintain fair and equitable relationships between their inputs and outcomes compared to others.
4. Goal setting theory indicates that conscious goals improve performance when they are specific, difficult but attainable, and accompanied by feedback.
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
The document outlines learning objectives and concepts from a chapter on motivation in organizational behavior. It discusses several theories of motivation, including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model. It provides summaries of each theory and highlights key concepts related to motivating employees.
It is about motivation and different theories. it highlights why extrinsic motivation will not work in the long run and the leaders have to find ways to inspire the team.
This document summarizes two motivation theories: Abraham Maslow's Hierarchy of Needs theory and William James and Carl Lange's Theory of Emotion. Maslow's theory proposes that human motivations are arranged in a pyramid with basic physiological and safety needs at the bottom and self-actualization at the top. James and Lange's theory suggests that emotions arise from physiological responses to external stimuli rather than the other way around. The document identifies Maslow and James/Lange as the originators of these theories and analyzes the major themes and evaluates the effectiveness of applying each theory to different behaviors.
The document summarizes Douglas McGregor's Theory X and Theory Y about human motivation in organizations. Theory X assumes that people dislike work and must be closely controlled, while Theory Y assumes that people can exercise self-direction to achieve goals. The document then discusses how Theory X leads to "hard management" styles using coercion, while Theory Y leads to "soft management" that assists employees. It also connects Theory Y to Maslow's hierarchy of needs and discusses how effective management styles under Theory Y include decentralization, delegation, and participative decision-making.
Organisation Behaviour - Early and Contemporary theories of motivationSundar B N
The document discusses various motivational theories including:
1. Maslow's hierarchy of needs which categorizes human needs into physiological, safety, social, esteem, and self-actualization needs that must be satisfied in order.
2. Herzberg's two-factor theory which distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivational factors like achievement and recognition that encourage satisfaction.
3. McGregor's Theory X and Theory Y which propose two views of employee motivation - Theory X assumes employees dislike work and need close supervision while Theory Y assumes employees can exercise self-direction and commitment to objectives.
This document summarizes several theories of motivation. It discusses need-based theories proposed by Maslow and ERG, as well as two-factor theory. Process-based theories explained include equity theory, expectancy theory, and reinforcement theory. Equity theory examines inputs, outcomes, and referents in motivation. Expectancy theory looks at expectations of performance leading to outcomes. Reinforcement theory states behavior is motivated by its consequences. The role of culture and ethics in motivation is also addressed.
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
The chapter discusses several need theories of motivation including:
1) Maslow's hierarchy of needs which arranges needs from basic physiological to self-actualization needs.
2) ERG theory which categorizes needs as existence, relatedness, and growth.
3) McClelland's achievement motivation theory which focuses on the needs for achievement, power, and affiliation.
4) Herzberg's motivator-hygiene theory distinguishes between motivators like achievement that improve satisfaction and hygiene factors like supervision that reduce dissatisfaction.
The chapter also addresses applying need theories across cultures and the ethical issues involved in directly motivating employee behavior.
Motivation refers to the processes that account for an individual's intensity, direction, and persistence of effort towards attaining a goal. It has three key elements: energy, direction, and persistence. Many theories aim to explain motivation, including Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, equity theory, expectancy theory, and goal-setting theory. These theories provide frameworks for understanding what motivates individuals and improving motivation.
This document discusses various theories of motivation in management. It covers both content and process theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and reinforcement theory. The key aspects of each theory are defined and differences between theories are explained. The aim is to understand the basic human factors that affect managing and what motivates individuals in an organizational context.
The document discusses several theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators and hygiene factors that influence job satisfaction and dissatisfaction.
- Alderfer's ERG theory compressed Maslow's hierarchy into three categories: existence, relatedness, and growth needs.
- Vroom's expectancy theory focuses on outcomes and individual factors that influence effort, performance, and motivation.
This document provides an overview of motivation theories including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs. It proposes that lower level needs must be satisfied before higher needs.
- McGregor's Theory X and Theory Y which describe assumptions managers have about employees - Theory X sees employees as lazy and Theory Y sees them as ambitious and self-motivated.
- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
The document discusses various theories of motivation in the workplace. It defines motivation and outlines motivational processes. Key theories covered include Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, McClelland's needs theory, Adams' equity theory, and expectancy theory. The document provides overviews of each theory's major constructs and how they can be applied to understanding work motivation.
The document discusses various theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be satisfied before higher needs; Herzberg's two-factor theory which separates motivators and hygiene factors; and McClelland's need for achievement, power, and affiliation. It also covers job design theories like job enlargement and enrichment to make jobs more interesting and motivating. Early motivation theories focused on what motivates while process theories examine the actual motivation process.
This document provides an overview of several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and Vroom's expectancy theory. Maslow's hierarchy proposes that people are motivated to fulfill basic needs like physical needs and safety before seeking higher level needs like esteem and self-actualization. Theory X and Theory Y describe differing assumptions about employee motivation, with Theory X assuming employees dislike work and Theory Y assuming employees can find work motivating. Expectancy theory suggests motivation is highest when employees expect high effort will lead to good performance and rewards. The theories can help explain what motivates public administrators by understanding how fulfilling different needs and expectations can increase employee productivity.
The document discusses various theories of motivation from management thinkers and psychologists. It covers content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include Expectancy Theory, Equity Theory, Reinforcement Theory, and Self-Efficacy Theory. It also mentions goal setting and its effects on employee performance. Various strategies for motivating employees drawn from management practices and thinkers are provided.
1. The document discusses several social psychologists and their theories related to human motivation and leadership, including Maslow, McGregor, Likert, and Argyris.
2. Maslow developed a hierarchy of human needs from basic physiological needs to higher needs of esteem and self-actualization. McGregor proposed Theory X and Theory Y about management assumptions regarding employee motivation and control.
3. Likert described four patterns of management from exploitative to participative. Argyris studied that classical organization models promoted employee "immaturity" while maturity involved greater independence, interests, and self-awareness.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
This document summarizes several classical and modern theories of management, including:
- Scientific Management by Frederick Taylor which emphasized separating planning from doing and standardizing work processes.
- Administrative Management by Henry Fayol which defined the managerial functions of planning, organizing, commanding, coordinating and controlling.
- Bureaucracy theory by Max Weber which described key aspects of bureaucratic organizations like division of labor, hierarchy, rules, and impersonality.
- Human Relations theory developed from the Hawthorne Studies which found that social and psychological factors strongly influence worker productivity.
The document discusses several theories of motivation in the workplace. It begins by outlining Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. It also summarizes Herzberg's two-factor theory that distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivators like achievement and recognition that encourage motivation. Later, it discusses process theories like Vroom's expectancy theory that motivation depends on expectations of rewards for performance. The document provides an overview of many theories of what drives human motivation and behavior at work.
It is about motivation and different theories. it highlights why extrinsic motivation will not work in the long run and the leaders have to find ways to inspire the team.
This document summarizes two motivation theories: Abraham Maslow's Hierarchy of Needs theory and William James and Carl Lange's Theory of Emotion. Maslow's theory proposes that human motivations are arranged in a pyramid with basic physiological and safety needs at the bottom and self-actualization at the top. James and Lange's theory suggests that emotions arise from physiological responses to external stimuli rather than the other way around. The document identifies Maslow and James/Lange as the originators of these theories and analyzes the major themes and evaluates the effectiveness of applying each theory to different behaviors.
The document summarizes Douglas McGregor's Theory X and Theory Y about human motivation in organizations. Theory X assumes that people dislike work and must be closely controlled, while Theory Y assumes that people can exercise self-direction to achieve goals. The document then discusses how Theory X leads to "hard management" styles using coercion, while Theory Y leads to "soft management" that assists employees. It also connects Theory Y to Maslow's hierarchy of needs and discusses how effective management styles under Theory Y include decentralization, delegation, and participative decision-making.
Organisation Behaviour - Early and Contemporary theories of motivationSundar B N
The document discusses various motivational theories including:
1. Maslow's hierarchy of needs which categorizes human needs into physiological, safety, social, esteem, and self-actualization needs that must be satisfied in order.
2. Herzberg's two-factor theory which distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivational factors like achievement and recognition that encourage satisfaction.
3. McGregor's Theory X and Theory Y which propose two views of employee motivation - Theory X assumes employees dislike work and need close supervision while Theory Y assumes employees can exercise self-direction and commitment to objectives.
This document summarizes several theories of motivation. It discusses need-based theories proposed by Maslow and ERG, as well as two-factor theory. Process-based theories explained include equity theory, expectancy theory, and reinforcement theory. Equity theory examines inputs, outcomes, and referents in motivation. Expectancy theory looks at expectations of performance leading to outcomes. Reinforcement theory states behavior is motivated by its consequences. The role of culture and ethics in motivation is also addressed.
Motivation is the process that energizes and directs behavior. Managers can motivate employees through rewards that satisfy needs and reinforce behaviors that help achieve organizational goals. Several theories describe factors that motivate individuals, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's learned needs for achievement, affiliation, and power. Effective motivation involves job enrichment, participation, health work environments, and realizing individual motives and abilities.
Maslow's hierarchy of needs theory states that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher level needs like love, esteem, and self-actualization. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like salary that prevent dissatisfaction. Equity theory proposes that people are motivated to maintain fairness in relationships based on comparing their inputs and outcomes to relevant others. Role clarity theory suggests that clearly defining expectations motivates better performance. Achievement motivation theory identifies the need for achievement, power, and affiliation as key drivers of behavior.
The chapter discusses several need theories of motivation including:
1) Maslow's hierarchy of needs which arranges needs from basic physiological to self-actualization needs.
2) ERG theory which categorizes needs as existence, relatedness, and growth.
3) McClelland's achievement motivation theory which focuses on the needs for achievement, power, and affiliation.
4) Herzberg's motivator-hygiene theory distinguishes between motivators like achievement that improve satisfaction and hygiene factors like supervision that reduce dissatisfaction.
The chapter also addresses applying need theories across cultures and the ethical issues involved in directly motivating employee behavior.
Motivation refers to the processes that account for an individual's intensity, direction, and persistence of effort towards attaining a goal. It has three key elements: energy, direction, and persistence. Many theories aim to explain motivation, including Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, equity theory, expectancy theory, and goal-setting theory. These theories provide frameworks for understanding what motivates individuals and improving motivation.
This document discusses various theories of motivation in management. It covers both content and process theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and reinforcement theory. The key aspects of each theory are defined and differences between theories are explained. The aim is to understand the basic human factors that affect managing and what motivates individuals in an organizational context.
The document discusses several theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators and hygiene factors that influence job satisfaction and dissatisfaction.
- Alderfer's ERG theory compressed Maslow's hierarchy into three categories: existence, relatedness, and growth needs.
- Vroom's expectancy theory focuses on outcomes and individual factors that influence effort, performance, and motivation.
This document provides an overview of motivation theories including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs. It proposes that lower level needs must be satisfied before higher needs.
- McGregor's Theory X and Theory Y which describe assumptions managers have about employees - Theory X sees employees as lazy and Theory Y sees them as ambitious and self-motivated.
- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
The document discusses various theories of motivation in the workplace. It defines motivation and outlines motivational processes. Key theories covered include Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, McClelland's needs theory, Adams' equity theory, and expectancy theory. The document provides overviews of each theory's major constructs and how they can be applied to understanding work motivation.
The document discusses various theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be satisfied before higher needs; Herzberg's two-factor theory which separates motivators and hygiene factors; and McClelland's need for achievement, power, and affiliation. It also covers job design theories like job enlargement and enrichment to make jobs more interesting and motivating. Early motivation theories focused on what motivates while process theories examine the actual motivation process.
This document provides an overview of several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and Vroom's expectancy theory. Maslow's hierarchy proposes that people are motivated to fulfill basic needs like physical needs and safety before seeking higher level needs like esteem and self-actualization. Theory X and Theory Y describe differing assumptions about employee motivation, with Theory X assuming employees dislike work and Theory Y assuming employees can find work motivating. Expectancy theory suggests motivation is highest when employees expect high effort will lead to good performance and rewards. The theories can help explain what motivates public administrators by understanding how fulfilling different needs and expectations can increase employee productivity.
The document discusses various theories of motivation from management thinkers and psychologists. It covers content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include Expectancy Theory, Equity Theory, Reinforcement Theory, and Self-Efficacy Theory. It also mentions goal setting and its effects on employee performance. Various strategies for motivating employees drawn from management practices and thinkers are provided.
1. The document discusses several social psychologists and their theories related to human motivation and leadership, including Maslow, McGregor, Likert, and Argyris.
2. Maslow developed a hierarchy of human needs from basic physiological needs to higher needs of esteem and self-actualization. McGregor proposed Theory X and Theory Y about management assumptions regarding employee motivation and control.
3. Likert described four patterns of management from exploitative to participative. Argyris studied that classical organization models promoted employee "immaturity" while maturity involved greater independence, interests, and self-awareness.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
This document summarizes several classical and modern theories of management, including:
- Scientific Management by Frederick Taylor which emphasized separating planning from doing and standardizing work processes.
- Administrative Management by Henry Fayol which defined the managerial functions of planning, organizing, commanding, coordinating and controlling.
- Bureaucracy theory by Max Weber which described key aspects of bureaucratic organizations like division of labor, hierarchy, rules, and impersonality.
- Human Relations theory developed from the Hawthorne Studies which found that social and psychological factors strongly influence worker productivity.
The document discusses several theories of motivation in the workplace. It begins by outlining Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. It also summarizes Herzberg's two-factor theory that distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivators like achievement and recognition that encourage motivation. Later, it discusses process theories like Vroom's expectancy theory that motivation depends on expectations of rewards for performance. The document provides an overview of many theories of what drives human motivation and behavior at work.
This document provides an overview of organizational behavior. It defines organizational behavior as relating to the process of conducting managerial work. Studying organizational behavior provides benefits such as skill development, personal growth through understanding human behavior, enhancing organizational and individual effectiveness, and sharpening common sense. The document then summarizes several important approaches in organizational behavior history, including classical management, the Hawthorne studies, the human relations movement, contingency approach, and positive organizational behavior. It outlines three levels of analyzing organizational behavior: individual, group, and organizational levels. Key topics in each level are also listed. [/SUMMARY]
The document discusses several theories of motivation. It defines motivation as the process of arousing and sustaining interest in an activity to achieve a goal. It also discusses the difference between needs and wants. Several motivation theories are covered, including Maslow's hierarchy of needs theory, ERG theory, Herzberg's two-factor theory, McClelland's need achievement theory, and Weiner's attribution theory. The implications of motivation theories for management organizations are also discussed.
This document provides an overview of key concepts in human relations and organizational behavior. Some of the main points covered include:
- The Hawthorne Studies which found that social and psychological factors significantly impact worker productivity. Proper communication and involvement in decision-making can improve employee motivation and performance.
- Maslow's Hierarchy of Needs which proposes that lower level physiological and safety needs must be met before higher level social, esteem, and self-actualization needs can motivate behavior.
- McGregor's Theory X and Theory Y which describe differing assumptions about human motivation and the appropriate management styles. Theory Y assumes employees are self-motivated and prefer greater responsibility.
- Additional topics discussed include
1. The document discusses several theories of motivation including Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y.
2. Maslow's theory proposes that people are motivated by a hierarchy of five needs: physiological, safety, love, esteem, and self-actualization.
3. Herzberg's two-factor theory distinguishes between motivators like achievement and recognition that improve job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction if adequate but do not motivate.
4. McGregor's Theory X assumes employees dislike work and must be closely controlled, while Theory Y assumes employees can exercise self
This document provides an overview of several motivation theories:
- Maslow's hierarchy of needs theory describes human needs in a pyramid structure from basic physiological needs to self-actualization.
- McGregor's Theory X and Theory Y propose that managers have assumptions about human motivation that influence their management style, with Theory Y being more participative.
- McClelland's theory identifies three types of needs that motivate - need for power, affiliation, and achievement.
- Herzberg's motivation-hygiene theory distinguishes between intrinsic motivators like achievement and extrinsic hygiene factors like salary that prevent dissatisfaction.
- Other theories discussed include Alderfer's ERG theory modifying Maslow's needs
This document summarizes key concepts in human relations and organizational behavior. It discusses how human relations aim to help people work effectively together through good communication and relationships. It covers the Hawthorne Studies from the 1920s-30s that showed social and psychological factors strongly influence productivity. Abraham Maslow's hierarchy of needs is explained, showing how lower needs must be met before higher needs motivate. McGregor's Theory X and Theory Y are introduced, contrasting authoritarian vs. participative management assumptions.
This document summarizes several theories of motivation. It discusses Maslow's hierarchy of needs which posits that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. It also covers Herzberg's two-factor theory distinguishing between motivators and hygiene factors. Additionally, it outlines McGregor's Theory X and Theory Y about managerial assumptions regarding human motivation. The document concludes by differentiating between types of motivation like achievement, affiliation, competence and power motivation.
The document discusses various theories and concepts related to motivation and leadership. It begins by defining motivation and discussing need-based theories of motivation like Maslow's hierarchy of needs and Herzberg's two-factor theory. It then covers process theories like expectancy theory and goal setting theory. Leadership styles like autocratic, bureaucratic, and democratic are summarized. The key elements, functions, and characteristics of leadership are also highlighted in less than 3 sentences.
Human relations and interpersonal skills are important for organizations to achieve their objectives through effective teamwork and satisfying both organizational and personal needs. The development of human relations and organizational behavior has progressed from a focus on improving poor working conditions during the Industrial Revolution to extensive research studies from various disciplines that help explain and improve human behavior in organizations. Key studies including the Hawthorne Experiments, McGregor's Theory X and Theory Y, and Ouchi's Theory Z provided frameworks to better understand employee motivation and organizational performance.
Human Resource Management - Prepared during the first semester of M.com in 2019 - referring texts from the library - Marian College Kuttikkanam (Autonomous).
This document summarizes various theories and concepts related to directing and motivating employees in an organizational context. It discusses directing as the process of leading and motivating human resources to achieve organizational goals. It also covers leadership styles, balancing work and interpersonal relationships, and different levels of management. Key motivation theories summarized include Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's Theory X and Theory Y assumptions about human motivation. The document also discusses concepts like maturity in the workplace, structuring work for human well-being, and the Hawthorne studies on the impact of social and work environment factors.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.In this course, students will learn about the key principles of software project management, including planning, scheduling, and resource management. They will also explore the various methodologies and tools used in the industry, and how to apply them to real-world projects. By the end of the course, students will have a solid understanding of the software project management process and be better equipped to lead successful projects in their future careers.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.In this course, students will learn about the key principles of software project management, including planning, scheduling, and resource management. They will also explore the various methodologies and tools used in the industry, and how to apply them to real-world projects. By the end of the course, students will have a solid understanding of the software project management process and be better equipped to lead successful projects in their future careers.In addition, students will also gain practical experience by working on a software project from start to finish, applying the knowledge and skills they have learned throughout the course. They will have the opportunity to work in teams, communicate effectively, and make critical decisions to ensure the success of their project. Overall, this course will provide students with the necessary foundation to excel in the field of software project management and make valuable contributions to the industry.
This presentation is a brief description about software project management course. It gives more insight about the process, It will help students to read and understand the process and needs of software project management for a project of a given company.
This presentation is a brief description about software project management course.
Organizational behavior is the study of human behavior in the workplace. It examines how individuals, groups, and structures affect behavior within organizations and how organizations manage their environment. Key topics include individual and group dynamics, organizational culture, leadership, and managing change. Research methods include case studies, experiments, field experiments, and meta-analyses. The goals of OB are to explain, predict, and control behavior to enhance individual and organizational effectiveness.
Directing is the final step in the management process where managers influence subordinates to carry out plans. It has several key elements including motivation, leadership, and communication. Motivation theories explore what drives human behavior and can be used by managers to improve performance. Job satisfaction and design also impact motivation by fulfilling employee needs and making work more engaging. Leadership styles like democratic and situational leadership share responsibility while autocratic leadership retains central control.
This document discusses various theories and concepts related to directing and motivation in management. It begins by defining directing as instructing, guiding, and inspiring human factors to achieve organizational objectives. It then discusses the nature, scope, and elements of directing including leadership, motivation, and communication. The document also covers motivation theories like Maslow's hierarchy of needs, Herzberg's hygiene approach, McGregor's Theory X and Y, and Ouchi's Theory Z. It discusses motivational concepts like intrinsic and extrinsic motivation as well as motivational processes and theories including carrot and stick approaches.
HUman Relation Theory @ X Theory, Y Theory, Mayo Theorykumar alok
Human Relation Theory
Theory X & Theory Y
Mayo Theory
Maslow's need of motivation.
The detailed content for the Human Relation Theory --https://brakfoundation.blogspot.com/2020/12/human-relation-theory.html
Here are a few key points on the role of money in motivating Indian employees:
- For most Indian employees, basic financial security and needs are important motivating factors given the country's developing economy. Meeting basic needs like paying bills, supporting a family, saving for the future etc. are priorities. So money does play an important role in motivation.
- However, money alone may not be a long-term sustaining motivator. While pay is important, Indian employees also want meaningful work, growth opportunities, recognition from managers/leaders, an engaging workplace culture etc. Non-monetary factors become increasingly important over time.
- In jobs that are more mundane or repetitive, money could be a stronger motivator
Similar to Theories of motivation_and_learning (20)
2. AAllddeerrffeerr’’ss EERRGG TThheeoorryy
Clayton P Alderfer proposed a
hierarchy involving three sets of needs:
• Existence: needs satisfied by such
factors as food, air, water, pay, and
working conditions.
• Relatedness: needs satisfied by
meaningful social and interpersonal
relationships.
• Growth: needs satisfied by an
individual making creative or productive
contributions.
• Tested by Thematic Apperception Test
ERG Theory
4. CChhrriiss AArrggyyrriiss ((11992233 -
• Influenced by the humanist
approach of Abraham Maslow
and the socio-technical process
of E. Wight Bakke.
• Indicated his feelings about how
organizations neglected human
needs.
• If treated like a child one will
behave like a child – result is
organizational mediocrity
Chris Argyris
Maturity – Immaturity Continuum
5. Chris Argyris –
Personality vs. Organization
• Certain organizational practices, such as the division
of labor, interfere with the development of healthy
human personalities.
• These practices promote immature, not mature
behavior.
• In an attempt to self-actualize, individuals run into the
obstacles posed by formal organizations.
• The result is defensive behaviors, with management
reacting by becoming more autocratic or by turning to
sugar-coated human relations.
7. AAllbbeerrtt BBaanndduurraa
Albert Bandura proposed a social cognitive
theory (social learning theory; self-efficacy
theory) which refers to an individual’s belief
that they are capable of performing a task.
Four ways self efficacy can be increased:
1. Enactive mastery – if you’ve performed task
in the past, you can do it again
2. Vicarious modeling – you become more
confident because you see someone else
do the task
3. Verbal persuasion – you become more
confident because someone convinces you
that you have the skills necessary to perform
task
4. Arousal – if you get “psyched up” then you
perform better
Social Learning
Self-efficacy
Social Cognitive
8. AAbbrraahhaamm MMaassllooww
Maslow defined human needs as:
Physiological: the need for food, drink,
shelter, and relief from pain.
Safety and security: the need for
freedom from threat; the security from
threatening events or surroundings.
Belongingness, social, and love: the
need for friendship, affiliation,
interaction, and love.
Esteem: the need for self-esteem and
for respect from others.
Self-actualization: the need to fulfill
oneself by maximizing the use of
abilities, skills, and potential
Hierarchy of Needs
9. MMaassllooww’’ss NNeeeedd HHiieerraarrcchhyy
• Maslow’s theory assumes that a person attempts to
satisfy the more basic needs before directing
behavior toward satisfying upper-level needs.
• Lower-order needs must be satisfied before a higher-order
need begins to control a person’s behavior.
• A satisfied need ceases to motivate.
11. DDaavviidd MMccCClleellllaanndd
Proposed Theory of Needs:
Need for Achievement (nAch) – drive
to excel, to achieve in relation to a set of
standards
Need for Affiliation (nAff) – the desire
for friendly and close interpersonal
relationships
Need for Power (nPow) – need to make
others behave in a way in which they
would not have behaved otherwise (to
have power over them)
nAch
nPow
nAff
13. Douglas MMccGGrreeggoorr ((11990066--11996644))
• Taught psychology at MIT.
• At Antioch College, McGregor
found that his classroom
teaching of human relations
did not always work in
practice.
• From these experiences, his
ideas evolve and lead him to
recognize the influence of
assumptions we make about
people and our managerial
style. Douglas McGregor
14. TThheeoorryy XX
• Management is responsible for organizing the elements of
productive enterprise – money, materials, equipment, people –
in the interest of economic ends.
• With respect to people, this is a process of directing their
efforts, motivating them, controlling their actions, modifying
their behavior to fit the needs of the organization.
• Without this active intervention by management, people would
be passive – even resistant – to organizational needs. They
must, therefore, be persuaded, rewarded, punished,
controlled – their activities must be directed. This is
management’s task -- in managing subordinate managers or
workers. We often sum it up by saying that management
consists of getting things done through other people.
15. TThheeoorryy XX
• Behind this conventional theory there are several
additional beliefs – less explicit, but widespread:
– The average man is by nature indolent – he works as
little as possible.
– He lacks ambition, dislikes responsibility, prefers to be
led.
– He is inherently self-centered, indifferent to
organizational needs.
– He is by nature resistant to change.
– He is gullible, not very bright – the ready dupe of the
charlatan and the demagogue.
16. TThheeoorryy YY
• Management is responsible for organizing the elements of
productive enterprise – money, materials, equipment, people –
in the interest of economic ends.
• People are not by nature passive or resistant to organizational
needs. They have become so as a result of experience in
organizations.
• The motivation, the potential for development, the capacity
for assuming responsibility, the readiness to direct
behavior toward organizational goals are all present in
people. Management does not put them there. It is a
responsibility of management to make it possible for people to
recognize and develop these human characteristics for
themselves.
• The essential task of management is to arrange organizational
conditions and methods of operation so that people can
achieve their own goals best by directing their own efforts
toward organizational objectives.
17. TThheeoorryy XX TThheeoorryy YY
• Work is inherently distasteful
to most people.
• Most people are not
ambitious, have little desire
for responsibility, and prefer
to be directed.
• Most people have little
capacity for creativity in
solving organizational
problems.
• Motivation occurs only at the
physiological and safety
levels.
• Most people must be closely
controlled and often coerced
to achieve organizational
objectives.
• Work is as natural as play, if
the conditions are favorable.
• Self-control is often
indispensable in achieving
organizational goals.
• The capacity for creativity in
solving organizational
problems is widely distributed
in the population.
• Motivation occurs at the
social, esteem, and self-actualization
levels, as well as
physiological and security
levels.
• People can be self-directed
and creative at work if properly
motivated.
18. FFrreeddeerriicckk HHeerrzzbbeerrgg
((11992233--22000000))
• His research emphasized job
enrichment (depth) rather than job
enlargement
– Job context (hygiene factors) –
needed to be optimal to prevent
job dissatisfaction. These factors
(according to Herzberg) did not
motivate.
– Job content (motivators) – factors
that did lead to motivation
– Money (according to Herzberg)
could motivate if it was seen as a
reward for accomplishment; but if
money was given without regard
for merit, then it was a hygiene
factor.
Frederick Herzberg
19. MMoottiivvaattiioonn aanndd HHyyggiieennee FFaaccttoorrss
Policies and Administration
Supervision
Working Conditions
Interpersonal Relations
Money, Status, Security
Achievement
Recognition for
Accomplishment
Challenging Work
Increased Responsibility
Growth and Development
HYGIENE FACTORS
ENVIRONMENT
MOTIVATORS
WHAT THEY DO
23. Motivation aanndd HHyyggiieennee FFaaccttoorrss
THE JOB SURROUNDINGS
AND THE
HYGIENE FACTORS
WORKING
CONDITIONS
RESPONSIBILITY ACHIEVEMENT
THE JOB ITSELF
AND THE
MOTIVATOR
FACTORS
WORK ITSELF RECOGNITION
GROWTH
ADVANCEMENT
SUPERVISION
BENEFITS
INTER-PERSONAL
RELATION-SHIPS
SECURITY
SALARY
COMPANY
POLICY AND
ADMINIS-TRATION
STATUS
25. WWoorrkk DDeessiiggnn
• Richard Hackman, Edward
Lawler, and Greg Oldham’s
work extended Herzberg’s
notions by adding a situational
(it depends…) dimension
– Key job characteristics
– Depending on an individual’s
“growth-need strength,” these
characteristics could be amplified
to make the job more meaningful.
26. JJoobb CChhaarraacctteerriissttiiccss MMooddeell
Outcomes
(Personal and Work)
Critical
Psychological
State
Meaningfulness
of Work
Responsibility
for Outcomes
Knowledge of
Results of Work
Core Job
Characteristics
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
About Job
High Internal Work
Motivation
High Quality Work
Performance
High Satisfaction
with Work
Low Absenteeism
and Turnover
Employee
Growth Need
27. Motivation: EExxppeeccttaannccyy TThheeoorryy
VViiccttoorr VVrroooomm
• The expectancy theory
of Victor Vroom helps
explain the choosing
process among
individuals in terms of
the value (valence) of
the reward and the
expectancy of receiving
the reward.
Victor Vroom
30. EExxppeeccttaannccyy TThheeoorryy
((LLyymmaann WW.. PPoorrtteerr –– EEddwwaarrdd EE.. LLaawwlleerr IIIIII))
Performance
6
(Accomplishments)
Value of
Reward
1
Effort
3
Abilities
And
Traits
Role
4
5
Perceptions
Intrinsic
Rewards
7A
Extrinsic
Rewards
7B
9
Satisfaction
Perceived
Equitable
Rewards
8
Revised Diagram of the Theoretical Model
SOURCE: Managerial Attitudes and Performance, 1968, Richard D. Irwin Inc.
2
Perceived
Effect-Reward
Probability
31. PPrriinncciipplleess ooff EExxppeeccttaannccyy TThheeoorryy
• V1 = S(V2 x I)
– The valence associated with various first-level outcomes is a
sum of the multiplication of the valences (V2) attached to all
second-level outcomes with their respective instrumentalities
(I)
• M = f(V1 x E)
– Motivation is a multiplicative function of the valence for each
first-level outcome (V1) and the perceived expectancy (E) that
a given behavior will be followed by a particular first-level
outcome
• P = f(M x A)
– Performance is considered to be a multiplicative function of
motivation (the force) and ability
32. Process TThheeoorriieess ooff MMoottiivvaattiioonn::
EExxppeeccttaannccyy TThheeoorryy ((ccoonnttiinnuueedd))
Management practices:
• Managers need to focus on employee
expectations for success.
• Managers must actively determine which
second-level outcomes are important to
employees.
• Managers should link desired second-level
outcomes to the organization’s performance
goals.
33. Expectancy Theory Example
Valences of second-level
outcomes
(in parentheses)
Day off (6)
Recognition/compliment
from boss (3)
Mention of performance
in personnel record (1)
Day off (6)
Recognition/compliment
from boss (3)
Mention of performance
in personnel record (1)
Day off (6)
Recognition/compliment
from boss (3)
Mention of performance
in personnel record (1)
0.6
1.0
0.3
0.2
0.7
-0.1
0.0
0.2
-0.4
Finishing budget
on time (6.9)
Finishing budget
on required day
but after deadline
(3.2)
Finishing budget
on day after
deadline (.20)
0.4
0.7
1.0
2.76
2.24
.20
Motivation
Instrumentalities (how
much performance
outcome and second-level
outcome are associated
Performance
outcome
(valences x
instrumentalities)
Expectancy
(probability of
performance given
effort)
34. EEqquuiittyy TThheeoorryy
• Equity theory is not a
new one but focuses on
how individuals
perceive their reward or
pay compared to what
others are receiving.
• Issues of social justice
and distributive justice
are involved in the
theories of Stacy
Adams and Elliot
Jaques. Elliot Jacques
35. Process TThheeoorriieess ooff MMoottiivvaattiioonn::
EEqquuiittyy TThheeoorryy
• Employees compare their efforts and rewards
with those of others in similar work situations.
• Individuals, who work in exchange for rewards
from the organization, are motivated by a desire
to be equitably treated at work.
• Equity exists when employees perceive that the
ratios of their inputs (efforts) to their outcomes
(rewards) are equivalent to the ratios of other
similar employees.
• Inequity exists when these ratios are not
equivalent.
36. The Equity Theory of Motivation
Compares
his/her
input/outcome
ratio to
reference
person’s (RP)
inputs (I) and
outcomes (O)
aanndd ppeerrcceeiivveess
OP ORP
= equity
IP
IRP
inequity
OP ORP
IP
IRP
inequity
OP ORP
IP
IRP
or
or
IIPP:: IInnppuuttss ooff tthhee ppeerrssoonn
OOPP:: OOuuttccoommeess ooff tthhee ppeerrssoonn
IIRRPP:: IInnppuuttss ooff rreeffeerreennccee
ppeerrssoonn
OORRPP:: OOuuttccoommeess ooff rreeffeerreennccee
ppeerrssoonn
A person (P)
with certain
inputs (I) and
receiving
certain
outcomes (O)
37. MMaannaaggiinngg AAccrroossss CCuullttuurreess
• Geert Hofstede (1928 - )
describes cultural differences in
different countries.
– Individualism vs. collectivism
(group orientation);
– Power Distance: The level of
preference for equality or
inequality within groups:
– Uncertainty avoidance: The
preference for risk vs. structure.
– Masculinity (assertiveness) vs.
femininity (tender values).
– Long term vs. Short term
orientation.
Geert Hofstede
Courtesy of Prof. Hofstede
38. LLaasstt TThhoouugghhttss …………
ffrroomm PPeetteerr DDrruucckkeerr
“I would hope that American managers—indeed,
managers worldwide—continue to appreciate what I
have been saying almost since day one: that
management is so much more than exercising rank
and privilege; it’s so much more than ‘making deals.’
Management affects people and their lives, both in
business and in many other aspects as well. The
practice of management deservers our utmost
attention; it deserves to be studied”