Motivation презентация

Motivation

Motivation Motivation is internal and external forces that drive an individual to perform certain actions.

Model of Motivation

Two Types of Rewards Intrinsic rewards--satisfactions a person receives in the process of performing a particular action. Extrinsic rewards--given by another person.

Foundations of Motivation Traditional Approach - Frederick Taylor’s work on scientific management Rewards are provided to employees for high performance Contemporary Motivation Theories Motivation Content Theories Motivation Process Theories Motivation Reinforcement Theories

Motivation Content Theories Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory

Abraham Maslow’s Hierarchy of Needs Theory

Maslow’s Hierarchy of Needs Theory According to Maslow’s theory, lower-level needs take priority – they must be satisfied before higher level needs are activated The needs are satisfied in sequence, physiological needs come before safety needs, and so on Once a need is satisfied it declines in importance and then higher level need is activated

ERG Theory

ERG Theory Managers must recognize that an employee has multiple needs hat must be satisfied simultaneously. According to the ERG theory, if you focus only on one need at a time , like in Maslow’s Hierarchy of Needs theory, this will not effectively motivate employees.

Acquired Needs Theory

Acquired Needs Theory Psychologist, who perform Thematic Appreciation Test (TAT), is invited The test represents a set of black and white pictures illustrating different types of emotionally powerful situations Employees are shown one picture at a time and asked to narrate a story based on the situation on the card Based on the employees’ stories, a specialist decides which of three groups of seekers the person belongs to Managers try to satisfy employees’ those needs

Two Factor Motivation Theory

Two Factor Motivation Theory

Motivation Process Theories Equity Theory Expectancy Theory

Motivation Process Theories 1 Equity Theory Developed by John Stacey Adams, a workplace and behavioral psychologist focuses on individuals’ perceptions of how fairly they are treated compared with others motivated to seek social equity in the rewards they expect for performance

Components of Equity Theory Inputs - employee contributions to the organization (education, effort, ability, etc.) Outcomes - rewards employees receive from the organization (pay, recognition, benefits, promotion) Referents – others with whom people compare themselves

Outcome/Input Ratios  

Motivation Process Theories 2 Expectancy Theory motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards based on the effort, performance, and desirability of outcomes

Implication for managers Motivation should come down to three things: Effort (E) – encouraging the belief that making more effort will improve performance Performance (P) – encouraging the belief that a high level of performance will bring a good reward Outcome (O) – making sure that the reward is attractive Effort (E) Performance (P) Outcome (O)

Motivation Reinforcement Theories

Reinforcement Perspective on Motivation

Application of the Reinforcement Theory

Job Design for Motivation Job in an organization is a unit of work that a single employee within the organization is responsible for performing Job design = is work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee frustration arising from repetitive and mechanistic tasks. Types: Job Simplification Job Rotation Job Enlargement (Job Enrichment)

Job Design for Motivation Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do Worker A Worker B Worker C

Job Rotation Job Rotation = job design technique in which employees are moved between two or more jobs in a planned manner Worker A Worker B Worker C

Job Enlargement Job Enlargement = job design technique in which the number of tasks associated with a job is increased and appropriate training is provided to add greater variety to activities, thus reducing monotony. Worker A

Job Design for Motivation Job Enrichment = job design technique that is a variation of job enlargement concept. Job Enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee It gives the employee additional authority, autonomy and control over the way the job is accomplished.

Home task Chapter 15, page 465, Case Study “Kimbel’s Department Store” Chapter 15, page 466, Case Study “Flight 001 Motivating Employees”