MOTIVATION

Definision
Motivation refers to the process by which a
persons efforts are energized, directed, and
sustained toward attaining a goal.4
This definition has three key elements: energy,
direction, and persistence
The energy element is a measure of intensity,
drive, and vigor.
High levels of effort dont necessarily lead to
favorable job performance unless the effort is
channeled in a direction that benefits the
organization
Finally, motivation includes a persistence
dimension in putting forth effort to achieve
those goals.



Maslows Hierarchy of needs theory
1. Physiological needs:
2. Safety needs
3. Social needs
4. Esteem needs
5. Self-actualization needs
McGregors Theory X and Theory Y
Theory X is a negative view of people that
assumes workers have little ambition, dislike
work, want to avoid responsibility, and need
to be closely controlled to work effectively.
Theory Y is a positive view that assumes
employees enjoy work, seek out and accept
responsibility, and exercise self-direction.
Herzbergs Two-Factor Theory
Three-Needs Theory
need for achievement (nAch), which is the
drive to succeed and excel in relation to a set
of standards; the
need for power (nPow), which is the need to
make others behave in a way that they would
not have behaved otherwise; and the
need for affiliation(nAff), which is the desire
for friendly and close interpersonal
relationships

Goal-Setting Theory
specific goals increase performance and that
difficult goals, when accepted, result in higher
performance than do easy goals.

Reinforcement Theory
behavior is a function of its consequences.
Those consequences that immediately follow a
behavior and increase the probability that the
behavior will be repeated are called reinforcers.
Designing Motivating Jobs
JOB Enrichment
JOB Enlargement
JOB CHARACTERISTICS MODEL.

Equity Theory
The theory that an employee compares his or
her jobs inputoutcomes ratio with that of
relevant others and then corrects any inequity
Expectancy Theory
an individual tends to act in a certain way based
on the expectation that the act will be followed
by a given outcome and on the attractiveness of
that outcome to the individual
Integrating Contemporary Theories of Motivation


Motivating in Tough Economic
Circumstances
Managers came to realize that in an uncertain
economy, they had to be creative in keeping
their employees efforts energized, directed,
and sustained toward achieving goals
Managing Cross-Cultural Motivational
Challenges
In todays global business environment,
managers cant automatically assume that
motivational programs that work in one
geographic location are going to work in
others
Motivating Unique Groups of Workers
Motivating employees has never been easy!
Employees come into organizations with
different needs, personalities, skills, abilities,
interests, and aptitudes.
Designing Appropriate Rewards
Programs