1. DEFINITION 2. MOTIVATION PROàESS 3. EARLY VIEWS OF MOTIVATION 4. àONTEMPORARY T EORIES OF MOTIVATION - ierarchy of needs - Theory X and theory Y - Life cycle theory or Situational approach - Two factors theory
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1. Explain the concepts of motivation and its
significance in the managerial process.
2. Understand and apply contemporary
theories of motivation.
The willingness to put forth effort in pursuit of organizational
goals. ( R Wayne Mondy, Management, 4th edition) - tangible ² higher pay, bonus and benefits - Intangible ² reputation, respect, recognition or achievement. àoncerned with why people act or do or why they refrain from doing things they do not want to do. m
Efforts are forces to perform- Individual, manager, employees. People need organization to achieve goals and organization needs people to achieve its goals. This lead to effective and efficient organization. Good motivation practices will help leaders and managers: 1. Be sensitive to the differences in needs and values. Increase your employees expectations that their efforts lead to effective performance. 2. Increase your employee expectation that their efforts will lead to effective performance. 3. Encourage your subordinates to set performance goals that are specific, challenging and attainable.
m There are three early views of motivation. They are :- 1. The traditional model, associated with Frederick W. Taylor and Scientific Management. 2. The uman Relation Model, which related to Elton Mayo and awthorne studies. 3. The uman Resources Model, Associated with Doughlas Mc Gregor·s Theory X and Theory Y. m
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a) Need theory or àontent theory
b) Process theory c) Reinforcement theory
People need or require to live fulfilling lives,
particularly with regard to work. A person will be motivated when she or he has not yet attained satisfaction with their life. Need vary among individuals. This is because people are different in nature. ( ierarchy of needs)
Process where individuals give meaning to
rewards that will allow them to influence their behavior or process theory explain how individuals are motivated or the steps that occur when individuals are motivated. ( erzberg two factors theory/ hygiene theory) m
Describes how people learn patterns of behavior
based on environmental reinforcements. This means behavior with positive consequences tends to be repeated, vise versa.( Theory X and Y.)
These need are our basic needs.
These are for our survival. E.g food, water, and shelter from environment
Deals with our physical and psychological
safety from external threats. Examples are job security, freedom from coercion and a need for clearly defined regulations.
Need for companionship, or need
for personal ´ belongingnessµ. E.g are love, need to love somebody as well as the need for social interaction.
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These need are our basic needs.
These are for our survival. E.g foIt is also known as growth need. It is a need for self-esteem and self growth. E.g are respect from others, opportunities for advancement, recognition, achievement as well as prestige and status.od, water, and shelter from environment
It comprises needs for the
development of one·s full potential or the realization of one·s own potential.
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Introduced by Frederick erzberg by
studying the job attitudes of 200 engineers and accountants . From the study, it was concluded that individuals· work satisfaction and dissatisfaction arise from two different sets of factors. The factors are:
Also known as dissatisfier factor. It
associated with the work setting of an individual. Often called as job content. It causes feeling of job dissatisfaction.
Also known as motivating factor. It
associated with job context, Satisfier factor is related to the job content of individuals. Satisfier causes feelings of satisfaction.
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This theory was developed by douglas
mc gregor. This theory describes the views or Perception of managers with regard to their employees. m
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V 1. Inherently disliking work V 2. Avoiding work whenever possible V 3. Lacking in ambition V 4. Irresponsible V 5. Resistant to change V 6. Feeling that work is of secondary importance V 7. Preferring to be led than lead. V 8. aving to be pushed by managers to work.
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V 1. Willing to work; work is as natural as play or rest. V 2. Willing to accept responsibility, since work brings satisfaction. V 3. àapable of directing themselves ( self direction) V 4. àapable of self ²control V 5. Frequently using imagination, ingenuity and creativity in accomplishing tasks. m m m
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