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Flight Management

Day 11. Flight Management. Motivating People. Learning Outcomes Define motivation Understand early theories of motivation Understand contemporary theories of motivation Current issues. What is motivation?.

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Flight Management

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  1. Day 11 Flight Management

  2. Motivating People Learning Outcomes • Define motivation • Understand early theories of motivation • Understand contemporary theories of motivation • Current issues

  3. What is motivation? A process by which a person’s effort are energised, directed and sustained toward attaining a goal. Key elements (1) Energy (2) Motivation (3) Persistence

  4. Early theories • Maslow’s hierarchy of needs • McGregor’s Theory X and Theory Y • Herzberg’s Two Factor Theory • McClelland’s three needs Theory

  5. Maslow’s Hierarchy of Needs Theory Five needs • Physiological needs – food, drink , shelter • Safety needs – security and protection from harm • Social needs – Affection, belongingness, acceptance, friendship • Esteem needs – status, recognition, attention • Self-actualisation needs – growth, self-fulfillment.

  6. McGregors’ Theory X and Theory Y Proposing two assumptions about human nature. Theory X – a negative view of people which assumes that workers have little ambition, dislike work, want to avoid responsibility and need to be closely controlled to work effectively.

  7. Theory Y – assumes a positive view of workers in which they enjoy work, seek out and accept responsibility and exercise self-direction.

  8. Herzberg’s Two-Factor Theory

  9. Traditional view of satisfaction • Satisfaction vs dissatisfaction • Herzberg’s View • Satisfaction vs Not Satisfaction • Dissatisfaction vs Not dissatisfaction

  10. McClelland’s Three Needs Theory Three acquired needs • Needs for achievement • Needs for power • Needs for affiliation

  11. Contemporary Theory • Goal Setting Theory • Setting specific goals will increase performance • Harder goals give higher performance than easier ones. • Goal-Performance relationship is influenced by – feedback, goal commitment, adequate self-efficacy and national culture

  12. Reinforcement Theory • Behaviour is a function of consequences. • Reinforcers – a tool to ensure the behaviour is repeated again.

  13. Job Design Theory • Job enlargement • Job Enrichment • Job Characteristic model • Skill variety • Task identity • Task significance • Autonomy • Feedback Action Combine tasks Form natural work units Establish client relationship Load vertically Open feedback channels

  14. Equity Theory • Concept of fairness (a relative term) • Reward to Job/Effort ratio

  15. Expectancy Theory • Suggested by Victor Vrooms • 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. Ind. Effort  Ind Performance  Org Rewards  Ind Goals

  16. Finally Integrating all these theories to motivate an employee to work effectively and efficiently.

  17. Current Issues • Cross-cultural challenges • Motivating unique groups of workers • Designing appropriate rewards programs

  18. Theory to practice • Recognise individual differences • Match people to jobs • Use goals • Ensure goals are attainable • Individual rewards • Link rewards to performance • Check system for equity • Show care and concern • Don’t ignore monetary rewards.

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