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Individual and Organizational Motivation

Individual and Organizational Motivation . Amit Joshi. Motivation. That Urge To Achieve David C. McClelland Motivation: A Diagnostic Approach David A. Nadler Edward E. Lawler III. That Urge To Achieve. Plant shutdown in Erie, Pennsylvania 450 workers laid off Most stayed home

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Individual and Organizational Motivation

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  1. Individual and Organizational Motivation Amit Joshi

  2. Motivation • That Urge To Achieve David C. McClelland • Motivation: A Diagnostic Approach David A. Nadler Edward E. Lawler III

  3. That Urge To Achieve Plant shutdown in Erie, Pennsylvania • 450 workers laid off • Most stayed home • Small minority of workers job-hunted

  4. That Urge To Achieve “Motive A” • A greater degree of human motivation • The belief that they can influence the outcome by performing the work themselves • Concrete feedback and results

  5. That Urge To Achieve The nACHPerson The nAFF Person The nPower Person

  6. That Urge To Achieve • Motivation and Half-Truths • nACH comparisons in Mexico

  7. Motivation: A Diagnostic Approach Existing Approach • Assumption 1: All employees are alike • Assumption 2: All situations are alike • Assumption 3: One best way

  8. Motivation: A Diagnostic Approach A New Approach • Assumption 1: Behavior is determined by a combination of forces in the individual and forces in the environment • Assumption 2: People make decisions about their own behavior in organizations

  9. Motivation: A Diagnostic Approach • Assumption 3: Different people have different types of needs, desires, and goals • Assumption 4: People make decisions among alternative plans of behavior based on their perceptions of the degree to which a given behavior will lead to desired outcomes

  10. Motivation: A Diagnostic Approach The Theory • Performance-Outcome Expectancy • Valence • Effort-Performance Expectancy

  11. Motivation: A Diagnostic Approach

  12. Motivation: A Diagnostic Approach Implications for Managers • Outcomes each employee values • What kinds of behavior you desire • Desired levels of performance are reachable • Link desired outcomes to desired performances

  13. Motivation: A Diagnostic Approach • Analyze the total situation for conflicting expectancies • Make sure changes in outcomes are large enough • Check the system for its equity

  14. Motivation: A Diagnostic Approach Implications for Organizations • 1. The design of pay and reward system • 2. The design of tasks, jobs, and roles • 3. The importance of group structures • 4. The supervisor’s role • 5. Measuring motivation • 6. Individualizing organizations

  15. Other Related Articles Furnham, A., Eracleous, A., & Premuzic, T. C. (2009). Personality, motivation and job satisfaction: Hertzberg meets the big five. Journal of Managerial Psychology, 24(8), 765. Grant, P. C. (1989). Employee motivation: The key to training. Getting Results ...for the Hands - on Manager, 34(6), 16.

  16. Other Related Articles Johnson, K. L. (1989). Motivating yourself - permanently. Manager's Magazine, 64(5), 24. Osteraker, M. C. (1999). Measuring motivation in a dynamic organization--a contingency approach. Strategic Change, 8(2), 103.

  17. The End Any Questions?

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