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Motivation: Content Approaches

Motivation: Content Approaches. What motivates us?. MASLOW HIERARCHY OF NEEDS. FULFILLMENT. ESTEEM. SOCIAL. SAFETY. PHYSICAL. HERZBERG. vs. MASLOW. Satisfaction. Satisfaction. FULFILLMENT. SATISFIERS. ESTEEM. 0. HYGIENE FACTORS. SOCIAL. SAFETY. PHYSICAL. Dis-

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Motivation: Content Approaches

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  1. Motivation: Content Approaches What motivates us?

  2. MASLOW HIERARCHY OF NEEDS FULFILLMENT ESTEEM SOCIAL SAFETY PHYSICAL

  3. HERZBERG vs. MASLOW Satisfaction Satisfaction FULFILLMENT SATISFIERS ESTEEM 0 HYGIENE FACTORS SOCIAL SAFETY PHYSICAL Dis- Satisfaction 0

  4. Motivation and Job Enrichment Hygiene Factors job surroundings Policies & practices supervision Motivators what people do • Work itself • achievement • advancement • opportunity for learning • challenge / growth • feedback of results • recognition • responsibility Working conditions benefits pay / salary security Interpersonal relationships

  5. Job Characteristics Model Core Job Dimensions Psychological States Skill Variety Task Identity Task Significance Autonomy Feedback Meaningful Work Responsibility for outcome Knowledge of results

  6. Work Outcomes Psychological States High Motivation High Quality Work High Satisfaction Low Absenteeism and Turnover Meaningful Work Responsibility for outcome Knowledge of results

  7. Job Module Design BOSS Job enrichment Job enlargement JOB after before

  8. Task Advancement BOSS JOB after before

  9. Alderfer’s ERG Theory Existence Growth Relatedness

  10. Need for Achievement (nAch) The Theory of Needs David McClelland Need for Power (nPow) Need for Affiliation (nAff)

  11. Intrinsic Motivators Extrinsic Motivators Cognitive Evaluation

  12. Specificity Challenge Feedback Participation Commitment Self-efficacy Characteristics Culture Goal-Setting Theory

  13. Reinforcement Theory Rewards Consequences Behavior No Rewards Punishment

  14. Motivation: Process Approaches How does motivation work?

  15. Equity Theory Pay, benefits, opportunities, etc. the same more or less OUTCOME INPUTS OUTCOME INPUTS < = > ? effort, ability, experience etc. A person evaluates fairness by comparing their ratio with others. IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  16. Equity Theory Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Under-Rewarded) = Equity > Inequity (Over-Rewarded) *Where A is the employee, and B is a relevant other or referent.

  17. Distributive Justice Procedural Justice Amount and Allocation of Rewards Perceived Fairness of the Distribution Process Research into Equity

  18. Expectancy Theory expectancy? instrumentality? Effort Performance valence? Motivation = E * I * V

  19. 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Expectancy Theory Individual Effort Individual Performance Organizational Rewards 1 2 3 Personal Goals

  20. Performance Dimensions Ability Performance Motivation Opportunity

  21. An Integrative Model of Motivation High nAch Equity Comparison OO IA IB Ability Opportunity Performance Appraisal Criteria Individual Effort Individual Performance Organization Rewards Personal Goals Reinforcement Performance Appraisal System Dominant Needs Goals Direct Behavior

  22. Motivation TheoriesAre Culture Bound Hierarchy of Needs Need for Achievement Equity Theory

  23. MBO: Cascading of Objectives Organizational Objectives The XYZ Company Divisional Objectives Consumer Products Industrial Products Departmental Objectives Production Sales Customer Service Marketing Research Development Individual Objectives

  24. Key Elements of MBO Goal Specificity Participation in Decision Making Explicit Time Period Performance Feedback

  25. Difficulty of Goals Specificity of Goals Feedback on Performance Participation in Goal Setting Linking MBO and Goal-Setting Theory

  26. Employee RecognitionPrograms Defining Recognition Recognition & Reinforcement Recognition Plans in Practice

  27. Participative Management Representative Participation Quality Circles Employee Stock Ownership Employee InvolvementPrograms

  28. Piece Rate Profit Sharing Variable Pay Plans Gainsharing Bonus Plans

  29. Skill-Based Pay Plans • Promotes Flexibility • Facilitates Communication • Satisfies Ambitious Workers Advantages • “Topping Out” • Obsolescence of Skills • Performance versus Skills Disadvantages

  30. Expectancy Theory Individual Needs Cost of Management Cost of Premiums Flexible Benefits Employees Choose From A Menu of Options

  31. Special Motivation Issues • Professionals • Contingent workers • Diversified workforce • Low-skilled service workers • Highly repetitive tasks

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