Section 5 Motivation at Work Nelson Quick .


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Part 5 Inspiration at Work Nelson and Snappy. Meaning of Inspiration. Inspiration - the procedure of exciting and supporting objective coordinated conduct generally stable arrangement of attributes that impacts an individual's conduct. Inner necessities Variables inside of the individual
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Part 5 Motivation at Work Nelson & Quick

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Definition of Motivation - the way toward stimulating and managing objective coordinated conduct generally stable arrangement of qualities that impacts an individual\'s conduct

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Internal needs Variables inside the individual Enlightened self-intrigue Individual interests & benefits Protestant hard working attitude Hierarchy of necessities Cultural contrasts influence inspiration What Motivates People at Work?

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What Motivates People at Work? Outside Incentives Vary by the individual Self-intrigue Economic increase Social Interpersonal

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Early Motivation Theories Psychological hypotheses stressed inner needs; disregarded individual differing qualities Economic speculations accentuated extraneous motivators; innovation was a drive multiplier Process hypothesis underlined nature of collaboration amongst individual and the earth External hypotheses concentrated on ecological components, for example, behavioral outcomes

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SA Esteem Love (Social) Safety & Security Physiological Maslow\'s Hierarchy of Needs

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Theory Y - an arrangement of suppositions of how to oversee people spurred by higher-arrange needs SA Esteem Love (Social) Theory X - an arrangement of presumptions of how to oversee people inspired by lower-arrange needs Safety & Security Physiological Motivational Theories X & Y

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McGregor\'s Assumptions About People Based on Theory X Naturally indolent Lack aspiration, detest obligation, and like to be led Inherently narcissistic and not interested in authoritative needs Naturally impervious to change Gullible, not brilliant, prepared dupes Adapted from Table 5.1 which is from "The Human Side of Enterprise" by Douglas M. McGregor reproduced from Management Review , November 1957. Copyright 1957 American Management Association International. Reproduced by authorization of American Management Association International, New York, NY. All rights saved. http://www.amanet.org.

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McGregor\'s Assumptions About People Based on Theory Y Experiences in associations result in latent and safe practices; they are not intrinsic Motivation, advancement potential, limit with regards to accepting accountability, status to direct conduct toward authoritative objectives are available in people Management\'s errand—mastermind conditions and operational techniques so individuals can accomplish their own objectives by guiding endeavors to hierarchical goals Adapted from Table 5.1 which is from "The Human Side of Enterprise" by Douglas M. McGregor reproduced from Management Review , November 1957. Copyright 1957 American Management Association International. Republished by consent of American Management Association International, New York, NY. All rights held. http://www.amanet.org.

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SA Esteem Love (Social) Safety & Security Physiological Alderfer\'s ERG Theory Growth Relatedness Existence

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Herzberg\'s Two-Factor Theory Hygiene Factor - work condition identified with disappointment created by uneasiness or torment support calculate adds to representative\'s inclination not disappointed adds to nonattendance of grievances Motivation Factor - work condition identified with the fulfillment of the requirement for mental development work enhancement prompts to unrivaled execution & exertion

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Hygiene variables must be available to stay away from employment disappointment Company approach & organization Supervision Interpersonal relations Working conditions Salary Status Security Hygiene components maintain a strategic distance from occupation disappointment Motivation-Hygiene Theory of Motivation Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human . (Salt Lake City: Olympus, 1982). Republished by consent.

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Motivation variables increment work fulfillment Hygiene components must be available to dodge work disappointment Company arrangement & organization Supervision Interpersonal relations Working conditions Salary Status Security Achievement acknowledgment Work itself Responsibility Advancement Growth Salary? Cleanliness variables maintain a strategic distance from occupation disappointment Motivation-Hygiene Theory of Motivation Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human . (Salt Lake City: Olympus, 1982). Republished by authorization.

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Resultant Job Conditions (Motivation = M, Hygiene = H)

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Manifest Need Theory: Need for Achievement Need for Achievement - a show (effortlessly saw) require that worries people\'s issues of perfection, rivalry, testing objectives, perseverance, and defeating challenges

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Manifest Need Theory: Need for Power Need for Power - a show (effectively saw) require that worries an individual\'s have to have an effect on others, impact others, change individuals or occasions, and have any kind of effect in life

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Manifest Need Theory: Need for Affiliation Need for Affiliation - a show (effortlessly saw) require that worries an individual\'s have to build up and keep up warm, close, imply associations with other individuals

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3 Motivational Need Theories [ Maslow Alderfer McClelland Self Actualization Need for Achievement ] Higher Order needs Esteem self interpersonal Growth Need for Power ] Belongingness [ Need for connection Relatedness Safety & security interpersonal physical Lower Order needs ] Existence Physiological

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Person Comparison Other Equity Outcomes = Outcomes Inputs Inputs Negative Outcomes < Outcomes Inequity Inputs Inputs Positive Outcomes > Outcomes Inequity Inputs Inputs Motivational Theory of Social Exchange

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Strategies for Resolution of Inequity Alter the individual\'s results Alter the individual\'s information sources Alter the correlation other\'s yields Alter the examination other\'s data sources Change who is utilized as an examination other Rationalize the disparity Leave the authoritative circumstance

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New Perspectives on Equity Theory Equity Sensitive I favor a value proportion equivalent to that of my correlation other

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I am OK with a value proportion not as much as that of my correlation other New Perspectives on Equity Theory Benevolent

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New Perspectives on Equity Theory Entitled I am alright with a value proportion more noteworthy than that of my examination other

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Expectancy Theory of Motivation: Key Constructs Valence - esteem or significance put on a specific reward Expectancy - conviction that exertion prompts to execution Instrumentality - conviction that execution is identified with prizes

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Performance Effort Reward Perceived exertion Performance likelihood Perceived execution remunerate likelihood Perceived estimation of reward "On the off chance that I buckle down, will I take care of business?" "What prizes will I complete when the occupation is?" "The thing that prizes do I esteem?" Expectancy Model of Motivation

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