motivation

31問 • 1年前

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refers to the intrinsic inducement that propels an individual to think, feel and perform in certain ways. It is internalized, and the most important, yet elusive, determinant of work behavior.

Motivation

is predicated on needs and values of an individual that direct behavior toward goals.

Motivation

are the basic components in our life we cannot do without

Needs

are the life's artifacts that we prize and cherish most.

Values

The belief that pervaded in the early 1900 during the days of Frederick Taylor, the Father of Scientific Management, was that man worked to fulfill his economic needs. With long and hard work comes high pay to take care of his material and physiological needs. More profits for the organization can be realized by increasing the productivity of the worker through the application of scientific methods.

The Economic Man

The experiments by Fritz Roethlisberger and Elton Mayo at the Hawthorne plant of the Western Electric Company in the 1930s showed that man is largely gratified in a social milieu. He craves for affiliation and communion with his fellow workers. It is in and with a group that he develops himself and performs more. The opinions of fellow workers, job comfort, enjoyment, long range security are more potent that financial considerations. The work group, it turns out, is a stronger motivator than expected.

The Social Man

The theory on the complex nature of man was posited by Abraham Maslow who averred that man's needs fall into a hierarchy of relative prepotency. Needs range from the most basic physiological needs to the most intricate psychological state of self-realization. A need ceases to be potent when it is met and man strives to satisfy the next rung of needs.

The Complex Man

It is the theory of Frederick Irving Herzberg, which stated that individual workers have two different categories of needs that are essentially independent of each other but affect behavior in different ways.

The Motivated Man

affect job dissatisfaction and the other factor

Hygiene Factors

leads to job satisfaction.

Satisfying Factors

it relates to the environment around the job.

Hygiene Factor

it matters to the permitted breaks, ventilations of workplace, safety and comfort machinery, equipment, normal manning levels and disciplinary procedures.

Working Conditions

this refers to the professional interactions and connections employees have with each other in a workplace setting. It also includes policies and rules, supervision quality, and base wage or salary.

Co-worker relation

also called as Motivating factors are primarily intrinsic job elements that lead to satisfaction, such as achievements, recognition, responsibilities, work itself, advancement, and personal growth.

Satisfying Factors

Alderfer postulates a three-tiered model of needs progressing from existence to related and last to growth (ERG). The most basic need of man is to exist is at the same level as that of Maslow’s Hierarchy of Needs and Herzberg Hygiene Factors.

The Three-Tired Satisfied Man

In existence needs, it includes all material and physiological desires (examples are food, water, air, clothing, safety, physical love and affection).

Existence Needs

It encompasses social and external esteem; relationships with significant others like family, friends, co-workers and employers. It’s in this level also where we fulfill our need for satisfying interpersonal relationships and how we feel good about ourselves based on what others think about us. This also means to be recognized and feel secure as part of a group or family.

Relatedness needs

This includes internal esteem and self actualization; this impels a person to make creative or productive effects on himself and the environment. Here, we are looking for personal growth and development by doing high quality and meaningful work.

Growth Needs

also known as the Achievement Motivation Theory or The Achiever, according to him Achiever refers to individuals driven by the need for achievement. These individuals have a strong desire to accomplish tasks, set high standards for themselves, and continually strive to achieve their goals.

David McClelland's Theory of Needs

refers to an individual who is motivated by the need for achievement. Individuals who are driven by the need for achievement have a strong desire to accomplish tasks, set high standards for themselves, and continually strive for personal attainment

Achievement

refers to one of the three primary needs that motivate individuals. The need for power represents an individual's desire to control and influence others, as well as to have an impact on their decisions and actions.

Power

refers to the desire for interpersonal relationships. Individuals with a high need for affiliation seek harmonious relationships with others and want to feel accepted by groups. They are motivated by human interaction, approval, and companionship.

Affiliation

Victor Vroom's Expectancy Theory, developed in 1964, explains the motivations behind decision-making and is relevant to the study of management. According to him, expectant or expectancy refers to an individual's belief that their efforts will lead to the desired performance. It is the perceived relationship between effort and performance. If an individual believes that their efforts will likely result in successful performance, they are more likely to be motivated. Vroom's Expectancy Theory emphasizes the importance of individuals' beliefs about the relationship between effort, performance, and outcomes in determining their motivation levels.

The Expectant Man

Douglas McGregor developed two contrasting theories that explained how managers’ beliefs about what motivates their people can affect their management style. He labeled these Theory X and Theory Y. These theories continue to be important even today.

The Managed Man

tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. This style of management assumes that workers: -Dislike their work. -Avoid responsibility and need constant direction. -Have to be controlled, forced and threatened to deliver work. -Need to be supervised at every step. -Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.

Theory X managers

have an optimistic opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative, trust-based relationship between managers and their team members. This style of management assumes that workers are: -Happy to work on their own initiative. -More involved in decision making. -Self-motivated to complete their tasks. -Enjoy taking ownership of their work. -Seek and accept responsibility, and need little direction. -View work as fulfilling and challenging. -Solve problems creatively and imaginatively.

Theory Y manager

Reinforcement Theory was developed by BurrhusFrederic Skinner. Reinforcement theory is a psychological principle suggesting that behaviors are shaped by their consequences, and that individual behaviors can be changed through reinforcement, punishment and extinction.

The Learning Reinforced Man

A key idea in the reinforcement theory of motivation is that positive reinforcement with rewards reinforces desired behaviors. For example, providing an employee with extra days off for good performance in their job

Positive Reinforcement

involves the removal of aversive stimuli to reinforce the target behavior. For example, a manager can stop assigning tedious tasks to an employee when the employee starts meeting deadlines.

Negative Reinforcement

involves the delivery of an aversive stimulus, such as criticism, to affect behavior. Meanwhile, negative punishment removes a pleasant stimulus – flexible work hours, for example – to do the same.

Punishment

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Charles Jaojao · 26問 · 1年前

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