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MOTIVATION

motivation presentation PowerPoint

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Danielle Perez
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13 views10 pages

MOTIVATION

motivation presentation PowerPoint

Uploaded by

Danielle Perez
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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MOTIVATION

MOTIVATION

• encourages individuals to work enthusiastically performing


move work than what is required . What could managers do to
ensure such motivated and enthusiastic performance among
their subordinates.What could be done to inspire employees
whose work needs, perceptions, thoughts,and beliefs may
provide good answers to such questions that are often asked in
different work settings. According to Kreitner and Kinicki
(2013), early theories of motivation revolved around the idea
that motivation is brought about by the employee's desire to
fulfill their need, their work habits,and their job
satisfaction.Among these are:
MASLOW’S HIERARCHY OF NEEDS

The theory indicates that people satisfy their needs in a specific order,bottom to
top,as follows:
1.Physlogical needs-food, water, and shelter
2.Safety and security-protection against threat and deprivation
3.Social needs-friendship, affection, belonging, and love
4.Ego or Esteem-independence, achievement, freedom, status, recognition, and
self-esteem
5.Self-actualization-realizing one's full potential, becoming everything, one is
capable of being
CHARACTERISTICS OF SELF ACTUALIZED
PERSON
• Realism and acceptance-reflects the individual's acceptance of who he/she is, what he/she
is capable of, and his/her realistic and accurate perception of world around him or her
• Peak experience-often described as transcendent moments of pure joy and elation. These
are moments that stand out from everyday events. The memory of such events is lasting
and people often liken them to a spiritual experience
• Continued freshness of appreciation-no matter how simple, straightforward or familiar an
experience,the self-actualized individual is capable of seeing things from new perspectives
and appreciating the breadth and wonder of things in his/her world
• Spontaneous-it was done out of a natural impulse, without having been thought about
beforehand
FIVE CORE JOB DEMENTIONS

Skill variety- the degree by which a job requires different activities, so employees may
be able to use their different skills.
Task identify- the degree by which a job requires completion of an identifiable piece of
work.
Task significance- the degree by which a job has a significant impact on the lives or
work of others.
Autonomy- the degree by which a job provides enough freedom and discretion to
employees.
Feedback- the degree by which performing job requirements results in the employee's
receipt of information about his or her performance effectiveness.
McGregor's Theory X and Theory Y- refers to the theory that was proposed by Douglas
McGregor. Theory X is a negative view of workers which assumes that workers have
little ambition, dislike work, and avoid responsibilities; they need to closely monitored
or controlled in order for them to work effectively. Theory Y is a positive view of
workers which assumes that employees enjoy work, seek out and accept
responsibility, and are self-directed. Managers must be guided by theory Y, so
McGregor proposed that they must give employees a chance to participate in decision-
making, assign them challenging jobs to exercise their responsibility in handling
complex situations, and allow them to have good work relations with others, which
would enhance their motivation.
Herzberg's Two Factor Theory- was proposed by Frederick Herzberg this theory is also
known as the Motivation- Hygiene Theory which states that intrinsic factors
(achievement, recognition, growth, and responsibility) are associated with job
satisfaction, while extrinsic factors (company policy, salary, security, and supervision)
are associated with job dissatisfaction. Intrinsic factors are the motivators while the
extrinsic factors are called hygiene factors. Managers were advised to emphasize
motivators in order to motivate their subordinates. Employees who showed job
satisfaction are more motivated and productive. This theory enjoyed popularity from
the middle of the 1960s to the early 1980s.
McClelland's Three Needs Theory- was proposed by David McClelland and states
that individuals have three needs that serve as motivators at work. The three
needs McClelland referred to are: the need for achievement (nAch), the need for
power (nAff) ordinates so that they could be given job assignments that would
satisfy their highest needs, if possible. In doing so, they may be more motivated
to work well.

Alderfer's ERG Theory- was developed by Clayton Alderfer in the 1960s. For
Alderfer, a set of core needs explains behavior. E stands for existence needs, R
refers to relatedness needs,and G pertains to growth needs. The needs or
desire for physiological and materialistic well-being to have meaningful
relationship with others, and to grow as a human being are similar to the needs
presented in Maslow's Theory.
Modern Theories of Motivation are process theories that focus on the motion
that motivation is function of employees' perceptions, thoughts, and beliefs
among these are:

Goal Setting Theory- a theory stating that specific goals motivate


performance and that more difficult goals, when accepted by employees,
result in greater motivation to perform well, as compared to easy goals.
Managers are advised to set goals for their subordinates as this is a major
source of job motivation. Doing well also helps increase their motivation.

Reinforcement Theory- a theory which states that behavior is a function of


its consequences. If the result or consequences that immediately follow a
behavior is good, then there is a probability that the individual will be
motivated to repeat the behavior. Using this theory, managers can
motivate employees positive behavior by using positive reinforcement for
actions that help the company achieve its goal.
Job Design Theory- a theory which states that employees are motivated to work
well combining tasks to form complete jobs. Managers are advised to design jobs
that will meet the requirements of the ever-changing environment, the firm's
technology, and the workers skills, abilities, and preferences. In doing so,
employees are motivated to perform well. Examples are: job enlargement- the
increasing of job depth by increasing job scope; job enrichment- the horizontal
expansion of a job depth by empowering employees to assume some tasks usually
done by their managers; and job characteristics model- where employees are
motivated to perform well because the task assigned to them have the five core
Equity Theory- athat
job dimensions theory
servedeveloped by J. Stacey Adams which states that
as motivators.
employees assess job outcomes in relation to what they put into it and then
compare these with their co-workers. If the employee perceives that his job
equitable in comparison to those of his coworkers, there is no problem. However, if
the opposite is true, this will become a demotivator to his or her job performance.
Managers must see to it that they exercise fairness or equity in their company.

Expectancy Theory- states to that an individual tends to act in a certain way,


based on the expectation that the act will be followed by an outcome which
may be attractive or unattractive to him or her. Managers are advised to
understand an employee's goal so that he or she would be able to link the
rewards or outcomes to be offered with the said goals.
THANK YOU!

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