2015 pom chapter 5 motivation
TRANSCRIPT
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CHAPTER 5: CHAPTER 5: MOTIVATIONMOTIVATION
The Magic of MotivationThe Magic of MotivationMotivationMotivation is the powerful mainspring driving all is the powerful mainspring driving all
human actions.human actions.
DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management
Laura LawPerak College of Technology
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What is motivation?What is motivation?
We define motivation as the willingness to exert high levels of effort to reach
organizational goals, conditioned by the effort’s ability to satisfy some individual
need.
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MotivationMotivation is the word derived from the
word ’motive’ which means needs, desires, wants or drives within the individuals.
Motivation is a psychological process that causes the arousal, direction, and persistence of voluntary actions that are goal directed.
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1. Positive reinforcement / high expectation.
2. Effective discipline & Punishment.
3. Treating people fairly.
4. Satisfying employees needs.
5. Setting work related goals.
6. Restructuring jobs.
7. Base rewards on job performance.
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Managers need to know about motivational concepts and practices in order to encourage their employees to put forth-maximum effort
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It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people’s behavior can be -
desire for money
success
recognition
job-satisfaction
team work, etc
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Early View of Motivation
CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
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Early Views of MotivationEarly Views of Motivation1. The Traditional Model
2. Human Relation Model
3. The Human Resources Model
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1. The Traditional Model
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2. Human Relation Model
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3. The Human Resources Model
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Process of motivationProcess of motivation
NEEDNEED
DRIVEDRIVE
TENSIONTENSION
BEHAVIORBEHAVIOR
GOALGOAL
REWARDREWARD
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Theory of Motivation
CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
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Theories of MotivationTheories of MotivationA.Need Theory and Content Theory
B.Process TheoryA. Expectancy TheoryB. Equity ModelC. Goal Setting Model
C.Reinforcement TheoryA. Hierarchy of needs theory B. Theory X and Theory Y C. Two-factor theory
(Satisfier Factor- Hygiene Factor)
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Theory of Motivation Need/Content Theory
CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
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Theory of need
1. Need for achievement
2. Need for power
3. Need for affiliation
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Need for achievement is the urge to
excel, to accomplish in relation to a set of standards, to struggle to achieve success.
Need for power is the desire to influence other individual’s behavior as per your wish. In other words, it is the desire to have control over others and to be influential.
Need for affiliation is a need for open and sociable interpersonal relationships.
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Theory of Motivation Process Theory
CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
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Equity theoryEquity theoryTheory that centers around the principle
of balance or equity.
Related to his/her perception of equity and fairness practiced by management.
The greater the fairness perceived the higher motivation.
Employees make comparison of input in the job with the outcomes.
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Expectancy theoryExpectancy theoryDeveloped by Victor Vroom.
Explained motivation is a result of a rational calculation.
A person is motivated to the degree that she believes that Effort will yield acceptable performanceEffort will yield acceptable performancePerformance will be rewardedPerformance will be rewardedThe value of the rewards is highly positiveThe value of the rewards is highly positive
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Expectancy theoryTwo expectations
1. Effort leads to performance
2. performance leads to rewards
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EffortPerformance
Rewards
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Goal-setting theoryGoal-setting theoryProcess theory that increases efficiency
and effectiveness by specifying the desired outcomes toward which individuals, groups, departments and organizations should work.
SMART is used (stands for Specific, Measurable, Achievable, Realistic and Time related).
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Theory of Motivation Reinforcement Theory
Hierarchy of needs theory CHAPTER 5: Motivation
DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management
Laura LawPerak College of Technology
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Reinforcement theoryReinforcement theoryThe administration of a consequence as a
result of behavior.
Reinforcement argues that behavior is reinforced and controlled by external events.
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Hierarchy of needs theoryHierarchy of needs theoryIntroduced by Abraham Maslow.He states that all people possessed a
set of five needs in them.Five needs arranged in a hierarchy of
strength and influence.
PhysiologicalSecurity (safety)Social (belongingness)EsteemSelf-actualization
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Hierarchy of needs theoryHierarchy of needs theory
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Theory of MotivationReinforcement Theory
Theory X and Theory YCHAPTER 5: Motivation
DMG 1213 / DMG1113 / DPM1213 / DPM1113Principles of Management
Laura LawPerak College of Technology
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Theory X and Theory Y Theory X and Theory Y
Developed by Douglas McGregor and describe two distinct views of human nature.
The views or perception of managers with regard to their employees.
Their perception and views are termed as Theory X and theory Y.
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Theory XTheory XManagers of Theory X view the employees in terms of the following characteristics:
1.Inherently disliking work.
2.Avoiding work whenever possible.
3.Lacking of ambition.
4.Irresponsible.
5.Resistant to change.
6.Feeling that work is of secondary importance.
7.Preferring to be led than to lead.
8.Having to be pushed by managers to work.
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Theory YTheory YTheory Y managers view their employees in terms of the following characteristics:
1.Willing to work; work is as natural as play or rest.
2.Willing to accept responsibility, since work brings satisfaction.
3.Capable of directing themselves (self-direction).
4.Capable of self-control.
5.Frequently using imagination, ingenuity and creativity in accomplishing tasks.
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Theory X and Theory YTheory X and Theory Y
Theory X is pessimistic.(-ve)
Theory Y is optimistic.(+ve)
In order to make sure that employees do their work, managers in Theory X have to apply autocratic style of leadership where employees have to be constantly directed and controlled. Coercive power will be used.
Managers of theory Y apply participative style of leadership, where employees are allowed more participation, freedom and responsibility in their work.
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Theory of MotivationReinforcement Theory
Two-factor theory (Satisfier Factor- Hygiene Factor)
CHAPTER 5: MotivationDMG 1213 / DMG1113 / DPM1213 / DPM1113
Principles of ManagementLaura Law
Perak College of Technology
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Two factor theoryTraditional view:
People are satisfied and dissatisfied only.
Herzberg view:
There may be three conditions
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Satisfied dissatisfiedNeutral
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Motivation-hygiene theory Motivation-hygiene theory
Introduced by Frederick Herzberg.
The theory was developed when studying the job attitudes of 200 engineers and accountants on job attitudes.
From the study, it was concluded that individuals’ work satisfaction and dissatisfaction arise from two different sets of factors:Hygiene factor; andSatisfier/Motivation factor.
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Two factorsSatisfier/Motivation factors
Hygiene factors
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Satisfied Neutra
l dissatisfied
Satisfier/Motivation factors
Hygiene factors
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Hygiene factor (Dissatisfier)Causes feelings of job dissatisfaction of
job context (company policy, salary, working conditions, supervision etc).
Satisfier factor (motivating)Causes feelings of job satisfaction of job
context ( recognition, work itself, responsibility, advancement etc).
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Both are 2 separate entities
The absence of one does not affect the other
Hygiene Factor : only effect job dissatisfaction, improve them can make people less dissatisfaction but does not contribute to job satisfaction or motive the employees to increase their work effort
Motivational/Satisfier Factor: improve made in satisfier factors can increase job satisfaction. However, they will not prevent job dissatisfaction