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MOTIVATION PowerPoint Presentation

MOTIVATION

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MOTIVATION

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  1. MOTIVATION

  2. MOTIVATION DEFINED • Willingness to exert high levels of effort to reach organizational goals.

  3. BASIC ASSUMPTIONS • Everyone is motivated • Key? • Two types of motivation • Intrinsic • Extrinsic

  4. TYPES OF MOTIVATION • Extrinsic Motivation: • "What gets rewarded gets done" • Based on extrinsic/tangible rewards • Intrinsic Motivation: • "What is rewarding gets done" • Based on intrinsic/intangible rewards

  5. Equity Reinforcement Expectancy Theory Motivation Theories

  6. TODAY’S TOPIC • Motivation

  7. EQUITY THEORY • People compare their outcome/input ratio to that of others • Conclusions • Ratios are equal (equity exists) • Ratios are unequal (inequity exists)

  8. RESPONSES TO EQUITY/INEQUITY • Equity: Maintenance • Inequity: • Change Inputs • Change Outcomes • Quit

  9. Forms of Justice

  10. REINFORCEMENT THEORY • Behavior is a function of consequences • Behavior that is rewarded persists • To increase behavior • Positive reinforcement • negative reinforcement

  11. REINFORCEMENT THEORY • To reduce behavior • Extinction • Punishment • Immediacy is crucial • Implications?

  12. BUT WE REWARD: WE HOPE FOR: Long-term growth Setting challenging goals Total Quality Candor Teamwork REWARDING B

  13. EXPECTANCY THEORY People are motivated to do that which they believe is possible and valuable • Expectancy: Belief that you can perform • Instrumentality: Belief that performance will lead to an outcome • Valence: Value of the outcome

  14. EXPECTANCY THEORY • According to expectancy theory, what must managers do to motivate their employees?

  15. Effective Rewards & Incentive Systems:

  16. HERZBERG • Movement vs. Motivation • KITA • What’s wrong with KITA? With movement?

  17. TYPES OF MOTIVATION • Extrinsic Motivation: • "What gets rewarded gets done" • Based on extrinsic/tangible rewards • Intrinsic Motivation: • "What is rewarding gets done" • Based on intrinsic/intangible rewards

  18. Job design • Job enrichment (Herzberg) • Hygienes (salary, relationships, setting...) • Motivators (responsibility, achievement, recognition…) Dissatisfied Neutral Motivated

  19. Personal & Work Outcomes Core Job Dimensions Critical Psychological States Skill Variety Task Identity Task Significance High Internal Work Motivation High-quality Work Performance High Satisfaction with Work Low Absenteeism & Turnover Experienced Meaningfulness of Work Autonomy Experienced Responsibility for Outcomes of Work Feedback Knowledge of Actual Results of Work Activities Job Characteristics Model

  20. CRITICAL PSYCHOLOGICAL STATES PERSONAL WORK OUTCOMES IMPLEMENTING CONCEPTS CORE JOB DIMENSIONS Skill Variety Task Identity Task Significance Autonomy Feedback Combining Tasks Forming Natural Work Units Establishing Client Relationships Vertical Loading Opening Feedback Channels Experienced Meaningfulness Experienced Responsibility for Outcomes of Work Knowledge of the Actual Results of Work activities High Internal Work Motivation High Quality Work Performance High Satisfaction with the Work Low Absenteeism and turnover • - STRENGTH OF EMPLOYEE’S • GROWTH NEEDS • - KNOWLEDGE & SKILLS • - CONTEXT SATISFACTION

  21. Intrinsic Motivation:From Theory to Application • Provide Intrinsic Rewards • Survey of 1,500 employees found that recognition is the most powerful workplace motivator • Build intrinsic motivators into employee’s jobs • Employee Participation and Empowerment