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Motivation
#$MA% R&!O$RC& MA%AG&M&%T
Work force diversity Case study Given to you a couple of weeks ago Result Mid Ter
!uggestions
MOT'(AT'O%
O(&R ('&W
*ocusing on anaging otivation and outco es to "oost perfor ance An i portant role of a anager
MOT'(AT'O%
MOT'(AT'O% )ROC&!!
MOTIVATIONAL THEORIES
)+ilosop+ers-
scientistsindustrial engineers and anagers "elieve t+at oney was t+e only t+ing t+at otivatesanage ent t+eory/
MOT'(AT'O%A1 T#&OR'&!
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&5istence Relatedness Growt+ T+eory &5pectancy T+eory Reinforce ent T+eory #er,"erg T+eory of Two factors
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According to Maslow- people are otivated to satisfy lower needs "efore t+ey ove towards +ig+er needs Also w+en a need is satisfied- it is no longer a otivator
1ower needs ust "e fulfilled "efore one gets to t+e ne5t level Maslow sensiti,ed anagers to t+e i portance of self actuali,ation
MCGR&GOR T#&ORY 9
& ployees are la,y need to prod=pus+ to perfor 0 'n contrast +is t+eory Y viewed e ployees as creative- co ple5- and ature individuals interested in eaningful work0 McGregor "elieved ; under t+e rig+t circu stances- e ployees willingly contri"ute #e suggested t+at t+e angers otivate e ployees "y allowing t+e to use t+eir own actions0 T+ese insig+ts lead researc+es to investigate t+e origins and processes of otivation ore closely
&9)&CTA%CY T#&ORY
.&/ is t+e person3s e5pectancy t+at +is or +er effort will lead to perfor ance .'/ represents t+e perceived relations+ip "etween successful perfor ance and o"taining t+e reward .(/ refers to t+e perceived value t+e person attac+es to t+e reward0
R&'%*ORC&M&%T T#&ORY
&dward T+orndike for ulated t+e law effect: ?e+avior t+at is followed "y positive conse<uences pro"a"ly will "e repeated0 Organi,ational "e+avior odification atte pts to people3s actions0 *our key conse<uences of "e+avior eit+er encourage or discourage people3s "e+avior
)ositive
Reinforce ent co pli ents- appreciation %egative Reinforce ent *re<uent t+reatening e os )unis+ ent s+outing- critici,ing- sending wit+out pay &5tinction %ot giving co pli ent for a @o" well done
R&'%*ORC&M&%T T#&ORY
T+e first two conse<uences- positive and negative reinforce ent- are positive for t+e person receiving t+e : T+e person eit+er gains so et+ing or avoids so et+ing negative0 T+e last two conse<uences- punis+ ent and e5tinction- are negative outco es for t+e person receiving t+e T+us- effective anagers give positive reinforce ent to t+eir +ig+;perfor ing people and negative reinforce ent to low perfor ance0 T+ey also punis+ or e5tinguis+ poor perfor ance and ot+er unwanted "e+avior
Moti%ators
Ac+ieve ent- recognition- rewardgrowt+ and work itself CO%C1$D&! t+at pay will not otivate "ut if it is inade<uate dissatisfaction results