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Motivating Employees - Coggle Diagram
Motivating Employees
HERZBERG’S MOTIVATING FACTORS
Peer and group relationships.
Pay.
Importance of responsibility.
Supervisor’s fairness.
Opportunity for advancement.
Company policies and rules.
Opportunity for growth.
Status.
Interest in the work itself.
Job security.
Earned recognition.
Supervisor’s friendliness.
Sense of achievement.
Working conditions.
MOTIVATION AND MASLOW’S
HIERARCHY OF NEEDS
Social needs
Safety needs
Esteem needs
Physiological needs
Self-
actualization
PUTTING THEORY INTO ACTION
Motivation through Job Enrichment
Motivating through Open Communication
Applying Open Communication in Self-Managed Teams
Recognizing a Job Well Done
Frederick Taylor: The Father of Scientific Management
time motion studies.
Principle of motion economy,
scientific management.Three
Elton Mayo and the Hawthorne Studies
The workers were included in planning the experiments.
No matter the physical conditions, the
workers enjoyed the atmosphere
The workers in the test room thought of themselves
GOAL-SETTING THEORY AND
MANAGEMENT BY OBJECTIVES
REINFORCING EMPLOYEE PERFORMANCE:
REINFORCEMENT THEORY
TREATING EMPLOYEES FAIRLY: EQUITY THEORY
MEETING EMPLOYEE EXPECTATIONS:
EXPECTANCY THEORY
PERSONALIZING MOTIVATION
Motivating Employees across the Globe
Motivating Employees across Generations
MCGREGOR’S THEORY X AND THEORY Y
Theory X
Because of this dislike, workers must be forced, controlled, directed,
or threatened with punishment to make them put forth the effort to
achieve the organization’s goals.
The average worker prefers to be directed, wishes to avoid responsibility,
has relatively little ambition, and wants security.
The average person dislikes work and will avoid it if possible.
Primary motivators are fear and punishment.
Theory Y
Under certain conditions, most people not only accept but also seek
responsibility.
People are capable of using a relatively high degree of imagination,
creativity, and cleverness to solve problems.
The depth of a person’s commitment to goals depends on the perceived
rewards for achieving them.
In industry, the average person’s intellectual potential is only partially
realized.
Most people naturally work toward goals to which they are
committed.
People are motivated by a variety of rewards. Each worker is stimulated
by a reward unique to him or her (time off, money, recognition,
and so on).
Most people like work; it is as natural as play or rest.