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MOTIVATION :smiley:, MCGREGOR, HENRZBRG, MCCLELLAND, MASLOW, persistence,…

- - - - DIRECTION
        
        Benefits to the organization
      - PERSISTENCE
        
        Persist in putting forth effort to achieve the goals
      - A measure of intensity or drive
- - - - :five:NEEDS
        
        PHYSIOLOGICAL
        
        SAFETY
        
        SOSIAL
        
        ESTEEM
        
        SELF ACTUALIZATION
        
        1 more item...
        
        Internal (self-respect, autonomy, achievement)
        
        external (status, recognition, attention)
        
        Affection
        
        Belongingness
        
        Acceptance
        
        Friendship
        
        Security and protection from harm; assurance that physical needs will continue to be met
        
        Food
        
        Drink
        
        Shelter
        
        Sex
        
        Sleep
        
        Other physical requirements
        
        Each level must be substantially satisfied before the next need becomes dominant
    - - Theory X
        
        Theory Y
        
        A positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction
        
        A negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively
      - FREDERICK HERZBERG
        
        Two Factor Theory
        @ motivation-hygiene theory
        
        Intrinsic factors - related to job satisfaction and motivation
        extrinsic factors - associated with job dissatisfaction
        
        MOTIVATORS
        
        Achievement
        
        Recognition
        
        Work itself
        
        Responsibility
        
        Advancement
        
        Growth
        
        HYGIENE FACTORS
        
        Supervision
        
        Company policy
        
        Relationship with supervisor
        
        Working conditions
        
        Salary
        
        Relationship with peers
        
        Personal life
        
        Relationship with employees
        
        Status
        
        Security
        
        DAVID MCCLELLAND
        
        Three Needs Theory
        
        Three acquired (not innate) needs
        
        ACHIEVEMENT
        
        POWER
        
        2 more items...
        
        The drive to succeed and excel in relation to a set of standards
- - - - Intention to work toward a goal as a major source of job motivation
        
        Specific hard goals to produce higher levels of output than generalized goals
        
        Participation in setting goals as preferable to assigning goals, but not always
        
        Feedback to guide and motivate behavior, especially self generated feedback
        
        Contingencies that affect goal setting, such as goal commitment, self-efficacy, and national culture
    - - An employee compares his or her job’s input-to-outcome ratio with that of relevant others and then corrects any inequity
        
        THE REFERENT
        
        Person
        
        Other individuals with similar jobs in the same organization but also includes friends, neighbors, or professional associates
        
        System
        
        Organizational pay policies, procedures, and allocation
        
        Self
        
        Inputs-outcomes ratios that are unique to the individual
        
        The persons, systems, or selves against which individuals compare themselves to assess equity
      - Expectancy Model
        
        An individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
        
        :three: VARIABLES / RELATIONSHIPS
        
        Expectancy or effort-performance linkage
        
        The probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance
        
        Instrumentality or performance-reward linkage
        
        The individual believes that performing at a particular level is instrumental in attaining the desired outcome
        
        Valence or attractiveness of reward
        
        The individual places on the potential outcome or reward that can be achieved on the job. Valence considers both the goals and needs of the individual
    - - :five: CORE JOB DIMENSIONS
        
        Skill variety
        
        The job requires a variety of activities so the worker can use a number of different skills and talents
        
        Task identity
        
        The job requires completion of a whole and identifiable piece of work
        
        Task significance
        
        The job affects the lives or work of other people
        
        Autonomy
        
        The job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out
        
        Feedback
        
        1 more item...
      - A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcome
- - - - REWARDS PROGRAMS
        
        Open book management
        
        Employee recognition
        
        Pay for performance
        
        Variable compensation plans that pay employees on the basis of some performance measure
        
        Example:
        
        Piece-rate pay plans
        
        Wage incentive plans
        
        Profit-sharing
        
        Lump-sum bonuses
        
        Consist of personal attention and expressions of interest, approval, and appreciation for a job well done
        
        Example:
        
        Personally congratulate an employee in private for a good job
        
        Send a handwritten note or e-mail message acknowledging something positive that the employee has done
        
        Publicly recognize accomplishments
        
        An organization’s financial statements (the “books”) are shared with all employees
        
        Employees will be motivated to
        
        make better decisions about their work
        
        be better able to understand the implications of what they do and how they do it
        
        see the ultimate impact on the bottom line
    - - Motivating in tough economic circumstances
        
        Managers have to be creative in keeping their employees’ efforts energized, directed, and sustained toward achieving goals
        
        Forced to look at ways to motivate employees that don’t involve money or that are relatively inexpensive
      - The desire for interesting work seems important to almost all workers, regardless of their national culture
    - - HOW TO MOTIVIATE :question:
        
        MOTIVATIONAL REQUIREMENTS
        
        Professionals
        
        Diverse employess
        
        The workforce is looking for flexibility
        
        Contingent workers
        
        The workers want the opportunity to become permanent or to receive skills training
        
        They want job challenge and support, and are motivated by the work itself