IMT PPT 1011000411
Transcript of IMT PPT 1011000411
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Willingness to exert high levels of effort
toward organizational goals
Conditioned by the efforts ability to satisfy
some individual need
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I was sayingI was saying"I'm the greatest"I'm the greatest
long beforelong beforeI believed it.I believed it.
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It's not that I'm sosmart, it's just that
I stay withproblems longer.
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Thorndikes (1911) Law of Effort where past action led topositive consequences, or rewards, individuals will tend to
repeat such actions; where past actions led to negativeconsequences or punishments individuals would tend toavoid repeating them.
Hull (1943) Effort = Drive x Habit x Incentive
Needs Models
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Process Theories ofMotivation:
Reinforcement Theory
ExpectancyTheory
EquityTheory
Goal Setting
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ALDERFERSALDERFERS ERG THEORYERG THEORY
Adaptation of Maslows work
Three Needs existence, relatedness
More than one need may be operative at the same time
The stifling of higher-level needs, causes lower-level needdesires to increase
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HERZBERGSHERZBERGS TWOTWO--FACTOR THEORYFACTOR THEORY
Dissatisfactionand
demotivation
Not dissatisfiedbut
not motivated
Positivesatisfaction
and motivation
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Groups Norm
Reward System (the folly of rewarding Awhile hoping for B)
Recognition
Leadership
Belief that we all win when we all work
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Desi (1971) has suggested that is situations in whichindividuals are experiencing a high level of intrinsic
motivation, the addition of extrinsic rewards for goodperformance may decrease intrinsic motivation.
There could be a switch in focus from intrinsic to extrinsicmotivation.
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Experienced Meaningfulness
Experienced Responsibility
Knowledge of Results
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JOB DESIGNJOB DESIGN
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The Job Characteristics Model
Skill Variety Task Identity
Task Significance
Autonomy
Feedback
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Suggested Action
Combining Tasks
Forming Natural WorkUnits
Establishing ClientRelationships
Vertical Loading
Opening FeedbackChannels
Core Job Dimensions
Skill Variety
Task Identify
Task Significance
Autonomy
Feedback
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Empowerment
Decision making
Information
Knowledge
Support
Communicating
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According to Spreitzer (1997) empoweredindividuals have a sense of
Meaning
Competence
Self-determination
Impact
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Classical versus operant Conditioning
Apositive reinforcer is a stimulus which when added to asituation strengthen the probability of an operant response
The folly of Rewarding Awhile hoping for B
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Specify the desired Behavior
Make sure that you can observe (measure) the behavior
Provide frequent contingent positive reinforcement
Evaluate the effectiveness of the program
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Explain what was done wrong
What is the appropriate behavior
Punish sooner rather than later
Try to punish in private
Balance the punishment with the nature ofthe offense
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Motivation is affected by ones perception (accurate or
inaccurate) of the relative outcome (rewards) one receivesand inputs (efforts) one exerts in comparison to others. If
O indicates Outcomes. I indicates inputs. For individualsa and b :
Comparison
If O/Ia < O/Ib
If O/Ia = O/Ib
If O/Ia > O/Ib
Perception of A
Inequity (under rewarded)
Equity
Inequity (over rewarded)
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UNDERPAYMENT OVERPAYMENT
HOURLY Produce less or lowerquality
Produce more orincrease quality
PIECE-RATE Produce more lower
quality products
Produce fewer units of
higher quality
Possible solutions to felt inequity
Change work inputs
Try to change outcome (demand more money)Leave the companyRationalize the inequity Try to change the input or output of others
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M = E x I x V Valence
Expectancy Instrumentality
EFFORT/MOTIVIATION
PERFORMANCE REWARDS
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Expectancy the persons belief that hard work will lead to
good performance
Instrumentality the persons belief that good performancewill be rewarded
Valence the value an individual assigns to the reward
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Performance
Efficancy
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Goal Specificity
Goal Difficulty
Goal Commitment/Acceptance
Feedback
Ability and resources
Shulas point
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According to Leanard, Beauvais, Scholl (1995) themaintenance of the self energizes the individual to action.
The individual is always trying to bring the perceived self inline with the ideal self.
The perceived self involves traits, competencies and values.
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Instrumental Theoriesthe individual engages in thebehavior because she believes it will lead to certain outcome
IntrinsicT
heories the individual engages in the behaviorbecause it is fun.
Goal Internalization Theories an individual adopts anattitude or behavior because it is consistent with their valuesystem
Self esteem maintenance the individual engages in thebehavior to protect the self.
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Selection and Placement
Redesign Jobs
Create Teams and social support
Communicate Organizational Goals
Involve individuals in decision making
Appropriate reward structure
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