Mohamed Ibrahim
Ahmed Farouk
Mostafa Hassan
Rasha El-shafea
Nehad Aly
Part 1
Concept of Motivation Simple model of motivation. Types of Rewards Foundations of Motivation
1. Traditional approach2. Human Relations approach3. Human Resource approach4. Contemporary approach
Motivation
Definition:
“ The forces either internal or external to
a person that stimulate enthusiasm & persistence to accomplish a certain action
”
NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).
BEHAVIOR-Results in actions to fulfill needs.
REWARDS-Satisfy needs; intrinsic or extrinsic rewards.
FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.
Simple model of motivation
1. Intrinsic rewards:
satisfactions a person receives in the process of performing a particular action.
2. Extrinsic rewards: given by another person.
Types of Rewards
Intrinsic reward: from working on challenging technical problems.
Extrinsic reward: from beneficial global impact of their work
1. Traditional approach
2. Human Relations approach
3. Human Resource approach
4. Contemporary approach
Foundations of Motivation
Economic rewards are provided to employees for high performance.
Initiate the concept of “Economic Man” ie work harder for higher pay
1. Traditional Approach
The economic man was replaced by the Social Man
Seeking non economic rewards such as friendly work group.
2. Human Relations Approach
Introduction of the concept of Whole personMc Gregor’s Theory X and Theory Y
Theory XTheory XAssumes thatAssumes that workers have little ambition, dislike work, avoid workers have little ambition, dislike work, avoid responsibility, and require close supervision.responsibility, and require close supervision.
3. Human Resource Approach
Theory YTheory YAssumes thatAssumes that workers can exercise self-direction, desire workers can exercise self-direction, desire
responsibility, and like to work.responsibility, and like to work. Motivation is maximized by participative Motivation is maximized by participative
decision making, interesting jobs, and good decision making, interesting jobs, and good group relations.group relations.
Dominated by 3 types of theories:
1. Content theories
2. Process theories
3. Reinforcement theories
4. Contemporary Approach
Part 2
Content Perspectives of Motivation Hierarchy Theory. ERG Theory. Two Factor Theory . Acquired needs Theory .
Maslow’s Hierarchy of Needs
Hierarchy Theory
Physiological Needs
Safety Needs
Belongingness Needs
Esteem Needs
Food, water, shelter Heat, air, base salary
Safe work, fringe benefits, job security
Recognition, high status, increased responsibilities
Work groups, clients, coworkers,supervisors
Opportunities for training, advancement, growth, and creativity
Freedom from war, pollution, violence
Family, friends, community groups
Approval of family, friends, community
Education, religion ,hobbiespersonal growth
Self-Actualization Needs
Fulfillment off the Job Fulfillment on the JobNeed Hierarchy
Family, friends, community groups
Existence Needsthe needs for physical well-being
Relatedness Needsthe need for satisfactory relationships with others
Growth Needshuman potential,
personal growth, and increased competence
ERG Theory
Area of Satisfaction
Area of Dissatisfaction
Motivators influence level of satisfaction.
Hygiene factors influence levelof dissatisfaction.
Motivators
Hygiene Factors
AchievementRecognitionResponsibilityWorkPersonal growth
Working conditionsPay and securityCompany policiesSupervisorsInterpersonal relationships
Highly Dissatisfied
Neither Satisfied nor Dissatisfied
Highly Satisfied
Area of Satisfaction
Herzberg’s Two-Factor Theory
Need for Achievementdesire to accomplish something difficult, master
complex tasks, and surpass others
Need for Affiliationdesire to form close personal
relationships, avoid conflict, andestablish warm friendships
Need forPower
desire to influenceor control others
Acquired Needs Theory
Part 3
Process Perspectives of Motivation Equity Theory Expectancy Theory Goal-Setting Theory
Process Perspectives Focus on why people choose certain behavioral
options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals.
Process Perspectives of Motivation Equity Theory Expectancy Theory Goal-Setting Theory
Process Perspectives on Motivation
1.Equity Theory People are motivated to seek social equity in
the rewards they receive for performance. Equity is an individual’s belief that the
treatment he or she receives is fair relative to the treatment received by others.
Individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people.
outcomes (self)
inputs (self) =outcomes (other)
inputs (other)
Process Perspectives on Motivation
A. An Equitable Situation
Self Other
$2
1 hour
= $2 per hour$4
2 hours
= $2 per hour
1.Equity Theory
B. Negative Inequity
Self Other
$2
1 hour
= $2 per hour$3
1 hour
= $3 per hour
1.Equity Theory
C. Positive Inequity
Self Other
$3
1 hour
= $3 per hour$2
1 hour
= $2 per hour
1.Equity Theory
Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company.
The Equity Process
1.Equity Theory
Equity Theory (cont’d)Conditions of and reactions to equity comparisons:
Feeling equitably rewarded. Maintain performance and accept comparison as fair
estimate.
Feeling under-rewarded - try to reduce inequity.
Change inputs by trying harder or slacking off. Change outcomes by demanding a raise. Distort the ratios by altering perceptions of self or of
others. Leave situation by quitting the job. Change comparisons by choosing another object
person.
1.Equity Theory
2.Expectancy Theory
Motivation depends on how much we want something and how likely we are to get it.
Assumes that: Behavior is determined by a combination of personal
and environmental forces. People make decisions about their own behavior in
organizations. Different people have different types of needs,
desires, and goals. People choose among alternatives of behaviors in
selecting one that leads to a desired outcome.
Elements of Expectancy Theory
Effort-to-Performance Expectancy
The individual’s perception of the probability that
effort will lead to a high level of performance.
Performance-to-Outcome Expectancy
The individual’s perception of the probability that
performance will lead to a specific outcome, or
consequence or reward in an organizational setting.
2.Expectancy Theory
EffortEffort PerformancePerformance Outcomes (pay, recognition, etc)
Outcomes (pay, recognition, etc)
E -> P expectancyProbability that effort will
lead to desired performance
E -> P expectancyProbability that effort will
lead to desired performance
P -> O expectancyProbability that performance will produce desired outcome
P -> O expectancyProbability that performance will produce desired outcome
Valence(value of outcomes)
Valence(value of outcomes)
Major Elements of Expectancy Theory
2.Expectancy Theory
3.Goal-Setting Theory
Assumptions :
Behavior is a result of conscious goals and
intentions.
Setting goals influences the behavior of
people in organizations.
Characteristics of Goals Goal difficulty
Extent to which a goal is challenging and requires effort. People work harder to achieve more difficult goals. Goals should be difficult but attainable.
Goal specificity Clarity and precision of the goal. Goals vary in their ability to be
stated specifically.
Acceptance The extent to which persons
accept a goal as their own.
Commitment The extent to which an individual is
personally interested in reaching a goal.
3.Goal-Setting Theory
SSpecific
MMeasurable
AAttainable
RResults oriented
TTime bound
3.Goal-Setting Theory
Part 4
Job Design For MotivationJob design approachesJob characteristics modelCase study :Process Flowchart as a tool for Job Design to Enhance Motivation
Job design:
Definition: the application of motivational theories to the structure of work for improving productivity & satisfaction.
Approaches to job design are generally classified as:
1) Job simplification2) Job rotation3) Job enlargement4) Job enrichment
Job Design For Motivation
1)Job simplificationA job design whose purpose is to improve task efficiency by reducing the
number of tasks a person must do.
Job Design For Motivation
3)Job enlargement A job design that combines a series of tasks into
a new broader job to give employees varieties and challenge.
2)Job rotationA job design that systematically moves employees from one
job to another to provide them with varieties and stimulation.
4)Job enrichmentA job design that incorporates achievement,
recognition and other high level motivators into the work.
Job design approaches:Job design approaches:
Core Job Dimensions
Skill VarietyTask IdentityTask Significance
Autonomy
Feedback
Critical physiological states
Critical physiological states
Experienced meaningfulness of the work
Experienced responsibility for outcomes of the work
Knowledge of the actual results of the work activities
Personal & Work outcomes
Personal & Work outcomes
High internal work motivation
High quality work performance
High satisfaction with the workLow absenteeism & turnover
Employee Growth / Need Strength
Job characteristics model:
Process Flowchart as a tool for Job Design to Enhance Motivation
MacDonald's Process Description
Motivation starts with Hiring
Flexible schedules = Freedom + free uniforms = $$$$$ + 50% off meals = $$$$$ + working with your friends = Priceless
= the perfect job
Part 5
Reinforcement ToolsReinforcement ScheduleInnovative ideas for
motivation
Reinforcement ToolsReinforcement ScheduleInnovative ideas for
motivation
Why we need an extrinsic motivation?
Reinforcementtools
Positive Extinction Punishment Negative“avoidance learning”
“ the CARROT & the STICK”
PraiseRaise
promotion
Reinforcement
TOOLS
Reinforcement
TOOLS
Positive & Extinction
Reinforcement
Positive & Extinction
Reinforcement
Positive & Negative
Reinforcement
Positive & Negative
Reinforcement
Punishment & Extinction
Reinforcement
Punishment & Extinction
Reinforcement
Common myths about employees motivation
I. Continuous Reinforcement • Every desired behavior is reinforced
• Effective in the early stage of learning a new type of behavior
II. Partial Reinforcement •Where it is impossible to reinforce every correct
behavior so partial reinforcement schedules are more effective for maintaining behavior over extended time period .
Reinforcement Schedules
Reinforcement Schedules
Innovative ideas for motivation
1.Pay for performance “merit
pay” .
2.Gain sharing .
3.Employee stock ownership plan .
4.Pay for knowledge .
5.Flexible work schedule .
6.Lifestyle awards.
Innovative ideas for motivation
Empowering people to meet higher needs.To shift the power down & share it with employees to meet their higher level–need
.
1.Employees receive information about company performance.
2.Employees have knowledge & skills to contribute to company goals .
3.Employees have the power to make substantive decision .
4.Employees are rewarded based on company performance .
Innovative ideas for motivation
Giving meaning to work
“Purpose-Driven “ is a shared
characteristics in the most successful
companies where people have the sense
of “what they are doing matters & makes
a positive difference in the world”
What you believe, you can achieve.
Say THANK YOU ----The easiest, least expensive way to motivate workers is often overlooked
"When you come to the end of your rope, tie a knot and hang on. "
Franklin D. Roosevelt
People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily.Zig Ziglar
What you believe, you can achieve.
Say THANK YOU ----The easiest, least expensive way to motivate workers is often overlooked
"When you come to the end of your rope, tie a knot and hang on. "
Franklin D. Roosevelt
People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily.Zig Ziglar
Motivation
Saying & Quotes
Motivation
Saying & Quotes
Thank you for listeningThank you for listening
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