Motivation- lecture 5[1] 大学课件
合集下载
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Make staff work willingly and effectively
Motivation and organization (2)
The best company – their staff feel motivated and valued
The poor performance company
How do managers act differently in believing theory X comparing Theory Y?
Process theories
Expectancy- based model
(Vroom, 1964)
Equity theory
(Adams, 1965)
Motivation theories
Types of the motivation theories Content theories Process theories
Content theories
Maslow’s hierarchy of needs model Herzberg’s two-factor theory Alderfer’s modified need hierarchy
Herzberg’s two-factor theory
Herzberg (1959): interview study with 203 accountants and engineers
Used the critical incident method to analyzed the data
The relationship between the organisation and its members is influenced by what motivates them to work
The manager need to know how best to motivate staff and direct their performance
Two factors in relation to job satisfaction
◦ Maintenance factors (Hygiene factors) ◦ Growth factors
Herzberg’s two-factor theory
Maintenance factors (Hygiene factors)
more than anything else Most people primarily motivated by
money, but not exclusively!! Motivation other than by money –
diverse workforce / different needs
Fairness in comparison with other influences motivation
People like to be treated fairly and compare what they put into a job (efforts, skills, knowledge etc.)
The Theory X
The average human being has an inherent dislike of work
Most people must be controlled/ threatened with punishment
The average of human being prefers to be directed, to avoid responsibility
frustration/regression process – low need level is focused
Alderfer’s model
Tips to the managers
“ If a person’s needs at a particular level are blocked ten attention should be focused on the satisfaction of needs at the other levels”
Motivation is Typified as an individual phenomenon,
but concern with internal and external forces Described as intentional: efforts affect choices of action Multifaceted
◦ What get people activated (arousal) ◦ The force of an individual to engage in desired
behaviour (the choice of behaviour)
Motivation and organization (1)
performance Specific goal lead to high performance
Input (A) Input (B) reward (A) Reward (B)
Goal-Setting Theory (Locke, 1968)
Motivation is influenced by goal difficulty Challenging goals le to higher level
◦ Low motivation ◦ Lack of attention to quality ◦ A poor sense of belonging ◦ People feel undervalued ◦ Unwillingness to see a job well done
Motivation to work
The Theory Y
The expenditure of physical and mental work effort in work is as nature as play
People will exercise self-direction and self-control
The average human being learns, not just accept, also responsibility
Introduction to Management
Motivation
December 2010
Outlines
Understanding the concept of motivation Motivation and organisational
performance Content theories of motivation Process theories of motivation
satisfy more than one need Maslow viewed satisfaction as the main
motivational outcome of behaviour. But job satisfaction doe not lead to improvement work performance
Modified need hierarchy model Condense Maslow’s 5 levels of needs into
3 levels
◦ Existence needs ◦ Relatedness needs ◦ Growth needs
Needs are more a continuum than hierarchical levels More than one need may be achieved at same time Individual may progress down the hierarchy due to
Goal theory
(Locke, 1968)
Leabharlann Baidu
Expectance Theory (Vroom, 1964)
Focus on the thinking process people use to achieve rewards
Motivation depends on a person’s belief in the probability – effort will led to good performance
Theory X and Theory Y
Developed by Douglas McGregor (1960) Believe in managers attempt to influence
other they acted on their assumptions about how people will react. Help to reach a managerial decision Tow sets of assumptions underlying management practice
Why do people do what they do? People’s behaviour is determined by what
motives them. Performance = function (ability x
motivation)
Characteristics of motivation
model Theory X and theory Y
Abraham Maslow Hierarchy of Needs (1943)
Money as a motivator
Believe in economic needs motivation Economic concept of motivation What workers wanted was high wages –
Economic reward
◦ Pay ◦ pension rights
Intrinsic satisfaction
◦ Interest in the job ◦ Personal growth
Social relationships
◦ Friendships ◦ Group working
“Shoot for the moon. Even if you miss, you'll land among the stars”.
Definition
Motivation refers to the forces within or beyond a person that arouse and sustain their commitment to a course of action.
The good performance will lead to an outcome they value
In organisational practice, managers should establish the rewards people value
Equity Theory (Adams, 1965)
Criticism of Maslow’s model
Staff do not necessarily satisfy their needs Individual differences mean that people
place different values on the same needs Some rewards or outcomes at work
◦ Salary ◦ Job security ◦ Working conditions ….
Growth factors
◦ Sense of achievement ◦ Recognition ◦ Personal growth and advancement …
Alderfer’s model (1972)
Motivation and organization (2)
The best company – their staff feel motivated and valued
The poor performance company
How do managers act differently in believing theory X comparing Theory Y?
Process theories
Expectancy- based model
(Vroom, 1964)
Equity theory
(Adams, 1965)
Motivation theories
Types of the motivation theories Content theories Process theories
Content theories
Maslow’s hierarchy of needs model Herzberg’s two-factor theory Alderfer’s modified need hierarchy
Herzberg’s two-factor theory
Herzberg (1959): interview study with 203 accountants and engineers
Used the critical incident method to analyzed the data
The relationship between the organisation and its members is influenced by what motivates them to work
The manager need to know how best to motivate staff and direct their performance
Two factors in relation to job satisfaction
◦ Maintenance factors (Hygiene factors) ◦ Growth factors
Herzberg’s two-factor theory
Maintenance factors (Hygiene factors)
more than anything else Most people primarily motivated by
money, but not exclusively!! Motivation other than by money –
diverse workforce / different needs
Fairness in comparison with other influences motivation
People like to be treated fairly and compare what they put into a job (efforts, skills, knowledge etc.)
The Theory X
The average human being has an inherent dislike of work
Most people must be controlled/ threatened with punishment
The average of human being prefers to be directed, to avoid responsibility
frustration/regression process – low need level is focused
Alderfer’s model
Tips to the managers
“ If a person’s needs at a particular level are blocked ten attention should be focused on the satisfaction of needs at the other levels”
Motivation is Typified as an individual phenomenon,
but concern with internal and external forces Described as intentional: efforts affect choices of action Multifaceted
◦ What get people activated (arousal) ◦ The force of an individual to engage in desired
behaviour (the choice of behaviour)
Motivation and organization (1)
performance Specific goal lead to high performance
Input (A) Input (B) reward (A) Reward (B)
Goal-Setting Theory (Locke, 1968)
Motivation is influenced by goal difficulty Challenging goals le to higher level
◦ Low motivation ◦ Lack of attention to quality ◦ A poor sense of belonging ◦ People feel undervalued ◦ Unwillingness to see a job well done
Motivation to work
The Theory Y
The expenditure of physical and mental work effort in work is as nature as play
People will exercise self-direction and self-control
The average human being learns, not just accept, also responsibility
Introduction to Management
Motivation
December 2010
Outlines
Understanding the concept of motivation Motivation and organisational
performance Content theories of motivation Process theories of motivation
satisfy more than one need Maslow viewed satisfaction as the main
motivational outcome of behaviour. But job satisfaction doe not lead to improvement work performance
Modified need hierarchy model Condense Maslow’s 5 levels of needs into
3 levels
◦ Existence needs ◦ Relatedness needs ◦ Growth needs
Needs are more a continuum than hierarchical levels More than one need may be achieved at same time Individual may progress down the hierarchy due to
Goal theory
(Locke, 1968)
Leabharlann Baidu
Expectance Theory (Vroom, 1964)
Focus on the thinking process people use to achieve rewards
Motivation depends on a person’s belief in the probability – effort will led to good performance
Theory X and Theory Y
Developed by Douglas McGregor (1960) Believe in managers attempt to influence
other they acted on their assumptions about how people will react. Help to reach a managerial decision Tow sets of assumptions underlying management practice
Why do people do what they do? People’s behaviour is determined by what
motives them. Performance = function (ability x
motivation)
Characteristics of motivation
model Theory X and theory Y
Abraham Maslow Hierarchy of Needs (1943)
Money as a motivator
Believe in economic needs motivation Economic concept of motivation What workers wanted was high wages –
Economic reward
◦ Pay ◦ pension rights
Intrinsic satisfaction
◦ Interest in the job ◦ Personal growth
Social relationships
◦ Friendships ◦ Group working
“Shoot for the moon. Even if you miss, you'll land among the stars”.
Definition
Motivation refers to the forces within or beyond a person that arouse and sustain their commitment to a course of action.
The good performance will lead to an outcome they value
In organisational practice, managers should establish the rewards people value
Equity Theory (Adams, 1965)
Criticism of Maslow’s model
Staff do not necessarily satisfy their needs Individual differences mean that people
place different values on the same needs Some rewards or outcomes at work
◦ Salary ◦ Job security ◦ Working conditions ….
Growth factors
◦ Sense of achievement ◦ Recognition ◦ Personal growth and advancement …
Alderfer’s model (1972)