motivation.ppt + + +

8/13/2019 Motivation.ppt + + +

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MOTIVATIONGroup 2

Presented by:Karl Nikko BadenasKriselden BagbagayJoy CortezJade BasillioAllen Nette Paredes


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ORIGIN OF MOTIVATION

What is MOTIVATION??!


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MOTIVATION = MOTIVATE = MOTION Motive

Moves a person to behave a certain ways Latin word Motivus which means what makes

you do something or makes you move.


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MOTIVATION

Willingness to EXERT EFFORT to achieve aGOAL or OBJECTIVE for REWARD.

The process by which a persons efforts areenergized, directed, and sustained towardsattaining a goal.


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MOTIVATION

Motivating is the management process ofinfluencing peoples behavior based on thisknowledge of what makes people tick.


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Characteristic of MOTIVATED INDIVIDUAL They are goal directed behaviors motivated

individuals keep working until they reach their

goal. They vary from time to time and one individual to

the next.

If an individual varies the behavior and persistsuntil reaching a goal, it is a motivated behavior.


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CLASSIFICATION OF MOTIVES


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Classification of Motives

POSITIVE MOTIVATION a human relations or leadership approach

whereby subordinates enthusiastically follow theleaders will because of some possible gain,reward or satisfaction they expect to get such asfeeling of achievement, sense of responsibility,promotion etc.


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NEGATIVE MOTIVATION influences others to follow the leaders will, but

not because of any expected advantage but of fearof punishment or the application of certainsanctions such as losing some money or status,recognition, or even ones job.


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INTRINSIC MOTIVATION This refer to doing something because it is

inherently interesting or enjoyable. a motivation to do an act for its own sake.


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EXTRINSIC MOTIVATION This refers to doing something because it leads to

a separable outcome. is based on the reinforcements and punishments

that may follow an action.


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The Motivational Theory

describe what human beings are andwhat human beings can become

considering how the needs are met andcan be better met in work


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The Traditional Model of Motivation

Associated with Frederick Taylor. Managers determine the most efficient way to

perform repetitive tasks and motivate workerswith a system of wage incentives.


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The Traditional Model of Motivation

The assumption was that workers are lazy and could only be motivated by

money.


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The Human Relations Model

Associated with Elton Mayo. Boredom and repetitiveness of many tasks

actually reduces motivation while socialcontact help create and sustain motivation.

Leaders motivate employees/subordinates byacknowledging their social needs and bymaking them feel useful and important.


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Comparison of Traditional to Human RelationsModel:

Traditional Model: Accept management authorityin return for high wages

Human Relations Model: Accept management

authority because they are treated with consideration.


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Tradition Model View: The THEORY X:

Holds that people have an inherent dislike of work Although workers may view it as a necessity, they will

avoid it whenever possible. The view is that leaders must push subordinates to

work.


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The Theory X: Most people are not ambitious, have little desire

for responsibility, and prefer to be directed.

Motivation occurs only at the physiological andsecurity levels of Maslows Needs of Hierarchy Most people are self-centered Most people resist change Most people are gullible and unintelligent


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The Human Relations View: The Theory Y:

Holds that work is as natural as play or rest. Capacity to accept, even seek responsibility and supply

imagination ingenuity and creativity to organizationalproblem.

This is achieved by participative management.


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The Theory Y: Most people can handle responsibility because

creativity and ingenuity are common in the

population. McGregor stressed that Theory Y management

does not imply a soft approach.

The higher-level needs of esteem and self-actualization are continuing needs in that they arenever completely satisfied


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THE NEED THEORY

Focuses on what people require to livefulfilling lives

An individual is motivated when he/she hasnot yet attained certain levels of satisfactionwith his or her life.

A satisfied need is no longer a motivator.


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THE NEED THEORY

Maslows Hierarchy of Needs ERG Theory

Three Need Theory


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MASLOWS THEORY???


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The ERG Theory

Developed by Clayton Alderfer. Three Categories:

Existence Relatedness Growth

When higher needs are frustrated, lower needs willreturn even though they were already satisfied.

Maslow believed that once a need is satisfied, itloses its power to motivate behaviour.


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THE NEED THEORY

THREE NEED THEORY Developed by David Clarence Mc Clelland in his

motivational work Needs may characterize an individuals behavior in

being motivated and motivating others


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According to the Three Need Theory Need for achievement ( n-Ach) Need for affiliation (n-Aff) Need for power (n-Pow)


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n-Ach

High connection between high achievementand high performance

Found among people who are in competitiveoccupations

May reside among managers and nonmanagers


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n-Aff

Need for close association , for friendlyrelationships and towards interaction withother people

Affiliation drivers motivates the need to beliked and held popular regard

Known as team players


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N-Pow

Deals with the need to be in control oversituations

Authority motivated; need to be influential,effective and to make an impact


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THE EQUITY THEORY

Developed by John Stacey Adams in 1962 Refers to not the actual reward that

motivates, but the perception, and theperception is based not on the reward inisolation, but in comparison with the effortsthat went into getting it, and the rewards and

efforts of others.


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THE EQUITY THEORY

The individuals evaluation of the equity orfairness of rewards received is a majormotivator.

Individuals are motivated when there issatisfaction with what they receive inproportion to what effort they apply/applied.


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THE EXPECTANCY THEORY

M=E*I*V Whereas

M=Motivation E=Expectancy I=Instrumentality V=Valence

A FORMULA!!!! :D :D :D


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Valence is the strength of an employees preferencefor a particular outcome or reward. Valence is themotivating power of a specific outcome.

Expectancy is the strength of belief that the relatedeffort will result in a certain performance level

Instrumentality is the relationship betweenperformance and rewards.


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Outcomes may be intrinsic rewards or extrinsic Managers should pay attention simulataneously to a

number of factors in dealing with their employee.


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THE REINFORCEMENT THEORY

Associated with B.F. Skinner and others This theory shows how the consequences of past

behavior affect future actions in a cyclical learning

process


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STOP!!!! RULES!!!! Dont reward all individuals equally. Rewards should be based

on performance. Be aware that failure to respond can also modify behavior. Be sure to tell individuals what they can do to get

reinforcement; set a performance standard Be sure to tell individuals what they are doing wrong Dont PUNISH in front of others.

Be fair;consequences of behavior should be appropriate


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GOAL SETTING THEORY

Individuals focus on the process of setting goalsthemselves

Individuals are motivated when they behave in ways

that move them to certain clear goals that theyaccept and can reasonably expect to atain.

Goal-setting goes with expectancy theory andreinforcement theory


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MANAGEMENT BY OBJECTIVES


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MANAGEMENT BY OBJECTIVES

This MBO concept was popularized by PeterDrucker.

It suggests that objectives should not beimposed on subordinates but should bedecided collectively by a concerned with themanagement.

It is a demanding and rewarding style ofmanagement.


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MBO is based on the assumption that peopleperform better when they know what is expected ofthem and can relate their personal goals to

organizational objectives. MBO involves the establishment of goals by

managers and their subordinates acting together,specifying responsibilities and assigning authority for

achieving the goals and finally constant monitoringof performance.


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FEATURES OF MBO

Superior-subordinate participation: MBO requires the superior and the subordinate to

recognize that the development of objectives is a

joint project/activity.


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Joint goal-setting: examined both by the superior and the

subordinate that goals are realistic and attainable. the goals are to be decided jointly through the

participation of all.


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Joint decision on methodology: MBO focuses special attention on what must be

accomplished (goals) rather than how it is to be

accomplished (methods). The superior and the subordinate mutually devise

methodology to be followed in the attainment ofobjectives.


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Makes way to attain maximum result: MBO is a systematic and rational technique that

allows management to attain maximum results

from available resources by focusing on attainablegoals.

It permits lot of freedom to subordinate to makecreative decisions on his own.


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STEPS IN MANAGEMENT by OBJECTIVESPLANNING

Goal setting: The first phase in the MBO process is to define the

organizational objectives. These are determined by the top management

and usually in consultation with other managers. Once these goals are established, they should be

made known to all the members.


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Manager-Subordinate involvement: the subordinates work with the managers to

determine their individual goals.


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Matching goals and resources: Management must ensure that the subordinates

are provided with necessary tools and materials to

achieve these goals


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Implementation of plan: After objectives are established and resources are

allocated, the subordinates can implement the

plan. If any guidance or clarification is required,they can contact their superiors.


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Review and appraisal of performance: This step involves periodic review of progress

between manager and the subordinates. Such reviews would determine if the progress is

satisfactory or the subordinate is facing someproblems.


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References: http://www.analytictech.com/mb021/motivation.htm http://godwillbegod.com/blog/beyond-belief/a-brief-history-

of-motivation-and-possibly-god http://mmrg.pbworks.com/f/Ryan,+Deci+00.pdf http://jfb.gov.jm/PDF/motivate.pdf http://smallbusiness.chron.com/definition-organizational-

management-37684.html

http://kalyan-city.blogspot.com/2010/06/management-by-objectives-mbo-peter.html

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