Motivation and Leadership
Motivation and its factors:
What is Motivation?
Motivation is define as if you want more of something in a company, simply offer greater
rewards for that behavior. If you want less of an activity in the workplace, simply pull back on
the rewards or increase the punishment or disapproval for that behavior. People respond to
incentives.
Affecting factors of motivation
• leadership style
• the reward system
• the organizational climate
Motivation theory:
Content theory:
Following are the four content theories
Maslow’s need theory:
Self-actualization
Esteem
Belongings
Safety
Psychological
Herzberg’s motivation theory:
Herzberg related job satisfaction to five factors
• achievement
• recognition
• work itself
• responsibility
• advancement
McClelland’s need theory:
McClelland believes that these three needs are learned, primarily in childhood. But he also
believes that each need can be taught, especially nacho. McClelland’s research is important
because much of current thinking about organizational behavior is based on it
Three believes in McClelland’s need theory
• They feel personally responsible for completing whatever tasks they are assigned.
• They like situations where the probability of success is moderate.
• They have very strong desires for feedback about how well they are doing.
Alderfer’s ERG theory:
An illustration shows Alderfer’s ERG that categorizes Meslow’s hierarchy of needs into three
groups of needs.
Alderfer’s ERG needs
Existence needs include physiological and material safety needs.
Relatedness needs include all of Maslow’s social needs, plus social safety and social
esteem needs.
Growth needs include self-esteem and self-actualization needs.
Two process motivation theory:
Process theories of motivation try to explain why behaviors are initiated. These theories focus on
the mechanism by which we choose a target, and the effort that we exert to “hit” the target.
• Equity
• Expectancy
Equity:
Suppose you are paid $ 10 to work as an office assistant. You held this job for 6 months. You are
very good at what you do, facilitate the things around you in a constructive way and you are a
good colleague who is willing to help others.
Expectancy:
The individual believes that high levels of effort lead to results of interest such as performance or
success. This is h. For example, do you believe that the effort you put into the classroom is
relevant to doing well in that classroom? If you do, you are likely to try more.
Reinforcement:
Reinforcement is used in the context of behavioral analysis and in a specific type of intentional
behavior change called operative conditioning. It is the process of increasing the occurrence of
(measurable) behavior.
Positive and negative reinforcement:
In reinforcement, the rate of target behavior is increased by giving a reward (positive
reinforcement) or by removing an unpleasant impulse (negative reinforcement) immediately after
each occurrence of the behavior.
Reinforcement as a management tool:
In the management context, certification includes salary increases, bonuses, promotions, variable
income, flexible working hours, and paid subtitles. A particularly positive-reinforcement
technology incentive program is a formal scheme used to motivate or motivate employees to
define specific tasks, behaviors or outcomes over time.
Four steps of giving praise model:
Make it clear who the praise is.
Identify the specific power or skill used.
Explain the overall benefit to you and the company.
Give appropriate follow-up.
Four parts of writing objectives model:
By using this principle, you can create clear and effective goals. It consists of four main
elements:
(a) Audience
(b) Behavior
(c) Status
(d) Degree.
Three steps of managing by objectives (MBO):
Following are the steps using in MBO
1. Monitor.
2. Evaluate Performance.
3. Reward Performance.
Ways to enrich, design and simplify jobs:
Job design logically follows job analysis. Job analysis provides job-related data and at the same
time expects the skills and knowledge needed to quit the job. Job design involves organizing
tasks, duties and responsibilities as a unit to achieve certain goals. Job design is the process of
determining the job's duties and responsibilities, processes used in the job, and the relationships
that exist for the job holders and for him. The main goal of job design is to integrate the needs of
the people and the organization. Job satisfaction in terms of interest is challenge and
achievement in the needs of employees. Organizational requirements include high productivity,
technical efficiency and quality of work.
Possible limitations of motivation theories outside North America:
The disadvantage of this theory is that causal factors may change over the course of a person's
lifetime. For example, a small employee sees job security as a hygiene factor, while an older
employee who relies more on his job sees it as a motivator. This fails to explain why some
people ignore the lower requirements for higher needs, such as when they choose to pay bills for
vacation. This requires a steady supply of incentives. In addition, the incentives are universally
required under the system. This theory fails to provide any intrinsic motivation for people to be
personally motivated.
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