By: Jillian Fagan and Kathleen Edwards

Slides:

Advertisements

Similar presentations

Motivation Organizational Behaviour Lecture No. 13 Zain Ul Abideen.

Advertisements

EQUITY THEORY This process theory focuses on workers' perceptions of the fairness of their work outcomes and inputs. Specifically they strive to maintain.

Introduction Work motivation can be described as „the desire to take action.“ Definition: „[…]psychological processes that direct, energize and maintain.

Chapter 5 Motivation at Work Nelson & Quick

© 2005 Prentice-Hall, Inc. 7-1 Chapter 7 Motivation.

Chapter 6 Work Motivation

Motivation II: Equity, Expectancy, and Goal Setting

MOTIVATION. People are needing animals. “Motivation should be identify people needs.”

© 2007 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Walker: Introduction to Hospitality Management, 2 nd edition Chapter 18 Human.

 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 5 Foundations of employee.

Theories of Employee Motivation Dionne Roberson Chapter 8.

Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.

Motivation Section 5 Why are people motivated to do those things? VIDEOVIDEO.

4-2 Motivation in Theory: What Makes Employees Try Harder Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational.

© 2008The McGraw-Hill Companies, Inc. All rights reserved. Foundations of Motivation Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.

Motivating Employees: Achieving Superior Performance in the Workplace

BA 101 Introduction to Business

Motivating for Performance Chapter Thirteen Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior.

6-1©2005 Prentice Hall Understanding and Managing Organizational Behavior 4th Edition 6: The Nature of Work Motivation Chapter 6: The Nature of Work Motivation.

Motivation: Equity, expectancy, goal setting Chapter 7.

© 2012 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 5 Motivation Theories

© 2011 Cengage Learning. All rights reserved. Chapter 5 Motivation at Work Learning Outcomes 1.Define motivation and articulate different views of how.

1 MOTIVATION. 2 MOTIVATION n Force within an individual that initiates and directs behavior n Motivation is inferred and cannot measured n Behavioral.

Part Chapter © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill Motivating People 3 Chapter 10.

Les Affaires Français Chapter 7; Motivation II: Equity, Expectancy, and Goal Setting.

Motivation Leslie Radford. Prentice Hall, 2001Chapter 62 What Is Motivation? Direction Persistence Intensity.

Motivation Through Equity, Expectancy, & Goal Setting

Motivation and Performance chapter thirteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Equity Theory HRMOB 570. Basic Tenets Comparisons between self and others People balance what they put into a job with what they get out of it Am I receiving.

Copyright © Cengage Learning. All rights reserved Contemporary Views on Motivation Equity Theory –People are motivated to obtain and preserve equitable.

What is motivation? What can we learn from the needs theories of motivation? Why is the equity theory of motivation important ? What are the insights.

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Foundations of Employee Motivation C H A P T E R 5.

Discuss the role of perceived inequity in employee motivation. Describe the practical lessons derived from equity theory. Explain Vroom’s expectancy theory.

Service Operations Management: The total experience

Motivation of Individuals

Motivation Through Equity, Expectancy, & Goal Setting

Motivation Leslie Radford.

Chapter 5 Nelson & Quick Motivation at Work.

Chapter 5 Motivation at Work

Motivate & Engage people

Chapter 6 work motivation Michael A. Hitt C. Chet Miller

Process or Cognitive Theories of Motivation

MOTIVATION THEORIES McGregor’s Theory ‘X’ Theory Y

Motivation II: Equity, Expectancy, and Goal Setting

Equity Theory How do you know if you are fairly paid/compensated at work? Perceived outcomes (what we get) from a job in relation to what we put into it.

MHR 6500: Managing Individuals & Groups

Motivation at Work.

Chapter 16 Motivating Employees.

Chapter 5 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Motivation at Work.

קורס פיננסי – מושגים פיננסיים / כלכליים

Motivation Any influence that triggers, directs or maintains behavior

Chapter 13 Motivation MGMT7 © 2014 Cengage Learning.

Motivating Employees Nickels 6e/Copyright © 2007 McGraw-Hill Ryerson.

Service Operations Management: The total experience SECOND EDITION

Motivation and Empowerment

Motivation Chapter Four.

Equity Theory How do you know if you are fairly paid/compensated at work? Perceived outcomes (what we get) from a job in relation to what we put into it.

Motivation and Empowerment

Motivation and Empowerment

Motivating for Performance

Motivation and Empowerment

What is Motivation? Forces coming from within a person that account for the willful direction, intensity, and persistence of the person’s efforts toward.

At work ,at home, in life, the one thing everyone needs…

Motivation Any influence that triggers, directs or maintains behavior

Chapter 12 Motivation.

STRONG LEADERSHIP.

Presentation transcript:

By: Jillian Fagan and Kathleen Edwards Chapter 6 Part 2 By: Jillian Fagan and Kathleen Edwards

Motivators and Hygiene factors Question #1 Herzbergs 2-Factor theory: What are the 2 factors that were mentioned in Class today? Motivators and Hygiene factors

Expectancy Theory increases Valence by what? Question #2 Expectancy Theory increases Valence by what? a. By providing outcomes that are highly valued b. By not providing outcomes c. By providing outcomes that are moderately valued

Equity Theory My Outcomes Other’s Outcomes vs. My inputs Other’s Inputs Comparing what you put in and what you receive vs. what someone else put in and what they receive. Can be both positive and negative.

Motivation 3 main aspects: Rewards are important Human nature doesn’t change Leave room for errors

Rewards are Important Goals must be set Bonuses Words of affirmation

Example Of Rewards Class

Human Nature Doesn’t Change Different personalities are motivated in different ways Sensitives –motivated to resolve any inequity – favorable or unfavorable Benevolents – tolerant of inequity that is unfavorable but not comfortable with inequity that favors them Entitleds – do not tolerate unfavorable inequity but are comfortable with inequity that favors them Ex. When motivating someone with a sensitive personality it is important to give them exactly what they deem to be fair.

Leave Room for Errors Have a back up plan Encourage better performances Give direction and flexibility

Important Information Conclusion Important Information It is important to recognize that not everyone is the same, nor or companies. What may work for one person or one company may fail at another.

Work Cited "Refresh Articles ." Motivation In The Workplace. N.p., n.d. Web. 25 Oct 2010. <http://www.refresharticles.com/articles/inspirational/motivation_in_the_workplace.txt>.