2. 1

3. 2 انگیزش (Motivation) ارائه دهنده : علیرضا الهی

4. 3 انگیزش چیست ؟

5. 4 Motivation An inner state of need or desire that activates an individual to do something that will satisfy that need or desire.

6. 5 انگیزش تمایل به انجام کار است و در گرو توانایی فرد بوده ، تا بدان وسیله نوعی نیاز تامین گردد. نیاز، نوعی کسر و کمبود روانی و فیزیولوژیک است که می تواند دستاورد خاصی را ایجاد نماید( رابینز ، 1997).

7. 6 اشتیاق برای اعمال تلاش بسیار برای رسیدن به اهداف سازمانی ، مشروط به کارآیی تلاش ها جهت ارضای نیاز فردی. سه عنصر کلیدی در این تعریف تلاش ، اهداف سازمانی و نیاز میباشند( رابینز، 1998).

8. 7 انگیزش عبارتست از حالتی درونی که انسان را به انجام فعالیت خاصی ترغیب می کند) هربرت جی هیکس، 1997 ) @ برخی از صاحبنظران ، انگیزه را همان نیاز، خواسته ، تمایل یا نیروی درونی می دانند که افراد را برای انجام کار راغب می سازد( هرسی و بلانچارد). @@ برخی نیز انگیزه را باعث و علت رفتار انسان می دانند و معتقدند که هر عملی که فرد انجام میدهد در اثر وجود انگیزه یا نیازی است که محرک وی برای انجام آن عمل است.

9. 8 برخی هدف ها را با انگیزه ها اشتباه می گیرند و آن ها را یکی می دانند، در حالیکه هدف ها جنبه خارجی و انگیزه ها جنبه درونی دارند. در حقیقت هدف ها از این جهت مورد توجه قرار می گیرند تا وضعی بوجود آورند تا انگیزه های فرد ارضا شود.

10. 9 MOTIVATION means n To stimulate n To impel n To move n To induce

11. 10 فرآیند اصلی انگیزش تنش انگیزه کوشش رفتاری نیازهای ارضا شده نیازهای ارضا نشده کاهش تنش

12. 11 نمای یک وضعیت انگیزشی انگیزه هدف رفتار فعالیت معطوف به هدف فعالیت هدف

13. 12 Classical Theory Theory holding that workers are motivated solely by money

14. 13 نظریه های انگیزش

15. 14 طبقه بندی نظریه های انگیزش تئوری های محتوایی (content theories ) تئوری های فرآیندی (process theories) نظریه های نخستین نظریه های نوین

16. 15 Motivation Theories Content Motivation Theories n Theories that focus on factors within a person that: –Energize behavior –Direct behavior –Sustain behavior –Stop behavior –These factors can only be inferred Content Motivation Theories n Theories that focus on factors within a person that: –Energize behavior –Direct behavior –Sustain behavior –Stop behavior –These factors can only be inferred Process Motivation Theories n Theories that describe and analyze how behavior is: –Energized –Directed –Sustained –Stopped Process Motivation Theories n Theories that describe and analyze how behavior is: –Energized –Directed –Sustained –Stopped

17. 16 Content Theories of Motivation Founders of the Theories n Maslow – five-level need hierarchy n Alderfer – three-level hierarchy (ERG) n Herzberg – two major factors (hygienes and motivators) n McClelland – three learned needs acquired from the culture Founders of the Theories n Maslow – five-level need hierarchy n Alderfer – three-level hierarchy (ERG) n Herzberg – two major factors (hygienes and motivators) n McClelland – three learned needs acquired from the culture Managerial Application n Managers need to be aware of differences in needs, desires, and goals because each individual is unique in many ways Managerial Application n Managers need to be aware of differences in needs, desires, and goals because each individual is unique in many ways

18. 17 Process Theories of Motivation Founders of the Theories n Vroom – an expectance theory of choices n Adams – equity theory based on comparisons that individuals make n Locke – goal-setting theory (goals and intentions are the determinants of behavior) Founders of the Theories n Vroom – an expectance theory of choices n Adams – equity theory based on comparisons that individuals make n Locke – goal-setting theory (goals and intentions are the determinants of behavior) Managerial Application n Managers need to understand the process of motivation and how individuals make choices based on preferences, rewards, and accomplishments Managerial Application n Managers need to understand the process of motivation and how individuals make choices based on preferences, rewards, and accomplishments

19. 18 MASLOW- FIVE LEVEL NEED HIERARCHY

20. 19

21. 20 Human Resources Model ( Theory X & Theory Y) Douglas McGregor (1960) Individual management philosophy reflects one of two sets of assumptions about workers The two sets were called Theory X and Theory Y

22. 21 Theory X Workers Dislike Work Avoid Responsibility Little Ambition Theory Y Workers Enjoy Work Accept Responsibility Self-Directed

23. 22 Theory X n People basically dislike work and avoid it where possible n People have to be closely supervised and threatened with punishment n Most people prefer to be told what to do, have little ambition, and want security n Most people have little creativity n Most people have limited intellectual potential

24. 23 Theory Y n Most people find work natural as play or rest and develop an attitude based upon their experience with it n People respond better with rewards than punishment n People will seek out responsibility n People possess a high degree of imagination n People have high intellectual potential

25. 24 Herzberg’s Two-Factor Theory Extrinsic Conditions: Dissatisfiers or Hygienes n Salary n Job security n Working conditions n Status n Company procedures n Quality of technical supervision n Quality of interpersonal relations among peers, with superiors, and subordinates Extrinsic Conditions: Dissatisfiers or Hygienes n Salary n Job security n Working conditions n Status n Company procedures n Quality of technical supervision n Quality of interpersonal relations among peers, with superiors, and subordinates Intrinsic Conditions: Satisfiers or Motivators n Achievement n Recognition n Responsibility n Advancement n The work itself n The possibility of growth Intrinsic Conditions: Satisfiers or Motivators n Achievement n Recognition n Responsibility n Advancement n The work itself n The possibility of growth

26. 25 Maintenance Factors n Salary n Job Security n Working Conditions n Status n Company Policies n Quality of technical supervision n Interpersonal relationships among peers and supervisors

27. 26 Motivational Factors n Achievement n Recognition n Responsibility n Advancement n The work itself n Possibility of Growth

28. 27 Alderfer’s ERG Theory ExistenceExistence Growth RelatednessRelatedness

29. 28 Alderfer’s ERG Theory Alderfer proposes a hierarchy involving three sets of needs: 1. Existence: needs satisfied by such factors as food, air, water, pay, and working conditions 2. Relatedness: needs satisfied by meaningful social and interpersonal relationships 3. Growth: needs satisfied by an individual making creative or productive contributions

30. 29 The Theory of Needs DavidMcClelland The Theory of Needs DavidMcClelland Need for Achievement(nAch) Achievement(nAch) Power(nPow) Power(nPow) Affiliation(nAff) Affiliation(nAff)

31. 30 McClelland’s Learned Needs Theory Achievement (n Ach) McClelland contends that when a need is strong in a person, its effect is to motivate the person to use behavior that leads to its satisfaction. Affiliation (n Aff) Power (n Pow)

32. 31 Process Theories of Motivation Founders of the Theories n Vroom – an expectance theory of choices n Adams – equity theory based on comparisons that individuals make n Locke – goal-setting theory (conscious goals and intentions are the determinants of behavior) Founders of the Theories n Vroom – an expectance theory of choices n Adams – equity theory based on comparisons that individuals make n Locke – goal-setting theory (conscious goals and intentions are the determinants of behavior) Managerial Application n Managers need to understand the process of motivation and how individuals make choices based on preferences, rewards, and accomplishments Managerial Application n Managers need to understand the process of motivation and how individuals make choices based on preferences, rewards, and accomplishments

33. 32 Goal Setting Theory n Higher performance can be achieved by –Setting goals that are » Specific, rather than vague » Difficult, but achievable, rather than easy –Giving feedback, rather than no feedback n Effectiveness of theory depends on –Commitment to goal –Self-efficacy

34. 33 Goal Setting: Key Concepts Goal setting The process of establishing goals Goal Specific target that a person, team, or group is attempting to accomplish Goal specificity Degree of quantitative precision (clarity) of the goal Goal difficulty Level of performance required to achieve the goal Goal intensity Process of setting the goal or of determining how to reach it Goal commitment Amount of effort used to achieve a goal

35. 34 The Expectancy Model of Motivation EffortPerformance E P expectancy Perceived probability of successful performance, given effort P O expectancy Perceived probability of receiving an outcome, given successful performance Instrumentality Perceived probability of a first-level outcome leading to a second-level outcome Second-level outcomes, each with valence First-level outcomes, each with valence Outcome A (extrinsic) Outcome B (extrinsic) Outcome C (intrinsic) Outcome D Outcome E Motivation is expressed as follows: M = [E  P]  P  O) (V)]

36. 35 Equity Theory Outcomes self Outcomes other Inputs self Inputs other

37. 36 < Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B = > Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent. Equity Theory

38. 37 Performance Education Organizational Level Tenure/Seniority Gender Social Reward Benefits Recognition Actual Pay Perks INPUTSOUTCOMES Equity Theory of Motivation

39. 38 An Integrative Model of Motivation Personal Goals Personal Goals Individual Performance Individual Performance Individual Effort Individual Effort Goals Direct Behavior Goals Direct Behavior High nAch High nAch Ability Opportunity Performance Appraisal Criteria Performance Appraisal Criteria Performance Appraisal System Performance Appraisal System Reinforcement Dominant Needs Dominant Needs Equity Comparison O I A I B Equity Comparison O I A I B Organization Rewards Organization Rewards

40. 39 PAY ATTENTION : Motivation Theories Are Culture Bound

41. 40 بررسی نظریه مازلو با توجه به فرهنگ

42. 41  در کشوری مثل آمریکا که تاکید زیادی بر فردگرایی و مرد سالاری می شود تقریبا” سلسله مراتب مازلو برقرار است.  در کشورهایی مانند ژاپن ، یونان و مکزیک که فرهنگ عدم اطمینان غالب است، نیازبه تامین امنیت در راس سلسله مراتب قرار می گیرند.  در کشورهایی مانند دانمارک، نروژ وفنلاند که به شدت زن سالار هستند، نیازهای اجتماعی در راس قرار میگیرند( کار گروهی).

43. 42 Thank You For Your Attention!