1. A Comparison of Motivation Theories
Model of Maslow’s hierarchy of needs
Herzberg’s two-factor model
Alderfer’s E-R-G model
Motivational factors
Self-actualization
and fulfillment needs
Work itself
Achievement
Possibility of growth
Responsibility
Advancement
Recognition
Growth needs
Esteem and status
needs
Relatedness needs
Status
Relations with supervisors
Peer relations
Relations with subordinates
Quality of supervision
Company policy and
administration
Job Security
Working conditions
Pay
Maintenance factors
Belonging and
social needs
Existence needs
Safety and security
needs
Physiological needs

2. Motivation Theories Goal Setting Theory Reinforcement Theory
Specific and difficult goals lead to higher performance
Reinforcement Theory
Behavior is a function of its consequences
Expectancy Theory
The strength of a tendency to act in a certain way depend on the strength of as expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

3. Equity Theory Motivation Theories . . .
Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.
Distributive justice – perceived fairness of the amount and allocation of rewards among individuals
Procedural justice – the perceived fairness of the process used to determine the distribution of reward.

4. Personality – Job Fit Theory (John Holland)
Identifies 6 personality types and proposes that the fit between personality types and occupational environment determines satisfaction and turnover.
Type
Personality Characteristics
Congruent Occupations
Realistic
Shy, genuine, persistent, stable, conforming, practical
Mechanical, drill press operator
Investigative
Analytical, original, curious, independent
Biologist, economist
Social
Sociable, friendly, cooperative, understanding
Social worker, teacher
Conventional
Conforming, efficient, practical, unimaginative, inflexible
Accountant, corporate manager
Enterprising
Self-confident, ambitious, energetic, domineering
Lawyer, real estate agent
Artistic
Imaginative, disorderly, idealistic, emotional, impractical
Painter, musician

5. The Changing Management Mindset
People as an expense
People as an asset
Managing others
Leading Others
Control
Commitment
Competing
Collaborating
Relying on rules
Focusing on outcomes
Using hierarchy
Using network
Consistency/sameness
Diversity/Flexibility
Secrecy
Sharing Information
Passivity
Risk-taking
Isolation
Involvement

6. Management Skills
Technical Skills - The ability to apply specialized knowledge or expertise.
Human Skills - The ability to work with, understand, and motivate other people, both individually and in groups.
Conceptual Skills - The mental ability to analyze and diagnose complex situations.
“Many people are technically proficient but interpersonally incompetent.”

7. The need for these skills varies at different levels of management.
Managerial skills consist of technical, conceptual and human relations skills.
Conceptual Skills
Human Relations Skills
Need for particular management Skills
Technical Skills
Supervisors
Middle Managers
Executives
MANAGEMENT LEVELS
The need for these skills varies at different levels of management.