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PO Lect 5 Additional Note

PO Lect 5 Additional Note

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Published by Chia Kong Haw

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Published by: Chia Kong Haw on Jun 18, 2010
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12/27/2012

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ABDM4044 PEOPLE & ORGANISATION June 19, 2010
 
Chapter 8: Foundation of Motivation
Theory of motivation
 
Forces within a person that affects his/her direction, intensity and persistence of voluntary behavior.
 
E
.g. A motivated person is willing to exert amount of level of effect (intensity), for a certain amount of time(persistence) toward a particular goal (direction).
Motivation
 
T
he willingness to exert high levels of effort to reach organization·s goals.
 
E
ffort (put), intensity and drive (duration).
 
I
t is not a personal trait where borne people have and other trait.
 
I
t is a need satisfying process, to reveal tension.
 
M
anagers and leader must know
 
W
hat motivates on employees.
 
M
otivation differs from one person to another.
W
ays to motivating a diverse work force:
 
V
arious types of rewards to motivate employees within diverse needs.
 
C
ompressed work week
 
W
ork normal hours per week, at a longer time per day.
E
.g. 4, 10 hours· work day.
T
exace NewYork productivity reduce if work longer hours.
 
Flexible work hours
 
Flexi time work, specific of hours per week, but free to choose the time. Reduce absenteeism;increase morale and productivity. Not for all type of jobs!
 
 J
ob sharing
 
2
or more people share a 40hours work week. For part timers/retirees. Have more talent to do a job.
 
T
elecommuting
 
E
mployees perform work at home. Link electronically to the office (Fax,
T
elephone, and
C
omputer).
E
.g. taking orders (
IBM
,
 J
ohnson &
 J
ohnson). No stress in commuting, miss socialcontact.
Relationship between Maslow and ERG
Maslow ERG
y
 
S
elf-actualization
y
 
G
rowth to the fullest potential
y
 
E
steem needs
y
 
B
elongingness needs
y
 
Relatedness meaningful relationship
y
 
S
afety needs
y
 
E
xistence, physiological and materialistic
y
 
P
hysiological needs
McClelland·s Need Theory
1.
 
Need for achievement
 
W
ant to accomplish reasonable challenging goals through their own effort.
 
P
refer working one than in teams.
 
M
ust satisfy if their jobs offer challenge, feedback, and recognitions.
 
E
ntrepreneurial people.
 
ABDM4044 PEOPLE & ORGANISATION June 19, 2010
 
2
.
 
Need for affiliation
 
D
esire to seek approval from others.
 
W
ant positive relationship with other.
 
T
ry to smooth out conflicts with others.
 
E
ffective sale, position, coordinating role.
 
Less efficient in allocating scare resources.3.
 
Need of power
 
D
esire to control the environment.
 
E
xercise control over other and want maintain their leadership position.
H
erzberg·s 2 factor theory
Hygiene
Factors Mot
iv
ators
P
ay Achievements
W
orking conditions Responsibility
S
upervisors
W
ork
C
ompany policy Recognition
B
enefits
G
rowth and AchievementResolvedissatisfaction
P
rompted satisfactionNatural (neither dissatisfied nor satisfies)
 
Hygiene factors
 
Factors that create job satisfaction (if not enough/proper).
 
I
f eliminated, would not necessarily motivate employees but creates harmony at work.
 
M
otivator
 
Factors that increase job satisfaction.
Adams·s Equity Theory of Motivation
 
How people strive for fairness and justice in social exchanges or give and take relationships.Feeling of inequity/ equity impacts behavior.
Emplo
yee
 
in
put Or
g
a
niz
at
i
o
n
outputs
E
ducation/ training
P
ay/ bonuses
S
kills Fringe benefits
C
reativity
C
hallenging assignment
S
eniority
 J
ob securityAge
P
romotions
P
ersonality traits
S
tatus symbols
E
ffort expended
P
articipation in decision
 
P
eople compare themselves to other individuals with whom they have close ties- family, friends, andcolleagues.
E
tc.
 
Negative inequity
 
P
ositive inequity
 
P
eople have different thresholds for equity/ inequity. (
E
quity sensitive)
 
Reducing inequity- ask for promotion, pay raise.

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