|. Match column A with column 8 A 1, values 2. modeling 3. honesty 4, conflicts 5. enacted values 6. instrumental values 7. attitudes 8, job involvement 9. psychological withdr work itself LTT conduct is better than the opposite mode of conduct Vv. MOTIVATION IY Elements of Motivation Theories of Motivation Motivational Mey thods and pr gramsChapter 5 MOTIVATION vation ion may be more specifically defined as forces that cause a employee tion and engage in a certain behavior : which an in gree Me the goals ‘chieve ‘The willingness t PET io exert ©) nd is 7 Moe desires 2 on / Sssigned to itm Figure 16 THE PROCESS OF WORK MOTIVATION— 8 3. Acquired Needs 4. Tworlacor me MOP of David L. McClelland rederick Herzberg, wants and needs th, ori le act in response to the ted under process theories ane J Expectancy Theory i) cece Li ie hh fe [» © © or persistent THEORIES OF MOTIVATION sw IEORIES OF MOTIVATION he Hlerarchy of Needs They _ Abraham Maslow fora a hierarchy of.five needs yore the ) such meer. next need becomes damings> Claytorthought th a the same time acquired Needs Theory ‘Accuses theory was developed as a result ofa research made by David McClelland and his associates They fourd cot thet agers ate motivated by three fundamental nests which may be erly described as follow’, 1. need for achievement — this refers to the desire to do something better or more solve problems, oF to master ike Maslow, more than one need ire to establishengin anced by entrepreneurs in introduc" to work with friends; prefers 3. The need for power drives successful Manas The Two-factor Theory Frederick Hezberg developed bi job context as a source of job d source of job satisfaction. The job context or work setting re in which people work. The called hygiene factors which thatidentifies wofactr bean tm ge the faction and JO he environment more wo tob contest are ang any ofthe hygiene "ork: it will only he two-factor theory ke people sat m being diss. yctual t people a b content relates se et Recalled mo lowing advancement growth —_—_—— One of the was developed py Process y Viet 7 a course of the following fa 1 2 imate othe pr eae Probability that tion imate that performance will sult in drivin '8 Motivation. The formula Valenc EX Expect *2Cy x Instrumentality ‘tality = Motivation PR (ae eeu — oa vases on ‘valves of be a A ‘igure 11 AN EXPECTANCY Moon,Professor 8 Master's dogroe 10 yoors exporience i in this compare + spond © ated bY 2S Ne moti per ees are joyees Pevards) at emo wer (or een ye Figure 20 INFQUITV INTHE Work ENVIRONMENT Employees wh imbalance nthe irae the balance based on the premise A Boal is the speci os ie ask for more ploy" It was Edwin. comprehensive framoyirt® d his associates who developed a i findings about goa cle hel 10 performance. Their 1. Specific goa goals. For example, 4 «20! ahi ore effective than pcr 2. Performance gen to goal difficulty. Gos a challenge 10 the perform. Exceptions, of cou, person gets frustrated rather igher performance than, generalized Boal like “increase sales 3. they cot i 4, they coun they might —st be accepted they mus kers feel Se, they eg wore eee 1 al e and ePgoals. The workers sce hey ins on nan Os AF MORE effective when they are used perormance. tue especially if performance: 5. Goals shoul be inked to feedback When worker receive of high se hether or not they are moving towards mance, Such knowledge I: mara the right mathation to werk yes MOTIVATIONAL METHODS AND PROGRAMS fe werkaer PvE © want thir employees todo thei employers, ‘ideal situation is for 0 Perform excellent work, and thus produce maximum co of il thinking, howere, because employees need a Saificiently motivated ato” € Perform very well. To keep employee and implemented, Four motivational methods an inthis chapter. id programs are considered in this rough Imation tah nat, Motivation through Job Design One way of motivatingemployeesis tomake their job challenging so that the worker who is responsible Going it This management activity is called job d is undertaken; come useful benefits wil Job design may be defined as the way the elements in a job are organized. Three concepts are important in designing jobs. They consi the following: 1. _jobenrichment 2, job characteristics model 3, job crafting