powerpoint presentation on motivational theories

Motivation Theories (PowerPoint PPTX)

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Motivation theories PowerPoint Presentation Templates and Google Slides

Motivation Theories And Leadership Management Ppt PowerPoint Presentation Complete Deck With Slides

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Business Framework Herzberg Motivator Theory PowerPoint Presentation

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Business Framework Herzberg Motivator Theory PowerPoint Presentation 1

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Motivation Theory Leadership Ppt PowerPoint Presentation Model Vector Cpb

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Herzbergs Two Factor Theory Of Motivation Ppt PowerPoint Presentation Infographics Graphics Tutorials PDF

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Motivation Theories And Leadership Management Technical Skills For Managers Sample PDF

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Motivation Theories And Leadership Management Trait Theory Of Leadership Background PDF

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Herzbergs Hygiene Theory For Employee Motivation Professional PDF

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Maslow And Herzbergs Hygiene Theory Of Motivation Introduction PDF

This slide covers dual factor theory of Herzberg and Maslow hierarchy of needs. It includes division of Herzbergs factors such as motivating and hygiene parameters as per Maslows need factors such as self actualization, esteem, belonging and social needs, safety needs and basic physiological needs. Persuade your audience using this Maslow And Herzbergs Hygiene Theory Of Motivation Introduction PDF. This PPT design covers Five stages, thus making it a great tool to use. It also caters to a variety of topics including Motivating Factors, Hygiene Factors, Basic Physiological Needs. Download this PPT design now to present a convincing pitch that not only emphasizes the topic but also showcases your presentation skills.

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Motivation Theories Toolbox PowerPoint Template

A template containing the most important motivation theories with diagrams and explanations.

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This template contains diagrams and explanations of well-known motivation theories, such as ERG Theory, Theory X and Theory Y, and many more.

Motivate Employees

Motivation plays an essential role in achieving company objectives and implementing guidelines. It not only improves employee performance, but can also increase employee loyalty. Motivational coaching and training is a good investment for companies in a wide range of industries.

Inspire Success

To motivate others, it is important to understand and apply the principle behind motivation. Motivation theories provide companies with incentives and tools to encourage and inspire employees. Diagrams can help convey the application and effect of these theories.

Our PowerPoint template contains graphics and definitions of well-known motivational theories. In addition, you will find information on work motivation and explanations on the application of motivation models.

With This PowerPoint Template, You Can

• learn about important theories of motivation motivate your team with established methods illustrate the most important points of well-known theories of motivation

This Template Includes:

• a definition of motivation
• psychological theories of motivation
• content and cognitive theories
• intrinsic and extrinsic motivation
• motivational tools
• influencing factors
• application and practical relevance
• Maslow’s Hierarchy of Needs
• ERG (Existence Relatedness Growth) Theory
• Theory X and Theory Y
• Two-Factor Theory
• Fundamental Motives by McClelland, Yukl and Reiss
• Atkinson’s Risk-Taking Model
• Porter-Lawler Expectancy Model
• Rubicon Model of Action Phases by Heckhausen and Gollwitzer
• Balance Theory (Bruggemann)
• Adam’s Equity Theory
• Expectancy, Instrumentality and Valence Theory (Vroom)
• Heckhausen’s Self-Evaluation Model
• Locke’s Goal-Setting Theory
• Bandura’s Self-Regulation Theory
• Pritchard and Ashwood’s Motivation Theory

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Theories of Motivation - PowerPoint PPT Presentation

Theories of Motivation

Theories of motivation an overview of some of the popular management theorists equity theory equity theory is not a new one but focuses on how individuals perceive ... – powerpoint ppt presentation.

• Clayton P Alderfer proposed a hierarchy involving three sets of needs
• Existence needs satisfied by such factors as food, air, water, pay, and working conditions.
• Relatedness needs satisfied by meaningful social and interpersonal relationships.
• Growth needs satisfied by an individual making creative or productive contributions.
• Tested by Thematic Apperception Test
• Influenced by the humanist approach of Abraham Maslow and the socio-technical process of E. Wight Bakke.
• Indicated his feelings about how organizations neglected human needs.
• If treated like a child one will behave like a child result is organizational mediocrity
• Certain organizational practices, such as the division of labor, interfere with the development of healthy human personalities.
• These practices promote immature, not mature behavior.
• In an attempt to self-actualize, individuals run into the obstacles posed by formal organizations.
• The result is defensive behaviors, with management reacting by becoming more autocratic or by turning to sugar-coated human relations.
• Albert Bandura proposed a social cognitive theory (social learning theory self-efficacy theory) which refers to an individuals belief that they are capable of performing a task.
• Four ways self efficacy can be increased
• Enactive mastery if youve performed task in the past, you can do it again
• Vicarious modeling you become more confident because you see someone else do the task
• Verbal persuasion you become more confident because someone convinces you that you have the skills necessary to perform task
• Arousal if you get psyched up then you perform better
• Maslows theory assumes that a person attempts to satisfy the more basic needs before directing behavior toward satisfying upper-level needs.
• Lower-order needs must be satisfied before a higher-order need begins to control a persons behavior.
• A satisfied need ceases to motivate.
• Taught psychology at MIT.
• At Antioch College, McGregor found that his classroom teaching of human relations did not always work in practice.
• From these experiences, his ideas evolve and lead him to recognize the influence of assumptions we make about people and our managerial style.
• Management is responsible for organizing the elements of productive enterprise money, materials, equipment, people in the interest of economic ends.
• With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, modifying their behavior to fit the needs of the organization.
• Without this active intervention by management, people would be passive even resistant to organizational needs. They must, therefore, be persuaded, rewarded, punished, controlled their activities must be directed. This is managements task -- in managing subordinate managers or workers. We often sum it up by saying that management consists of getting things done through other people.
• Behind this conventional theory there are several additional beliefs less explicit, but widespread
• The average man is by nature indolent he works as little as possible.
• He lacks ambition, dislikes responsibility, prefers to be led.
• He is inherently self-centered, indifferent to organizational needs.
• He is by nature resistant to change.
• He is gullible, not very bright the ready dupe of the charlatan and the demagogue.
• People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations.
• The motivation, the potential for development, the capacity for assuming responsibility, the readiness to direct behavior toward organizational goals are all present in people. Management does not put them there. It is a responsibility of management to make it possible for people to recognize and develop these human characteristics for themselves.
• The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives.
• Work is inherently distasteful to most people.
• Most people are not ambitious, have little desire for responsibility, and prefer to be directed.
• Most people have little capacity for creativity in solving organizational problems.
• Motivation occurs only at the physiological and safety levels.
• Most people must be closely controlled and often coerced to achieve organizational objectives.
• Work is as natural as play, if the conditions are favorable.
• Self-control is often indispensable in achieving organizational goals.
• The capacity for creativity in solving organizational problems is widely distributed in the population.
• Motivation occurs at the social, esteem, and self-actualization levels, as well as physiological and security levels.
• People can be self-directed and creative at work if properly motivated.
• His research emphasized job enrichment (depth) rather than job enlargement
• Job context (hygiene factors) needed to be optimal to prevent job dissatisfaction. These factors (according to Herzberg) did not motivate.
• Job content (motivators) factors that did lead to motivation
• Money (according to Herzberg) could motivate if it was seen as a reward for accomplishment but if money was given without regard for merit, then it was a hygiene factor.
• Achievement
• Increased responsibility
• Recognition
• Working conditions
• Feeling of achievement
• Meaningful work
• Opportunities for advancement
• Opportunities for growth
• Job security
• Fringe benefits
• Policies and procedures
• Interpersonal relations
• (two-factor theory)
• The work itself
• Responsibility
• Advancement
• Quality of inter-
• personal relations
• among peers, with
• supervisors, with
• subordinates
• Richard Hackman, Edward Lawler, and Greg Oldhams work extended Herzbergs notions by adding a situational (it depends) dimension
• Key job characteristics
• Depending on an individuals growth-need strength, these characteristics could be amplified to make the job more meaningful.
• The expectancy theory of Victor Vroom helps explain the choosing process among individuals in terms of the value (valence) of the reward and the expectancy of receiving the reward.
• Lyman Porter and Edward Lawler extended Vrooms work with their model of expectancy.
• V1 S(V2 x I)
• The valence associated with various first-level outcomes is a sum of the multiplication of the valences (V2) attached to all second-level outcomes with their respective instrumentalities (I)
• M f(V1 x E)
• Motivation is a multiplicative function of the valence for each first-level outcome (V1) and the perceived expectancy (E) that a given behavior will be followed by a particular first-level outcome
• Performance is considered to be a multiplicative function of motivation (the force) and ability
• Management practices
• Managers need to focus on employee expectations for success.
• Managers must actively determine which second-level outcomes are important to employees.
• Managers should link desired second-level outcomes to the organizations performance goals.
• Equity theory is not a new one but focuses on how individuals perceive their reward or pay compared to what others are receiving.
• Issues of social justice and distributive justice are involved in the theories of Stacy Adams and Elliot Jaques.
• Employees compare their efforts and rewards with those of others in similar work situations.
• Individuals, who work in exchange for rewards from the organization, are motivated by a desire to be equitably treated at work.
• Equity exists when employees perceive that the ratios of their inputs (efforts) to their outcomes (rewards) are equivalent to the ratios of other similar employees.
• Inequity exists when these ratios are not equivalent.
• Geert Hofstede (1928 - ) describes cultural differences in different countries.
• Individualism vs. collectivism (group orientation)
• Power Distance The level of preference for equality or inequality within groups
• Uncertainty avoidance The preference for risk vs. structure.
• Masculinity (assertiveness) vs. femininity (tender values).
• Long term vs. Short term orientation.
• I would hope that American managersindeed, managers worldwidecontinue to appreciate what I have been saying almost since day one that management is so much more than exercising rank and privilege its so much more than making deals. Management affects people and their lives, both in business and in many other aspects as well. The practice of management deservers our utmost attention it deserves to be studied

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Chapter 7: Motivation Concepts

Dec 20, 2019

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Chapter 7: Motivation Concepts. LO 1. Key Elements of Motivation. The three key elements of motivation are: Intensity : concerned with how hard a person tries. Direction : the orientation that benefits the organization.

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LO 1 Key Elements of Motivation • The three key elements of motivation are: • Intensity: concerned with how hard a person tries. • Direction: the orientation that benefits the organization. • Persistence: a measure of how long a person can maintain his/her effort.

LO 2 Marlow’s Hierarchy of Needs

LO 2 Theory X and Theory Y • Theory X assumptions are basically negative. • Employees inherently dislike work and must be coerced into performing. • Theory Y assumptions are basically positive. • Employees can view work as being as natural as rest or play.

LO 2 Herzberg’s Two-Factor Theory

LO 2 McClelland’s Theory of Needs • The theory focuses on three needs: • Need for achievement (nAch) • Need for power (nPow) • Need for affiliation (nAfl)

LO 3 Self-Determination Theory • Proposes that people prefer to feel they have control over their actions. • Self-determination theory acknowledges that extrinsic rewards can improve even intrinsic motivation under specific circumstances. • Self-concordance: considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values.

LO 4 Job Engagement • Job engagement isthe investment of an employee’s physical, cognitive, and emotional energies into job performance. • What makes people more engaged in their job? • The degree to which an employee believes it is meaningful to engage in work. • A match between the individual’s values and the organization’s. • Leadership behaviors that inspire workers to a greater sense of mission.

LO 5 Goal-Setting Theory, • Goal-Setting Theory : Goals tell an employee what needs to be done and how much effort is needed. • Three other factors influencing the goals-performance relationship: • Goal commitment • Task characteristics • National culture

LO 5 Self-Efficacy Theory • Self-efficacy theory is an individual’s belief that he or she is capable of performing a task. • Enactive mastery • Vicarious modeling • Verbal persuasion • Arousal • Also known as social cognitive theory and social learning theory.

LO 5 Joint Effects of Goals and Self-Efficacy Theory

LO 5 Reinforcement Theory • Reinforcement theory: behavior is a function of its consequences. • Operant conditioning theory: people learn to behave to get something they want or to avoid something they don’t want. • B.F. Skinner’s behaviorism

LO 5 Social-learning theory • Social-learning theory: we can learn through both observation and direct experience. • Models are central, and four processes determine their influence on an individual: • Attentional processes • Retention processes • Motor reproduction processes • Reinforcement processes

LO 6 Equity Theory

LO 6 Organizational Justice as a Refinement of Equity Theory

LO 7 Expectancy Theory

LO 8 Compare Contemporary Theories of Motivation

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