Chapter 6 Motivation MGT 162
-
Upload
nabila-binti-masri -
Category
Documents
-
view
259 -
download
6
description
Transcript of Chapter 6 Motivation MGT 162
![Page 1: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/1.jpg)
RUDZA HANIM
Chapter 4
MOTIVATION
![Page 2: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/2.jpg)
RUDZA HANIM
MOTIVATION
DEF:Process that account for an individual’s intensity, direction and persistence of
effort toward attaining a goal
WILLINGNESS TO EXERT HIGH LEVEL OF EFFORT +INDIVIDUAL’S ABILITY
= GOALS + SATISFY INDIVIDUAL’S NEEDS
![Page 3: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/3.jpg)
RUDZA HANIM
MOTIVATION PROCESS
Unsatisfied Needs Tension Drives
Search BehaviorSatisfied NeedReduction of Tension
![Page 4: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/4.jpg)
RUDZA HANIM
MOTIVATION THEORY
1. Maslow’s Hierarchy Needs Theory2. Theory X And Y3. Two-Factor Theory
![Page 5: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/5.jpg)
RUDZA HANIM
1. MASLOW’S HIERARCHY NEEDS THEORY
Self Actualization
Esteem
Social
Security
Physiological
![Page 6: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/6.jpg)
RUDZA HANIM
PHYSIOLOGICAL NEEDS
Needs such as food, water, air, and shelterNeeds a good, comfortable working conditions such as basic wage or salaryManagers who focus on physiological needs assume that people work mainly for money and are primarily concerned with comfort and their rate of pay.
![Page 7: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/7.jpg)
RUDZA HANIM
SECURITY NEEDS
Needs to have a safe physical and emotional environment.
Needs protection against threats or unsafe working environment such as job security and predictable work environment.
Managers will often emphasize rules, job security and fringe benefits.
![Page 8: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/8.jpg)
RUDZA HANIM
AFFILIATION NEEDS
Needs for friendship, love and a feeling of belonging.Needs acceptance by others such as association and communication with others and being part of the group.Individuals value their work as an opportunity for finding and establishing friendly interpersonal relationships.
![Page 9: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/9.jpg)
RUDZA HANIM
ESTEEM NEEDS
Needs for personal feelings of achievement and self-worth and by recognition, respect and prestige from others.Managers who focus on esteem needs try to foster employees’ pride in their work and use public rewards and recognition for services.
![Page 10: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/10.jpg)
RUDZA HANIM
SELF-ACTUALIZATION NEEDS
Needs for self-fulfillment and the opportunity to achieve one’s potential.
Peoples who strive for self-actualization accept themselves and use their abilities to the fullest and most creative extent.
Managers who emphasize self-actualization may involve employees in designing jobs or make special assignments that capitalize on employees’ unique skills.
![Page 11: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/11.jpg)
RUDZA HANIM
The hierarchy provides a convenient framework for managers. It suggest that:
a. Individuals have various needs and try to satisfy these needs using a priority system or hierarchy.
b. Higher-order needs increase in importance over lower-order needs as individuals move up the organizational hierarchy.
![Page 12: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/12.jpg)
RUDZA HANIM
2. Theory X & Y
X
Employees dislike work, try to avoid itMust be coerced, controlled or threatened with punishment to achieve goalsAvoid responsibilities- seek formal directionLittle ambition
![Page 13: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/13.jpg)
RUDZA HANIM
Y
Employees view work as being natural as rest or playSelf-direction and self-control : they commit to objectiveCan learn to accept, even seek responsibilitiesAbility to make innovative decision
![Page 14: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/14.jpg)
RUDZA HANIM
HERZBERG’S TWO FACTOR MODEL
Two factor model consist of :-
i. Motivator factors - job content
ii. Hygiene factors- job context
![Page 15: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/15.jpg)
RUDZA HANIM
TWO-FACTOR THEORY
Motivation FactorsAchievementRecognition
The work itselfResponsibilityadvancement
No satisfactionDissatisfaction
SatisfactionNo
DissatisfactionHygiene Factors
Company salaryAdministration
SalaryWorking condition
supervision
![Page 16: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/16.jpg)
RUDZA HANIMRUDZA HANIM
TQTQ
![Page 17: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/17.jpg)
RUDZA HANIM
MOTIVATOR FACTORS
Related to job content , or what people actually do in their work and are associated with an individual’s positive feelings about the job
![Page 18: Chapter 6 Motivation MGT 162](https://reader033.fdocuments.us/reader033/viewer/2022050704/552c84334a7959c37c8b4753/html5/thumbnails/18.jpg)
RUDZA HANIM
HYGIENE FACTORS
Associated with the job context , or the environment in which the job is performed .
These factors are associated with an individual’s negative feelings about the job , but they do not contribute to motivation .