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Basic introduction to motivation theories and their relation to employee job satisfiers and job motivational factors.
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Basic introduction to motivation theories and their relation to employee job satisfiers and job motivational factors.
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What is the Two Factor Theory? This theory, also called the Motivation-Hygiene Theory or the dual-factor theory, was penned by Frederick Herzberg in 1959. This American psychologist, who was very interested in people’s motivation and job satisfaction, came up with the theory. He conducted his research by asking a group of people about their good and bad experiences at work. He was surprised that the group answered questions about their good experiences very differently from the ones about their bad experiences. Based on this, he developed the theory that people’s job satisfaction depends on two kinds of factors. Factors for satisfaction (motivators/satisfiers) and factors for dissatisfaction (hygiene factors/ dissatisfiers).
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ounder of this two factor theory is Fredrick Herzberg. He conducted a study on about 200 accountants and engineers because of their growing importance in the business world, from different industries in the Pittsburgh area of America. He asked mainly two questions, what turned you on & what turned you off. Then he realized two types of factors which affect to this matter. One set of factors are those which, if absent, cause dissatisfaction. And the other set of factors are those which, if present, serve to motivate the individual to superior effort and performance. its advantages & disadvantages
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In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.
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5.3 Leadership and Motivation Another key aspect of the leading function is motivating workers. Effective leaders motivate individuals to increase the level, direction, and persistence of effort expended at work. Motivation may be defined as what starts behaviors, what maintains behaviors, and what stops behaviors. Leaders are interested in inspiring employees to engage in various behaviors. Table 5.4 provides some examples. Table 5.4 Motivated behaviors at work Start and maintain Stop Punctuality (arrive on time) Unhealthy habits (smoking, drugs) Attendance (arrive every day) Unethical activities Effort/productivity Conflicts Cooperativeness Politics Share information Inattentiveness To achieve these goals, leaders can take lessons from the many types of theories of motivation. Three categories of motivation theories are content theories, process theories, and goal-setting theories. Content Theories of Motivation Content theories explain the specific factors that motivate people, most notably in the area of human needs. They help explain what drives human behavior, because people will act to fulfill unsatisfied needs, especially the ones they feel are the most urgent. Three major content theories of motivation include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's acquired needs theory. Maslow's Hierarchy of Needs Abraham Maslow's hierarchy of needs (1954) provides an important foundation of leadership thinking. The model shown in Figure 5.3 employs a satisfaction-progression approach. A person will not progress to the next level of needs until the immediate need has been routinely satisfied. Lower-order needs include physiological needs, safety needs, and social concerns for belongingness and love. Physiological needs on the job include rest breaks, physical comfort, and reasonable work hours. Safety needs include safe working conditions, job security, base compensation, and benefits. Social needs are met by interactions with friendly coworkers, customers, and a supportive supervisor. The higher order needs include self-esteem and self-actualization concerns. Self-esteem needs include responsibility for an important job, being promoted, and receiving praise and recognition from the leader. Self-actualization results from creative and challenging work, active participation in decision making, and job autonomy. Self-actualization is realized only if an employee performs tasks and work that express his or her inner self—the person the individual wishes to become. Maslow's hierarchy has been criticized for several reasons. Commentators suggest that the theory does not explain how strongly a need must be satisfied before progression to the next level can occur. Others suggest that this order of needs is far too rigid and that many people experience them in a far different order. For example, some people's social needs for belongingness and love are far more important than self-actualization. Another pro.
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7.1 The Importance of Worker Motivation What motivates people at work? For the past century, I/O psychologists have been trying to answer this elusive question. Think about how you might answer it. Do coworkers motivate you? Rewards? Perhaps the fear of punishment? No matter how you respond, chances are your reasons for doing your job differ from those of your friends, family, and coworkers. Because everyone has different needs, values, emotions, and personality traits, each person will likewise possess a different set of factors that drive his or her motivation. The indeterminate number of variables that influence motivation are what makes studying this topic difficult. Despite the challenges, researchers have, over time, gained considerable insight into how to improve worker motivation. This chapter is divided into two sections: The first deals with content and process theories of motivation, and the second focuses on ways in which organizations can improve worker motivation. Before discussing the theories, however, let's begin by defining motivation and identifying its basic properties. What Is Motivation? Motivation is one of the most basic and important drivers of human behavior, especially when we work. Traditionally, motivation has been viewed as a goal-oriented process that starts with a need or a deficiency. People have an inherent drive to act or behave in certain ways in order to meet a goal or alleviate a deficiency. The three basic elements of motivation are intensity, persistence, and direction. Each of these elements is required in order for a person to perform a job well. People most commonly think of intensity, or the amount of effort an individual puts into achieving a goal, when they think about motivation. However, the direction of the effort also matters: Workers must direct their efforts toward behaviors that lead to positive outcomes for the organization. Finally, workers must demonstrate persistence—that is, they must be able to continue working until they achieve the desired outcome. A motivated worker, then, will apply effort (intensity) as long as it takes (persistence) in such a way (direction) as to achieve the desired goal. 7.2 Theories of Motivation Concepts in Motion: Maslow's Hierarchy of Needs In general, the various theories and writings on motivation can be described as focusing on either content or process. Content theories of motivation try to comprehensively identify what motivates people, whereas process theories of motivation attempt to discover how motivators trigger the drives that can lead to behavior. Both types of theories are important and informative for people interested in motivating themselves and others by managing the antecedents and conditions that can facilitate desirable behaviors. To begin, let's look at four content theories: Maslow's hierarchy of needs, Herzberg's twofactor theory, Alderfer's existence-relatedness-growth (ERG) theory, and McClelland's needs theory. Maslo.
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This ppt is useful for B.Ed., M.Ed., M.A. (Education) and Ph.D. students.
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Google Gemini An AI Revolution in Education.pptx
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Foster students' wonder and curiosity about infinity. The "mathematical concepts of the infinite can do much to engage and propel our thinking about God” Bradley & Howell, p. 56.
This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.
christianmathematics
My CV as of the end of April 2024
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Holdier Curriculum Vitae (April 2024).pdf
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https://app.box.com/s/x7vf0j7xaxl2hlczxm3ny497y4yto33i
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Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University of Engineering & Technology, Jamshoro
cultivation of kodo Millet ppt #kodomillet
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pradhanghanshyam7136
Wizards are very useful for creating a good user experience. In all businesses, interactive sessions are most beneficial. To improve the user experience, wizards in Odoo provide an interactive session. For creating wizards, we can use transient models or abstract models. This gives features of a model class except the data storing. Transient and abstract models have permanent database persistence. For them, database tables are made, and the records in such tables are kept until they are specifically erased.
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This PowerPoint helps students to consider the concept of infinity.
This PowerPoint helps students to consider the concept of infinity.
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Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17
Frederick Herzberg
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Thank You For
Listening Bob, Lucy, Shelley
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