Mohamed Ibrahim

Ahmed Farouk

Mostafa Hassan

Rasha El-shafea

Nehad Aly

Part 1

Concept of Motivation Simple model of motivation. Types of Rewards Foundations of Motivation

1. Traditional approach2. Human Relations approach3. Human Resource approach4. Contemporary approach

Motivation

Definition:

“ The forces either internal or external to

a person that stimulate enthusiasm & persistence to accomplish a certain action

”

NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).

BEHAVIOR-Results in actions to fulfill needs.

REWARDS-Satisfy needs; intrinsic or extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

Simple model of motivation

1. Intrinsic rewards:

satisfactions a person receives in the process of performing a particular action.

2. Extrinsic rewards: given by another person.

Types of Rewards

Intrinsic reward: from working on challenging technical problems.

Extrinsic reward: from beneficial global impact of their work

1. Traditional approach

2. Human Relations approach

3. Human Resource approach

4. Contemporary approach

Foundations of Motivation

Economic rewards are provided to employees for high performance.

Initiate the concept of “Economic Man” ie work harder for higher pay

1. Traditional Approach

The economic man was replaced by the Social Man

Seeking non economic rewards such as friendly work group.

2. Human Relations Approach

Introduction of the concept of Whole personMc Gregor’s Theory X and Theory Y

Theory XTheory XAssumes thatAssumes that workers have little ambition, dislike work, avoid workers have little ambition, dislike work, avoid responsibility, and require close supervision.responsibility, and require close supervision.

3. Human Resource Approach

Theory YTheory YAssumes thatAssumes that workers can exercise self-direction, desire workers can exercise self-direction, desire

responsibility, and like to work.responsibility, and like to work. Motivation is maximized by participative Motivation is maximized by participative

decision making, interesting jobs, and good decision making, interesting jobs, and good group relations.group relations.

Dominated by 3 types of theories:

1. Content theories

2. Process theories

3. Reinforcement theories

4. Contemporary Approach

Part 2

Content Perspectives of Motivation Hierarchy Theory. ERG Theory. Two Factor Theory . Acquired needs Theory .

Maslow’s Hierarchy of Needs

Hierarchy Theory

Physiological Needs

Safety Needs

Belongingness Needs

Esteem Needs

Food, water, shelter Heat, air, base salary

Safe work, fringe benefits, job security

Recognition, high status, increased responsibilities

Work groups, clients, coworkers,supervisors

Opportunities for training, advancement, growth, and creativity

Freedom from war, pollution, violence

Family, friends, community groups

Approval of family, friends, community

Education, religion ,hobbiespersonal growth

Self-Actualization Needs

Fulfillment off the Job Fulfillment on the JobNeed Hierarchy

Family, friends, community groups

Existence Needsthe needs for physical well-being

Relatedness Needsthe need for satisfactory relationships with others

Growth Needshuman potential,

personal growth, and increased competence

ERG Theory

Area of Satisfaction

Area of Dissatisfaction

Motivators influence level of satisfaction.

Hygiene factors influence levelof dissatisfaction.

Motivators

Hygiene Factors

AchievementRecognitionResponsibilityWorkPersonal growth

Working conditionsPay and securityCompany policiesSupervisorsInterpersonal relationships

Highly Dissatisfied

Neither Satisfied nor Dissatisfied

Highly Satisfied

Area of Satisfaction

Herzberg’s Two-Factor Theory

Need for Achievementdesire to accomplish something difficult, master

complex tasks, and surpass others

Need for Affiliationdesire to form close personal

relationships, avoid conflict, andestablish warm friendships

Need forPower

desire to influenceor control others

Acquired Needs Theory

Part 3

Process Perspectives of Motivation Equity Theory Expectancy Theory Goal-Setting Theory

Process Perspectives Focus on why people choose certain behavioral

options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals.

Process Perspectives of Motivation Equity Theory Expectancy Theory Goal-Setting Theory

Process Perspectives on Motivation

1.Equity Theory People are motivated to seek social equity in

the rewards they receive for performance. Equity is an individual’s belief that the

treatment he or she receives is fair relative to the treatment received by others.

Individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people.

outcomes (self)

inputs (self) =outcomes (other)

inputs (other)

Process Perspectives on Motivation

A. An Equitable Situation

Self Other

$2

1 hour

= $2 per hour$4

2 hours

= $2 per hour

1.Equity Theory

B. Negative Inequity

Self Other

$2

1 hour

= $2 per hour$3

1 hour

= $3 per hour

1.Equity Theory

C. Positive Inequity

Self Other

$3

1 hour

= $3 per hour$2

1 hour

= $2 per hour

1.Equity Theory

Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company.

The Equity Process

1.Equity Theory

Equity Theory (cont’d)Conditions of and reactions to equity comparisons:

Feeling equitably rewarded. Maintain performance and accept comparison as fair

estimate.

Feeling under-rewarded - try to reduce inequity.

Change inputs by trying harder or slacking off. Change outcomes by demanding a raise. Distort the ratios by altering perceptions of self or of

others. Leave situation by quitting the job. Change comparisons by choosing another object

person.

1.Equity Theory

2.Expectancy Theory

Motivation depends on how much we want something and how likely we are to get it.

Assumes that: Behavior is determined by a combination of personal

and environmental forces. People make decisions about their own behavior in

organizations. Different people have different types of needs,

desires, and goals. People choose among alternatives of behaviors in

selecting one that leads to a desired outcome.

Elements of Expectancy Theory

Effort-to-Performance Expectancy

The individual’s perception of the probability that

effort will lead to a high level of performance.

Performance-to-Outcome Expectancy

The individual’s perception of the probability that

performance will lead to a specific outcome, or

consequence or reward in an organizational setting.

2.Expectancy Theory

EffortEffort PerformancePerformance Outcomes (pay, recognition, etc)

Outcomes (pay, recognition, etc)

E -> P expectancyProbability that effort will

lead to desired performance

E -> P expectancyProbability that effort will

lead to desired performance

P -> O expectancyProbability that performance will produce desired outcome

P -> O expectancyProbability that performance will produce desired outcome

Valence(value of outcomes)

Valence(value of outcomes)

Major Elements of Expectancy Theory

2.Expectancy Theory

3.Goal-Setting Theory

Assumptions :

Behavior is a result of conscious goals and

intentions.

Setting goals influences the behavior of

people in organizations.

Characteristics of Goals Goal difficulty

Extent to which a goal is challenging and requires effort. People work harder to achieve more difficult goals. Goals should be difficult but attainable.

Goal specificity Clarity and precision of the goal. Goals vary in their ability to be

stated specifically.

Acceptance The extent to which persons

accept a goal as their own.

Commitment The extent to which an individual is

personally interested in reaching a goal.

3.Goal-Setting Theory

SSpecific

MMeasurable

AAttainable

RResults oriented

TTime bound

3.Goal-Setting Theory

Part 4

Job Design For MotivationJob design approachesJob characteristics modelCase study :Process Flowchart as a tool for Job Design to Enhance Motivation

Job design:

Definition: the application of motivational theories to the structure of work for improving productivity & satisfaction.

Approaches to job design are generally classified as:

1) Job simplification2) Job rotation3) Job enlargement4) Job enrichment

Job Design For Motivation

1)Job simplificationA job design whose purpose is to improve task efficiency by reducing the

number of tasks a person must do.

Job Design For Motivation

3)Job enlargement A job design that combines a series of tasks into

a new broader job to give employees varieties and challenge.

2)Job rotationA job design that systematically moves employees from one

job to another to provide them with varieties and stimulation.

4)Job enrichmentA job design that incorporates achievement,

recognition and other high level motivators into the work.

Job design approaches:Job design approaches:

Core Job Dimensions

Skill VarietyTask IdentityTask Significance

Autonomy

Feedback

Critical physiological states

Critical physiological states

Experienced meaningfulness of the work

Experienced responsibility for outcomes of the work

Knowledge of the actual results of the work activities

Personal & Work outcomes

Personal & Work outcomes

High internal work motivation

High quality work performance

High satisfaction with the workLow absenteeism & turnover

Employee Growth / Need Strength

Job characteristics model:

Process Flowchart as a tool for Job Design to Enhance Motivation

MacDonald's Process Description

Motivation starts with Hiring

Flexible schedules = Freedom + free uniforms = $$$$$ + 50% off meals = $$$$$ + working with your friends = Priceless

= the perfect job

Part 5

Reinforcement ToolsReinforcement ScheduleInnovative ideas for

motivation

Reinforcement ToolsReinforcement ScheduleInnovative ideas for

motivation

Why we need an extrinsic motivation?

Reinforcementtools

Positive Extinction Punishment Negative“avoidance learning”

“ the CARROT & the STICK”

PraiseRaise

promotion

Reinforcement

TOOLS

Reinforcement

TOOLS

Positive & Extinction

Reinforcement

Positive & Extinction

Reinforcement

Positive & Negative

Reinforcement

Positive & Negative

Reinforcement

Punishment & Extinction

Reinforcement

Punishment & Extinction

Reinforcement

Common myths about employees motivation

I. Continuous Reinforcement • Every desired behavior is reinforced

• Effective in the early stage of learning a new type of behavior

II. Partial Reinforcement •Where it is impossible to reinforce every correct

behavior so partial reinforcement schedules are more effective for maintaining behavior over extended time period .

Reinforcement Schedules

Reinforcement Schedules

Innovative ideas for motivation

1.Pay for performance “merit

pay” .

2.Gain sharing .

3.Employee stock ownership plan .

4.Pay for knowledge .

5.Flexible work schedule .

6.Lifestyle awards.

Innovative ideas for motivation

Empowering people to meet higher needs.To shift the power down & share it with employees to meet their higher level–need

.

1.Employees receive information about company performance.

2.Employees have knowledge & skills to contribute to company goals .

3.Employees have the power to make substantive decision .

4.Employees are rewarded based on company performance .

Innovative ideas for motivation

Giving meaning to work

“Purpose-Driven “ is a shared

characteristics in the most successful

companies where people have the sense

of “what they are doing matters & makes

a positive difference in the world”

What you believe, you can achieve.

Say THANK YOU ----The easiest, least expensive way to motivate workers is often overlooked

"When you come to the end of your rope, tie a knot and hang on. "

Franklin D. Roosevelt

People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily.Zig Ziglar

What you believe, you can achieve.

Say THANK YOU ----The easiest, least expensive way to motivate workers is often overlooked

"When you come to the end of your rope, tie a knot and hang on. "

Franklin D. Roosevelt

People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily.Zig Ziglar

Motivation

Saying & Quotes

Motivation

Saying & Quotes

Thank you for listeningThank you for listening