Presentation about "Motivation Concept".

Organizational Behavior

1. MOTIVATION CONCEPTS SMAHA RANI ( MBA-107 ) AREEBA TARIQ ( MBA-106) SHAF GUL ( MBA-130) TREY research

2. SMAHA RANI (MBA-107) Add a footer 2

3. MOTIVATION Refers to the processes that account for an individual's intensity, direction, and persistence of effort towards attaining a goal. Add a footer 3

4. EARLY THEORIES OF MOTIVATION Maslow's Hierarchy of Needs Theory X and Theory Y Two-Factor Theory  McClelland's Theory of Needs Add a footer 4

5. MASLOW'S HIERARCHY OF NEEDS Add a footer 5

6. THEORY X AND THEORY Y (Douglas McGregor) Theory X The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform Theory Y The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction Add a footer 6

7. HERTZBERG'S TWO-FACTOR THEORY HYGIENE FACTORS Company policy Supervision and relationships Working conditions Salary Security MOTIVATORS Achievement Recognition * Interesting work Increased responsibility Advancement and growth Add a footer 7

8. MCCLELLAND'S THEORY OF NEEDS  Need for achievement is the drive to excel, to achieve in relationship to a set of standards.  Need for power is the need to make others behave in a way they would not have otherwise.  Need for affiliation is the desire for friendly and close interpersonal relationships. Add a footer 8

9. CONTEMPORARY THEORIES OF MOTIVATION Self-determination theory Goal-Setting Theory Self-Efficacy Theory Reinforcement Theory Equity Theory/ Organizational Justice Expectancy Theory Add a footer 9

10. AREEBA TARIQ (MBA-106) Add a footer 10

11. SELF-DETERMINATION THEORY A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. People prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation. Add a footer 11

12. GOAL-SETTING THEORY A theory that says that specific and difficult goals, with feedback, lead to higher performance. • MBO : A more systematic way to utilize goal-setting is with management by objectives (MBO), which emphasizes participatively set goals that are tangible, verifiable, and measurable. Add a footer 12

13. SELF-EFFICACY THEORY An individual's belief that he or she is capable of performing a task. Four ways through which self-efficacy can be increased. Enactive mastery Gaining relevant experience with the task or job. Vicarious modeling Becoming more confident because you see someone else doing the task. Verbal persuasion Becoming more confident because someone convinces you. Arousal Energized state. Add a footer 13

14. SHAF GUL ( MBA-130) Add a footer 14

15. REINFORCEMENT THEORY Theory which says that behavior is a function of its consequences. Positive Reinforcement Offering attractive consequences for desirable performance. Negative Reinforcement The employee displays desirable behavior in order to avoid the negative consequence. Extinction Reducing undesirable behavior by withholding reinforcement when the behavior occurs. Punishment An undesirable consequence for undesirable behavior . Add a footer 15

16. EQUITY THEORY A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.  Inputs include, effort, experience, education, competence.  Outcomes include, salary levels, raises, recognition. Employees compare their outcome-input ratio with that of relevant others.  Equity  Underrewarded  Overrewarded Add a footer 16

17. ORGANIZATIONAL JUSTICE An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice.  Distributive justice : Perceived fairness of the amount and allocation of rewards among individuals.  Procedural justice: Perceived fairness of the process used to determine the distribution of rewards.  Interactional justice: Perceived degree to which an individual is treated with dignity, concern, and respect. Add a footer 17

18. EXPECTANCY THEORY  Effort-performance relationship: When an individual perceives that exerting a given amount of effort will lead to performance. Performance-reward relationship: Performing at a particular level will lead to the attainment of a desired outcome.  Rewards-personal goals relationship : The degree to which organizational rewards satisfy an individual's personal goals or needs. Add a footer 18