Post on 07-Apr-2018
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LEADERSHIP AND MOTIVATING
WORKERS
Prepared by: Cristine N. Quijano
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fThe very concept ofLEADERSHIP is
inducing others to work toward an objective.
fThis is done through proper MOTIVATION.
fThis is important since high production can
result only from the cooperative and
enthusiastic efforts of willing employees.
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WHAT IS MOTIVATION?
MOTIVATIONfhypothesized cause of behaviour.
f -anchored by NEEDS that operate within an individualand GOALS in the environment which the individualmoves towards or away from.
fMotivation starts when a need is felt which leads to theidentification of a goal that will supposedly satisfy theneed.
To MotivateWorkers is to introduce a stimulus toachieve the desired behaviour.
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fNEEDS
f Needs creates tension to a person. Theamount of the tension is a function of how
strong the need is. When a person is
deprived of something for a significantperiod of time, the tension is greater.
fA need with a high expectation of achieving
is generally more motivating than one with
only a remote chance of being satisfied.
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GOALfdiminishes once the need is satisfied.
WhatshouldManagersdo?
fHelp workers to attain their goals through
appropriate deeds.
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THEORIES ONMOTIVATING PEOPLE
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MASLOWS NEED HIERARCHY
THEORY / NEED-RANKING THEORY
fdeveloped a widely adopted hierarchy of needs
fhierarchy of needs -needs arranged in order of
importance under the assumption that a lower
level must be satisfied before the next higher need
becomes a motivating factor )
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HEIRARCHY OF NEEDS
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fPhysiologicalNeedsAcquiring all
basic survival requirements such as food,
water and shelter.
fSafetyNeeds Obtaining protection
from physical harm, illness, economic
misfortune and unexpected emergencies.
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fSocialNeeds Securing friendships and
gaining acceptance by society.
fEgoNeeds / EsteemNeeds Attaining
self-Confidence and respect of others.
fSelf-Fulfillment Needs Becoming all
one is capable of becoming. Bringing out
his full potential and achieving his goals to
his own level of satisfaction.
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fMaslow successfully identified several classes
of needs that are important source of work
motivation however strict ordering in
sequence in which needs are felt does not
happen in reality, it depends from person to
person.
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HERZBERG TWO FACTOR MODEL
/TWO FACTOR NEED THEORY
fSuggested that factors influencing behaviour on job
can be classified in to two categories:
Maintenance Factors and Motivational
Factors.
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MAINTENANCE FACTOR
Factors that causes discontent when not satisfied.Needs that do not increase motivation when they are satisfied but do notdetract from motivation when they are not satisfied. Usually associatedwith general conditions in the work environment not the work itself
f Company Policiesand Administration
fInterpersonal Relationships
f Joband Financial Security
f Personal Life
f Qualityand CompetenceofSupervision
f Salary Level
fWorkEnvironment
fWorking Conditions
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MOTIVATION FACTOR
Factors that increase motivation when satisfied, but do not
necessarily lower morale when not fulfilled. Usually job oriented.
fAchievementfAdvancement
fRecognition
fResponsibility
fWork
fPossibilityofGrowth
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An individual whose behaviour is influenced motivational
factors is more likely to be content with less than complete
satisfaction of maintenance factors, but the reverse is not
true.
A highly motivated person will continue to be productive
when some of his work relationships are not ideal, while a
person striving just to satisfy his maintenance factors is easily
bothered by any deficiency in the work environment.
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B.F. SKINNERS BEHAVIORALIST -
REINFORCEMENTMODEL
fEmphasizes on reinforcement as a powerful managerialtool for controlling and shaping patterns of employeebehaviour.
fTiming and scheduling of reinforcement is at least asimportant as the absolute level of reinforcement.
f
Demonstrates the vital distinction betweenreinforcement and punishment.
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fReinforcement Can either be positive or
negative. This focuses on the desired behaviour
which gives the employee a great deal of
information.
fPunishment - disrupts undesired behaviour. It
carries no informational content about the desired
behaviour. The employee only knows that whatever
he is doing is wrong.
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