Topic 5 b Motivation and Morale
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Transcript of Topic 5 b Motivation and Morale
MOTIVATION
MOTIVATION AND MORALE
The individual, internal process that energizes, directs, and sustains behaviors.
The personal “forces” that causes one to behave in a particular way.
A person attitude toward his or her job, su-perior, and the firm (or organization) itself.
Motivation is
Morale is
THEO
RIE
S O
F M
OTI
VA
TIO
N Taylor’s theory (the application of scienti-fic management)
Theory of Elton Mayo
Theory X and Theory Y (McGregor)
Theory of Needs (Maslow)
Herzberg’s theory
Equity Theory
Expectancy Theory
Reinforcement Theory
Theory of Taylor
Frederic W. Taylor (1856 – 1915).
The application of scientific management.
Taylor observed that:
Workers worked slowly because they feared that if they worked faster they would run out of work and lose their jobs.
Managers had no idea what the workers’ productivity level
Most people work only to earn money
Taylor suggested that:
Each job should be broken down into separate tasks.
Management should determine: (a) the best way to perform the task, (b) the job output when the tasks were performed properly.
Management should choose the best personfor each job and train the person to do the job properly.
Management should cooperate with workers to ensure that jobs are performed as planned.
Pay should be tied directly to output (This results in the application of piece-rate system)
Theory of Elton Mayo
Human relation movement
Human factors are at least as important to otivation as pay rates.
Employees who were happy and satisfied with their work would be motivated to work better.
Management would do best to provide a work enviroment that maximized employee satisfaction.
Theory X Theory Y
McGregor’s Theory
THEO
RY
XConsistent with Taylor’s scientific management.Assumes that employees dislike work and will function only in
a highly controlled work enviroment
1. People dislike work and try to avoid it.
2. Managers must coerce, control, and frequently threaten employees to achive organizational goals.
3. People generally must be led, because they have little ambition and will not seek responsibility. They are concerned mainly with security.
THEO
RY
Y•Consistent with idea of human relation movement (from Mayo)• Assumes that employees accept responsibility and work toward organizational goals if by so doing they also achieve personal rewards.
1. People do not naturally dislike work. Work is an important part of their lives.
2. People will work toward goals to which they are commited.
3. People are commited toward goals if acomplishing the goals will bring personal rewards.
4. People often seek out and willingly accept responsibility.
5. Employees have the potential to help accomplish organizational goals.
6. Organization generally do not make full use of their human resources.
AREA THEORY X THEORY Y
Attitude toward work Inddifference Involvement
Control System External Internal
Supervision Direct Indirect
Level of Commitment Low High
Employee potential Ignored Identified
Use of human resources Limited Utilized
THEORY X AND THEORY Y CONTRASTED
Self-Realizatio
n
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Hirarki Kebutuhan Manurut Maslow
Theory of Needs by Maslow
The needs to grow and develop as human being and to become all that we are capable of being
Requirement for respect, recognition, and a sense of one’s own accomplisment and worth
Requirements of love and affection and a sense of belonging
Requirements for physical and emotional security
Requirements for survival and biological functioning
Self realization needs
Esteem needs
Social Needs
Safety Needs
Phsyilogical Needs
HERZBERG THEORY
Two-factor theory
Motivation - Hygiene theory
Motivation Factor
Hygiene Factor
According to this theory:
Satisfation and dissatisfaction are distinc and separate dimensions.
One dimension range from satisfaction to no satisfaction.
The other range from dissatisfaction to no dissatisfaction
Satisfation is not the opposite of dissatisfation
Hyg
ien
e Fa
cto
rM
oti
vati
on
Fa
cto
r Job factor s that increase motivation, but whose absence does not necessarily result in dissatisfaction according to motivation-hygiene theory
Job factors that decrease dissatis-faction when present to an accept-able degree, according to motivation -hygiene theory, but do not neces-sarily result in high levels of motivation
CONTEMPORARY VIEWS ON MOTIVATIONS
Equity Theory
A theory of motivation based on the premise that people are motivated first to achieve and then to maintain a sense of equity.
Expectancy Theory
A model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it.
Reinforcement Theory
A theory of motivation based on the premise that behavior that is rewarded is likely to be repeated, whereas behavior that has been punished is less likely to occur again