Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Motivating People

No description
by

Joshua Allrich

on 5 November 2015

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Motivating People

End
Five Behaviors Managers Want From Motivating People
1. Join the Organization
2.Remain in the Organization
3.Come to Work regularly
4.Perform
5.Exhibts good citizenship
Setting Goals
Providing work related goals is an extremely effective way to stimulate motivation.
Goal-setting theory
-states that people have conscious goals that energize them and direct their thoughts and behavior towards a particular end.
Edward Thorndike's Law of Effects- Behavior that is followed by positive consequences probably will be repeated.
Reinforces- positive consequences that motivate behavior.
Organizational behavior modification- The application of reinforcment theory in organizational setting.
Performance Related Beliefs
Expectancy Theory- A theory proposing that people will behave based on their perceived likelihood that their efforts will lead to a certain outcome and how highly they value the outcome.

Expectancy- Employees perception of the likelihood that their efforts will enable them to attain their performance goals.

Outcome- A consequence a person receives for his or her performance.

Instrumentality- The perceived likelihood that performance will be followed by a particular outcome.

Valance- The valve the person places on the outcome.
Motivating People
The All-Stars
Motivation ?
Stretch goals-Targets that are exceptionally demanding and novel, and that some people would never think of.


1.Vertical stretch goals are aligned with current activities, including productivity and financial results
2.Horizontal stretch goals involve people's professional development , as attempting and learning new, difficult things.
1
.Positive Reinforcement
- applying a consequence that increase the likelihood that the person will repeat the behavior that led to it.
2.
Negative Reinforcement
- removing or withholding an undesirable consequence.
3.
Punishment-
Administering an aversive consequence.
4.
Extinction
- withdrawing or failing to provide a reinforcing consequence.
Edward Thorndike
Physiological-food, water, sex,shelter
Safety or Security- protection from danger and/or harm
Social- friends, affection, belonging and love
Ego-independence achievement, freedom, status
Self actualization- reaching for potential trying to become all you can be
Maslow's Needs Hierarchy

Fairness
• How do you measure fairness?
• Equity theory- proposes that when people assess how fairly they are treated they consider two factors
• Inputs- contributions
• Outcomes- various things the person receives
Equity theory
• If their ratio equal the relationship is equitable
• If it’s lower than others then they feel they are inequitably treated
Evening the balance
• They restore equity by
• Reducing their inputs
• Increasing their outcomes
• Decreasing others’ outcomes
• Increasing others’ inputs
• Procedural Justice- using a fair process in decision making and helping others know that the process was as fair as possible

Job Satisfaction
E.R.G (People's needs at work)
Existence-material and phyiologival desires
Relatedness-relationships with others, satisfied through the process of mutally sharing thoughts and feelings
Growth-creatively productively changing themselves or environment.
McClelland (More Guiding Needs)
Achievement- driven by accomplishment and the obsession to succeed and obtaining goals.
Affiliation- Strong desires to be liked by others
Extrinsic Rewards- given to a person by the boss, company or a team leader
Intrinsic Reward-Reward is stemmed directly from performance and self-appreciation of your accomplishment
Job Rotation- Changing from one routine task to another working to alienate boredom
Job Enlargement-Giving people additional task at the same time while working to alleviate boredom
Job Enrichment- Giving employees more task to accomplish while also adding higher level task to their list of assignment
Keep Me Engaged
Herzberg's Hygiene Factors
1.Company Policies
2.Working Conditions
3.Pay
4.Co-workers
5.Supervision
Herzberg's Motivators Factors
1. Job Responsibilities
2.Opportunities for personal growth and recognition
3.Feeling of achievements
Meaning, Responsibility, Feedback

Five Core Job Dimensions
Skill Variety- Different job activities involving several skills and talents.
Task Identity- The completion of a whole, identifiable piece of work.
Task Significance- An important, positive impact on the lives of others.
Autonomy-Independence and discretion in making decisions.
Feedback- information about job performance
Empowerment
Pros
Cons
Feel valued
Feel competent
Self determination
having an impact
Do your own thing...the way I say
Job dissatisfaction can lead to adverse workforce characteristics.
It can cause higher turnover
Strikes, Stealing, sabotage, and vandalism
Lower productivity
Quality of work life (OWL) programs
Create a workplace that enhances employee well being and satisfaction.
Power-The Desire to influence or control people
Rewards
Two Factor Theory
Address eight categories

1.Adequate and fair compensation
2.A safe and healthy environment
3. Jobs that develop human
4.Achance for personal growth
5.A social environment that fosters personal identity.
6.Constitution- The rights of personal privacy, dissnt, and due process.
7.A work role that minimizes infringement on personal leisure and family needs.
8.Socially responsible organizational actions.

Psychological Contracts
Set of perceptions of what people feel their employees owe them and what they owe their employers.
If upheld or violated can affect employee satisfaction and motivation
Joshua Allrich
Xavier Robinson
Grace D Stroger
Diego Pablon
Full transcript