1. MOTIVATION

3. A MODEL OF MOTIVATION

4. Environment Needs and Drives

5. Human Needs Primary Needs - Basic Physical needs Secondary Needs - Social and Psychological needs

6. Human Needs Primary Needs - Basic Physical needs Secondary Needs - Social and Psychological needs

7. Human Needs Primary Needs - Basic Physical needs Secondary Needs - Social and Psychological needs

9. Affiliation

11. Affiliation

13. Affiliation

15. Affiliation

17. Affiliation

19. Opportunity Environment Performance Needs and Drives Tension Effort Rewards Ability Goals and incentives

20. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

21. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

22. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

23. Three Major Rewards Fair Treatment Sense of Achievement Camaraderie

24. Opportunity Environment Performance Needs and Drives Tension Effort Rewards Ability Goals and incentives Need Satisfaction

25. Maslow’sHierarchyofNeeds

26. SELF- ACTUALIZATION ESTEEM NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS SAFETY NEEDS PHYSIOLOGICAL OR SURVIVAL NEEDS

27. MASLOW model HERZBERG model ALDERFER model Work itself Achievement Possibility of Growth Responsibility Advancement Recognition Growth Needs Self-actualization and fulfillment needs Motivational Factors Esteem and Status Needs Relatedness needs Status Relations with supervisors Peer relations Relations with subordinates Quality of Supervision Company Policy and administration Job security Working conditions Pay Belonging and Social Needs Safety and Security Needs Maintenance factors Existence Needs Physiological Needs

28. BEHAVIOR MODIFICATION by: Jacel

29. Organizational Behavior Modification or OB Mod -> Is the application in organizations of the principles of behavior modification.

30. Law of Effect -> state that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences.

31. “we learn best under pleasant surroundings” -learning theory- “internal needs lead to behavior” -content theory- “external consequences tend to determine behavior” -OB Mod-

32. Social Learning also known as vicarious learning. suggest that employees do not always have to learn directly from their own experiences.

33. ©2005 Prentice Hall Reinforcement Approaches Reinforcement Managerial Approach Action Effect Example Positive reinforcement Provide desirable consequence Increase probability of behavior being repeated Highway construction supervisor receives bonus for each day a project is completed ahead of schedule. Negative reinforcement Remove undesirable consequence Increase probability of behavior being repeated Management stops raising output quotas each time workers exceed them. Punishment Provide undesirable consequence Decrease probability of behavior being repeated Habitually tardy crew member is fined the equivalent of one hour’s pay each day he is late to work. Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

34. ©2005 Prentice Hall Reinforcement Approaches Reinforcement Managerial Approach Action Effect Example Extinction Remove desirable consequence Decrease probability of behavior being repeated Group member stops making unsolicited suggestions when team leader no longer mentions them in group meetings. Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

35. Schedule of Reinforcement Intermittent Continuous Ratio Interval Variable Fixed Variable Fixed

36. Major Benefit of Behavior modification Makes managers become more conscious motivators. Encourages manager to analyze employee behavior, explore why it occurs and how often. Identify specific consequences that will help change it when those consequences are applied systematically.

37. THE EQUITY MODEL by: julyanne

38. THE EQUITY MODEL -> developed on the belief that fair treatment or perception thereof, motivates people to keep such fairness maintained within the relationships of their colleagues and the organization.

39. Formula… One’s own outcomes = Others’ outcomes One’s own inputs Others’ inputs

41. Equity Sensitivity -> suggest that individuals have different preference for equity.

42. Procedural Justice Interpersonal Treatment Clarity of Expectation

43. Distributive Justice Allocation of reward