Chapter 15 - Chapter15 MotivationandLeadership

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 ©2004 by Nelson, a division of Thomson Canada Limited 1 Chapter 15 Motivation and Leadership
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 ©2004 by Nelson, a division of Thomson Canada Limited 2 What Would You Do? Leadership: Dealing with tragedy Sandler O’Neill is an investment  banking firm located in the World Trade  Center on September 11 Top leaders are lost in tragedy Can new leadership help the firm  survive this catastrophic event?
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 ©2004 by Nelson, a division of Thomson Canada Limited 3 Learning Objectives: What is Motivation? After reading the next section, you  should be able to: 1. explain the basics of motivation
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 ©2004 by Nelson, a division of Thomson Canada Limited 4 Basics of Motivation Exhibit 15.1
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 ©2004 by Nelson, a division of Thomson Canada Limited 5 Basics of Motivation Effort and performance Need satisfaction Extrinsic and intrinsic motivation Motivating with the basics
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 ©2004 by Nelson, a division of Thomson Canada Limited 6 Work Performance  and Motivation Exhibit 15.2
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 ©2004 by Nelson, a division of Thomson Canada Limited 7 Effort and Performance Job performance = Motivation x Ability x Situational constraints Job performance how well someone performs a job Motivation effort put forth on the job Ability knowledge, skills, and talent of job incumbent Situational constraints factors beyond individual’s control impacting performance
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 ©2004 by Nelson, a division of Thomson Canada Limited 8 Need Satisfaction Needs physical or psychological requirements that must  be met Unmet needs motivate people Four approaches Maslow Alderfer McClelland Herzberg
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 ©2004 by Nelson, a division of Thomson Canada Limited 9 Need Satisfaction  and Motivation Exhibit 15.3
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 ©2004 by Nelson, a division of Thomson Canada Limited 10 Extrinsic and  Intrinsic Rewards Extrinsic rewards tangible and visible to others contingent on performance Intrinsic rewards natural rewards associated with performing a task for its  own sake
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 ©2004 by Nelson, a division of Thomson Canada Limited 11 Rewards and Motivation Exhibit 15.5
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 ©2004 by Nelson, a division of Thomson Canada Limited 12 Motivating with the Basics Ask people what their needs are Satisfy lower-order needs first Expect people’s needs to change Satisfy higher-order needs by looking  for ways to allow employees to  experience intrinsic rewards
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 ©2004 by Nelson, a division of Thomson Canada Limited 13 Learning Objectives: How Perceptions and  Expectations Affect Motivation After reading the next two sections, you  should be able to: 2. use equity theory to explain how employees’  perceptions of fairness affect motivation
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Chapter 15 - Chapter15 MotivationandLeadership

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