MGT_510X_Motovational_Theory_Week_2_1_

MGT_510X_Motovational_Theory_Week_2_1_ - OLD SCHOOL...

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Unformatted text preview: OLD SCHOOL & NEW SCHOOL OLD SCHOOL & NEW SCHOOL Frederick Herzberg & Livingston OLD SCHOOL VERSES OLD NEW SCHOOL NEW Old School of management …not necessarily worse ­Incentives ­Positive and Negative carrot/stick approaches ­Hygiene factors … benefits, pay, training, etc.. Industrial Engineering Organizational Behavior New School … not necessarily better ­Job participation ­HR training ­Sensitivity training ­Diversity training ­2­way communication ­Job enlargement ­Job enrichment Hygiene Factors Hygiene Factors Pay & Security Quality of Supervision Quality of Interpersonal Relationships Policies Work Conditions Motivation Factors Achievement Recognition Responsibility Work Itself Personal Growth Benefit Packages Satisfaction and dissatisfaction Satisfaction are two separate scales … Taking away dissatisfiers do not lead to greater satisfaction not Status Advancement Employees are on a continuum from dissatisfied to not dissatisfied with their environment. Herzberg contends that providing maintenance factors will keep employees from being dissatisfied but will not make them satisfied or motivate them. Maintenance Factors = pay, job security, title, working conditions, relations, fringe benefits (lower­level needs) Herzberg states that managers must ensure the employees’ level of pay and other maintenance factors are adequate. Once the employees are not dissatisfied with their pay (and other maintenance factors) they can be motivated through their jobs. Herzberg called this job enrichment… making work more interesting and challenging. Achievement, recognition, challenge, and advancement. *These are higher level needs and are better at motivating than extrinsic factors. The individual is motivated if he or she The individual is motivated if he or she thinks that: There is a positive correlation There is a positive correlation between performance and effort Favorable performance will result Favorable performance will result in a desired reward The reward will satisfy an The reward will satisfy an important need The desire to satisfy the need is The desire to satisfy the need is strong enough to make the effort worthwhile A number of factors contribute to an number employee’s expectancy, such as level of confidence in own abilities, the amount of support available from superiors and subordinates and opportunities to acquire necessary information and resources information People are motivated when they believe that when they can accomplish the work they’ll get the reward and the rewards for doing the work are worth the effort. ­ Clearly defining objectives and performance standards Tie performance to rewards ­ Be sure rewards are seen by the employee as worth it ­ Make sure your employees believe you will do what you say you will do in terms of rewards ­ How can you get the best out of your employees? How can you get the best out of your employees? …Expect the best!! How bosses set up low expectations and create How bosses set up low expectations and create their own poor performers ...
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This note was uploaded on 12/17/2010 for the course TECHNOLOGY MGT510 taught by Professor Na during the Spring '10 term at Sullivan.

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