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Introduction to business: motivation

Ted Major
March 31, 2016

Introduction to business: motivation


Ted Major

March 31, 2016

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  1. By David Shankbone; cropped by Beyond My Ken (talk) 10:09,

    28 February 2015 (UTC) - David Shankbone, CC BY-SA 3.0, https://commons.wikimedia.org/w/index .php?curid=38643076
  2. cc licensed ( BY SD ) flickr photo by Salim

    Virji: http://flic.kr/p/Bzxus
  3. cc licensed ( BY NC ND ) flickr photo by

    andrew d miller: http://flic.kr/p/4g7gHN
  4. Theory X and Theory Y (MacGregor’s Management Styles) Theory X

    • people dislike work & will avoid it when possible • workers must be threatened with punishment to work • workers prefer to be directed, avoid responsibility, have little ambition & want security • motivators are fear & money Theory Y • people naturally like work • people work toward goals • commitment depends on rewards • people seek responsibility • people use imagination, cleverness & creativity to solve problems • the average person’ s intellectual potential is only partially realized • people are motivated by a variety of rewards
  5. Herzberg’s Motivating Factors (job content) Hygiene • company policy &

    administration • supervision • working conditions • interpersonal relations • salary, status, job security Motivators • work itself • achievement • recognition • responsibility • growth & advancement
  6. Equity theory • Employees expect fair return for work: “equity

    norm” • Equity norm relative to coworkers: "comparison other" • If employees feel they are treated unfairly (outputs unequal to inputs)? – Cognitive distortion – Alter inputs/outputs – Leave organization
  7. Equity Theory • People compare total inputs to outputs •

    Different people value inputs & outputs differently • OK for senior employees to earn more, but too much inequality is demotivating • Perceptions of inputs/outputs may be inaccurate