2. Mohamed Ibrahim
Ahmed Farouk
Mostafa Hassan
Rasha El-shafea
Nehad Aly

3. Part 1 Concept of Motivation Simple model of motivation.
Types of Rewards
Foundations of Motivation
Traditional approach
Human Relations approach
Human Resource approach
Contemporary approach

4. Motivation
Definition:
“ The forces either internal or external to a person that stimulate enthusiasm & persistence to accomplish a certain action ”

5. Simple model of motivation
NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).
BEHAVIOR-Results in actions to fulfill needs.
REWARDS-Satisfy needs; intrinsic or extrinsic rewards.
FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

6. Types of Rewards
Intrinsic rewards: satisfactions a person receives in the process of performing a particular action.
Extrinsic rewards: given by another person.

7. Intrinsic reward: from working on challenging technical problems.
Extrinsic reward: from beneficial global impact of their work

8. Foundations of Motivation
Traditional approach
Human Relations approach
Human Resource approach
Contemporary approach

9. 1. Traditional Approach
Economic rewards are provided to employees for high performance.
Initiate the concept of “Economic Man” ie work harder for higher pay

10. 2. Human Relations Approach
The economic man was replaced by the Social Man
Seeking non economic rewards such as friendly work group.

11. 3. Human Resource Approach
Introduction of the concept of Whole person
Mc Gregor’s Theory X and Theory Y
Theory X
Assumes that
workers have little ambition, dislike work, avoid responsibility, and require close supervision.
Theory Y
Assumes that
workers can exercise self-direction, desire responsibility, and like to work.
Motivation is maximized by participative decision making, interesting jobs, and good group relations.

12. 4. Contemporary Approach
Dominated by 3 types of theories:
Content theories
Process theories
Reinforcement theories

13. Part 2 Content Perspectives of Motivation Hierarchy Theory.
ERG Theory.
Two Factor Theory .
Acquired needs Theory .

14. Maslow’s Hierarchy of Needs
Hierarchy Theory
Maslow’s Hierarchy of Needs
Physiological Needs
Safety Needs
Belongingness Needs
Esteem Needs
Food, water, shelter
Heat, air, base salary
Safe work, fringe benefits, job security
Recognition, high status,
increased responsibilities
Work groups, clients, coworkers,
supervisors
Opportunities for training,
advancement, growth, and creativity
Freedom from war, pollution,
violence
Family, friends, community
groups
Approval of family, friends,
community
Education, religion ,hobbies
personal growth
Self-Actualization
Needs
Fulfillment off the Job
Fulfillment on the Job
Need Hierarchy

15. ERG Theory Growth Needs Relatedness Needs Existence Needs
ERG Theory
Growth Needs
human potential,
personal growth, and increased competence
Relatedness Needs
the need for satisfactory relationships with others
Existence Needs
the needs for physical well-being

16. Neither Satisfied nor Dissatisfied
Herzberg’s Two-Factor Theory
Area of Satisfaction
Area of Dissatisfaction
Motivators influence level of satisfaction.
Hygiene factors influence level
of dissatisfaction.
Motivators
Hygiene Factors
Achievement
Recognition
Responsibility
Work
Personal growth
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal
relationships
Highly Dissatisfied
Neither Satisfied nor Dissatisfied
Highly Satisfied
Area of Satisfaction

17. Acquired Needs Theory Need for Power desire to influence
Acquired Needs Theory
Need for
Power
desire to influence
or control others
Need for Affiliation
desire to form close personal
relationships, avoid conflict, and
establish warm friendships
Need for Achievement
desire to accomplish something difficult, master
complex tasks, and surpass others

18. Part 3 Process Perspectives of Motivation Equity Theory
Expectancy Theory
Goal-Setting Theory

19. Process Perspectives of Motivation
Process Perspectives on Motivation
Process Perspectives
Focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals.
Process Perspectives of Motivation
Equity Theory
Expectancy Theory
Goal-Setting Theory

20. = Equity Theory Process Perspectives on Motivation
People are motivated to seek social equity in the rewards they receive for performance.
Equity is an individual’s belief that the treatment he or she receives is fair relative to the treatment received by others.
Individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people.
outcomes (self)
inputs (self) =
outcomes (other)
inputs (other)

21. Equity Theory A. An Equitable Situation Self Other $2 1 hour
= $2 per hour $4
2 hours
= $2 per hour

22. Equity Theory B. Negative Inequity Self Other $2 1 hour = $2 per hour$3
1 hour
= $3 per hour

23. Equity Theory C. Positive Inequity Other Self $3 1 hour = $3 per hour$2
1 hour
= $2 per hour

24. Equity Theory The Equity Process
Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company.

25. Equity Theory (cont’d)
Conditions of and reactions to equity comparisons:
Feeling equitably rewarded.
Maintain performance and accept comparison as fair estimate.
Feeling under-rewarded - try to reduce inequity.
Change inputs by trying harder or slacking off.
Change outcomes by demanding a raise.
Distort the ratios by altering perceptions of self or of others.
Leave situation by quitting the job.
Change comparisons by choosing another object person.

26. Expectancy Theory
Motivation depends on how much we want something and how likely we are to get it.
Assumes that:
Behavior is determined by a combination of personal and environmental forces.
People make decisions about their own behavior in organizations.
Different people have different types of needs, desires, and goals.
People choose among alternatives of behaviors in selecting one that leads to a desired outcome.

27. Elements of Expectancy Theory
Effort-to-Performance Expectancy
The individual’s perception of the probability that effort will lead to a high level of performance.
Performance-to-Outcome Expectancy
The individual’s perception of the probability that performance will lead to a specific outcome, or consequence or reward in an organizational setting.

28. Major Elements of Expectancy Theory
Effort
Performance
Outcomes
(pay, recognition, etc)
E -> P expectancy
Probability that effort will lead to desired performance
P -> O expectancy
Probability that performance will produce desired outcome
Valence
(value of outcomes)

29. Assumptions : Goal-Setting Theory
Behavior is a result of conscious goals and intentions.
Setting goals influences the behavior of people in organizations.

30. Characteristics of Goals
Goal-Setting Theory
Characteristics of Goals
Goal difficulty
Extent to which a goal is challenging and requires effort.
People work harder to achieve more difficult goals.
Goals should be difficult but attainable.
Goal specificity
Clarity and precision of the goal.
Goals vary in their ability to be stated specifically.
Acceptance
The extent to which persons accept a goal as their own.
Commitment
The extent to which an individual is personally interested in reaching a goal.

31. Specific Measurable Attainable Results oriented Time bound
Goal-Setting Theory
Specific
Measurable
Attainable
Results oriented
Time bound

32. Part 4 Job Design For Motivation Job design approaches
Job characteristics model
Case study :Process Flowchart as a tool for Job Design to Enhance Motivation

33. Job design: Job Design For Motivation
Definition: the application of motivational theories to the structure of work for improving productivity & satisfaction.
Approaches to job design are generally classified as:
Job simplification
Job rotation
Job enlargement
Job enrichment

34. Job Design For Motivation
Job design approaches:
Job simplification
A job design whose purpose is to improve task efficiency by reducing the number of tasks a person must do.
Job rotation
A job design that systematically moves employees from one job to another to provide them with varieties and stimulation.
Job enlargement
A job design that combines a series of tasks into a new broader job to give employees varieties and challenge.
Job enrichment
A job design that incorporates achievement, recognition and other high level motivators into the work.

35. Job characteristics model:
Core Job Dimensions
Critical physiological
states
Personal & Work outcomes
Skill Variety
Task Identity
Task Significance
High internal work motivation
Experienced meaningfulness of the work
High quality work performance
Experienced responsibility for outcomes of the work
Autonomy
High satisfaction with the work
Knowledge of the actual results of the work activities
Feedback
Low absenteeism & turnover
Employee Growth / Need Strength

36. Process Flowchart as a tool for Job Design to Enhance Motivation

37. MacDonald's Process Description

38. Motivation starts with Hiring
Flexible schedules = Freedom
+ free uniforms = $$$$$
+ 50% off meals = $$$$$
+ working with your friends = Priceless
= the perfect job

39. Part 5 Reinforcement Tools Reinforcement Schedule
Innovative ideas for motivation

40. Why we need an extrinsic motivation ?

41. “ the CARROT & the STICK”
Reinforcement
TOOLS
Praise
Raise
promotion

42. Positive & Extinction
Reinforcement

43. Positive & Negative
Reinforcement

44. Punishment & Extinction
Reinforcement

45. Common myths about employees motivation

46. Reinforcement Schedules
Continuous Reinforcement
Every desired behavior is reinforced
Effective in the early stage of learning a new type of behavior
Partial Reinforcement
Where it is impossible to reinforce every correct behavior so partial reinforcement schedules are more effective for maintaining behavior over extended time period .

47. Reinforcement Schedules

48. Innovative ideas for motivation
Pay for performance “merit pay” .
Gain sharing .
Employee stock ownership plan .
Pay for knowledge .
Flexible work schedule .
Lifestyle awards.

49. Innovative ideas for motivation
Empowering people to meet higher needs.
To shift the power down & share it with employees to meet their higher level–need .
Employees receive information about company performance.
Employees have knowledge & skills to contribute to company goals .
Employees have the power to make substantive decision .
Employees are rewarded based on company performance .

50. Innovative ideas for motivation
Giving meaning to work
“Purpose-Driven “ is a shared characteristics in the most successful companies where people have the sense of “what they are doing matters & makes a positive difference in the world”

51. What you believe, you can achieve.
Motivation
Saying & Quotes
What you believe, you can achieve.
Say THANK YOU ----The easiest, least expensive way to motivate workers is often overlooked
"When you come to the end of your rope, tie a knot and hang on. "
Franklin D. Roosevelt
People often say that motivation doesn't last. Well, neither does bathing - that's why we recommend it daily. Zig Ziglar

52. Thank you for listening