Mpo Notes

Extrinsic motive is related to rewards much(prenominal) as salary, transaction warrantor, benefits, promotional prospects, the chokeing environment and its conditions. Intrinsic motivation comes from within the individual. It relates to rewards which ar psychological such as positive identification and a sense of challenge and achievement. Vrooms resideancy surmisal Vroom believes that people will be motivated to do things to progress a goal if they believe in the worth of the goal and if they slew see that what they do will help them to achieve it.Maslow Theory hierarchy of needs self actualisation, esteem needs self esteem experience status, social needs sense of belonging love, safety needs security protection, physiological needs hunger thirst. Herzberg two factor system hygiene factors (maintenance factors to avoid dissatisfaction but do not necessarily motivate employees) fraternity policy and administration, Wages, salaries and other financial remuneration, Quality of supervision, Quality of inter- in-person relations, Working conditions, Feelings of job security.Motivator factors Status, Opportunity for advancement, Gaining recognition, Responsibility, Challenging / stimulating work, Sense of personal achievement & personal growth in a job. McGregors X and Y surmise Theory X = Individuals who hate work and avoid it where possible, Individuals who lack ambition, dis resembling(p) responsibility and prefer to be led, Individuals who desire security. Theory Y = share stew at work as just like relievo or play, Ordinary people who do not dislike work.Depending on the working conditions, work could be considered a source of satisfaction or punishment, Individuals who seek responsibility (if they are motivated). Taylors scientific management opening Man is a rational economic animal concerned with exploit his economic gain, heap respond as individuals, not as groups, People can be treated in a standardised fashion, like machines . Porter and Lawlers Expectancy Model is a further tuition of Vrooms theory.It considers performance as a whole, pointing out that effort expended does not lead directly to performance but is influenced by the susceptibility of the individual and his/her perceptions. They identify motivation, performance and satisfaction as individual and fail variables and attempt to explain the relationships between the three. Adams equity theory focuses on the way people feel they take up been treated in the workplace, looks at fairness of treatment between people, expectation what people expect to receive in return for there hard work.People may bear witness and get others to leave, they may start to compare themselves to someone who they think they are more like. Methods of removing inequity increased pay, perks, better working conditions, transfer a member to another department. Lockes goal theory clarity, challenge, commitment, feedback, task complexity. aggroupwork is grave for st aff morale, work performance. Empowerment, quality circle and TQM. Improves productivity, improving quality, improvement in motivation and commitment.Organisations arrange their workforce into groups of people who work together for a common purpose or goal but who each have their own jobs to do. Teamwork creates synergy, in groups leadership is shared, empowerment is making people responsible for the quality of their own work, it enables all knowledge to be utilised, and people doing the work are those that know most about the job. Where group members share the same office this can lead towards group cohesiveness.Good teamwork Commitment to the teams success as well as the development of team member, The clutch skills to do the tasks, The team has its own clear identity to both the members and others, Team members are positive and motivated, The team learns from mistakes and copes with setbacks, The team is results focussed and produces real results. The swaggering handler Moti vates by reward, Imposes decisions, Does not delegate, Has only a superficial assurance in their staff, Occasionally involves staff in solving problems.The democratic conductor Shares opinions and ideas, Has complete confidence and consider in their staff, Allows staff to participate in making decisions, Motivates by reward for achieving goals set by participation. The autocratic manager Threatens or bullies staff into action, never delegates, Always imposes decisions on others, Has no trust and confidence in staff, Has little communication and teamwork.