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Chap 9

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M
Memoona Qadeer
NegóciosTecnologia
1 de 18
MOTIVATION, SATISFACTION AND PERFORMANCE SATURDAY, December 19, 09
THE PROJECT ,[object Object]
Course Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Marks Distribution: Number of Quizzes attended + Midterm + Final assignment
MOTIVATION SATISFACTION AND PERFORMANCE ,[object Object],[object Object],[object Object]
WHAT THEORIES HAVE TO OFFER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],MOTIVATION & PERFORMANCE
MOTIVATION & PERFORMANCE ,[object Object],[object Object],[object Object],[object Object],[object Object]
THEORIES OF JOB SATISFACTION ,[object Object],[object Object],[object Object],[object Object],[object Object]
Maslow's Hierarchy ,[object Object],[object Object],[object Object],[object Object],[object Object]
THEORIES OF JOB SATISFACTION ,[object Object],[object Object],[object Object],[object Object]
 
Satisfaction vs. Dissatisfaction ,[object Object],[object Object],[object Object],[object Object],[object Object],Hygiene Compensation Fringes Supervision Work Conditions
THEORIES OF JOB SATISFACTION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THEORIES OF JOB SATISFACTION ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cognitive distortion of inputs & outputs – the employee may distort facts for example how hard they are really working or the relevance of their experience or qualifications Leaving the field – absenteeism, resignation, request for transfer Changes to inputs – the employee may attempt to change inputs without changing outputs e.g. rates of pay, holidays, status & recognition Changing the Object of Comparison – the employee may begin to compare him/herself with different and inappropriate members of the organisation Changes to inputs – the employee decreases the level of either the amount or quality of their work Acting on others – the employee may attempt to persuade others to lower their productivity or try to force them out
THEORIES OF JOB SATISFACTION ,[object Object],[object Object],[object Object],[object Object]
 
COMPARISON ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Chap 9

  • 1. MOTIVATION, SATISFACTION AND PERFORMANCE SATURDAY, December 19, 09
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.  
  • 12.
  • 13.
  • 14.
  • 15. Cognitive distortion of inputs & outputs – the employee may distort facts for example how hard they are really working or the relevance of their experience or qualifications Leaving the field – absenteeism, resignation, request for transfer Changes to inputs – the employee may attempt to change inputs without changing outputs e.g. rates of pay, holidays, status & recognition Changing the Object of Comparison – the employee may begin to compare him/herself with different and inappropriate members of the organisation Changes to inputs – the employee decreases the level of either the amount or quality of their work Acting on others – the employee may attempt to persuade others to lower their productivity or try to force them out
  • 16.
  • 17.  
  • 18.