The document discusses several definitions of motivation provided by different authors, including the idea that motivation is the force that drives behavior and directs it towards a goal. It also summarizes Maslow's hierarchy of needs and Herzberg's two-factor theory of motivation. The expectancy theory of motivation holds that effort leads to performance and performance leads to rewards. Motivated employees work more productively and seek improvement. An organization's reward system is designed to influence employee behavior and performance. Job satisfaction depends on both organizational factors like leadership and pay as well as personal factors like personality and career development.

3. There are lots of definitions for
motivation

4. «People behave with their desire
and request to accomplish a
specific purpose.»
«Motivation; various incentive and
incentives community of arising
from the community or the
environment that move individuals
in a special manner, encouraging
them to act.»
«Motivation is the force that drives
our actions.»

5.  Gareth Jones, Jennifer
George and Charles Hill
define motivation as
“psychological forces that
determine the direction of
a person’s behaviour […],
a person’s level of effort,
and a person’s level of
persistence in the face of
obstacles”.

6.  David Myers defines
motivation as “a need or
desire that serves to
energize behaviour and
to direct it towards a
goal.”

7.  Frank Hawkins defines it as
“what drives or induces a person
to behave in a particular fashion
[…] the internal force which
initiates, directs, sustains and
terminates all important
activities. It influences the level
of performance, the efficiency
achieved and the time spent on
an activity.”

13. This five stage model can be
divided into basic (or
deficiency) needs (e.g.
physiological, safety, love,
and esteem) and growth
needs (self-actualization).

14. 1. Biological and Physiological needs - air, food,
drink, shelter, warmth, sex, sleep.
2. Safety needs - protection from elements,
security, order, law, stability, freedom from
fear.
3. Love and belongingness needs - friendship,
intimacy, affection and love, - from work group,
family, friends, romantic relationships.

15. 4. Esteem needs - achievement, mastery,
independence, status, dominance, prestige,
self-respect, respect from others.
5. Self-Actualization needs - realizing personal
potential, self-fulfillment, seeking personal
growth and peak experiences.

17.  Herzberg's findings revealed that certain
characteristics of a job are consistently
related to job satisfaction, while different
factors are associated with job
dissatisfaction. These are:

18. Factors for Satisfaction Factors for Dissatisfaction
Achievement
Recognition
The work itself
Responsibility
Advancement
Growth
Company policies
Supervision
Relationship with supervisor and peers
Work conditions
Salary
Status
Security

20. The expectancy theory consists of three key
elements:
 expectancy - effort will lead to acceptable
performance;
 instrumentality - performance will be
rewarded;
 valence - the value of the rewards is highly
positive.

24.  In business we described motivation as the
level of desire the employees feels to
perform.

27. Research has shown that motivated employees
will:
 Always look for a "better" way to complete a
task
 Be more quality-oriented
 Work with higher productivity and efficiency

28. An employee's performance typically is
influenced by motivation, ability, and the work
environment. Some deficiencies can be
addressed by providing training or altering the
environment, motivation problems are not as
easily addressed.
Motivation is important because of its
significance as a determinant of performance
and its intangible nature.

29. The organization's reward system is the basic
structural mechanism that an organization
uses to motivate workers. The reward system
includes the formal and informal mechanisms
by which employee performance is defined,
evaluated, and rewarded. An organization's
primary purpose in giving rewards is to
influence employee behavior.

30. Effects of organizational rewards:
Organizational rewards can affect individual
attitudes, behaviors, and motivation. Edward
Lawler describes four major generalizations
about employee attitudes toward rewards.

31. ◦ Employee satisfaction is affected by comparison
of the rewards they receive with those received by
others.
◦ Employees often misperceive the rewards
received by others.
◦ The system recognizes that different people have
different needs and choose different ways to
satisfy those needs.
◦ Performance-based systems:

34. 1. Motivating Them as a Team
2. Motivating Them Individually
3. Motivating Them Yourself

35. Job satisfaction is how content an individual is
with his or her job.
OR
Job satisfaction is one’s attitude towards his
job(positive or negative).

39. Organizational Factors :
1.Occupational level
2. Job content
3.Considerate leadership
4.Pay and promotional opportunities
5.Working conditions
6.Respect from co-workers
7.Relationship with supervisors
8.Opportunity for advancement
9.Workload and stress level
10.Financial rewards

40. Personal Factors :
1.Personality job fit
2.Work itself
3.Educational level
4.Role perceptions
5.Gender
6.Career development