Check your Motivation lectures heres the explanation Motivated people are those who have made a conscious

decision to devote considerable effort to achieving something that they value. What they value will differ greatly from one individual to another. There are a variety of ways to motivate people, including the fear of losing a job, financial incentives, self fulfilment goals and goals for the organization or groups within the organisation. Historical views of motivation: 1. Traditional view (wages and motivation) Motivation was one of the earliest concepts with which managers and management researchers wrestled. A so called traditional model is often associated with Frederick Taylor and scientific management. Managers determined the most efficient way to perform repetitive tasks and then motivated workers with a system of wage incentives the more workers produced, the more they earned. The underlying assumption was that managers understood the work better than workers, who were essentially lazy and could be motivated only by money. A legacy of this model is the practice of paying salesperson on a commission basis. The traditional view - finds some of its origins in the work of Taylor and the school of scientific management. At its most extreme, this view postulates the following: people dislike work people will only work for money people are not capable of controlling their work or directing themselves simple, repetitive tasks will produce the best results workers should be closely supervised and tightly controlled extra effort must lead to greater reward people will meet standards if they are closely controlled firm but fair supervision will be respected Taylor took the view that there is a right (meaning best) way to perform any task. It is managements job to determine the right way. Workers gain from this approach because the right way is easier and pay is enhanced as a result of increased productivity.

2. Human relation model (Importance of human being) A so called human relations models is often associated with Elton Mayo and his contemporaries. Mayo ad other human relations researchers found that the boredom and repetitiveness of many tasks actually reduced motivation, while social contacts helped create and sustain motivation. The conclusion is that managers could motivate employees by acknowledging their social needs by making them feel useful and important. Modern day legacies of this model include suggestions boxes, company uniforms, organization newsletters, and employee input in the performance evaluation process. We see this at Wal-Mart. The series of studies essentially concluded that the strongest motivational force behind most employees behavior at work was the preservation and nurturing of social relationships with their colleagues. The main tenets of this view are as follows: people want to be made to feel valued and important people want recognition for their work people want to be controlled sensibly managers must discuss the plans they make for staff they must take any objections on board they must encourage self-regulation on routine tasks

3. human resource model (human resource management)

This model records classification structure addresses the Human Resources Management function, the steps in the business process developed to fulfill the function (i.e., sub-functions), the activities associated with each of these sub-functions, and the transactions of administrative business concerning the management of human resources within the federal government-as commonly conducted in and across all government institutions to facilitate the delivery of programmes and services. The five sub-functions of the Human Resources Management business process, listed in order of a life-cycle concept of managing human resources, are:

Human Resources Management - Planning Human Resources Management - Recruiting Human Resources Management - Developing Human Resources Management - Retaining Human Resources Management - Performance Measurement.

read this for concept building Content theories focus on the question of what arouses, sustains and regulates goal directed behaviour ie, the particular things that motivate people. They offer ways to profile or analyse individuals to identify their needs.

Process theories attempt to explain and describe how people start, sustain and direct behaviour aimed at the satisfaction of needs or the reduction of inner tension.

For CONTEMPORARY THEORIES 1. Maslows theory 2. Herzbergs theory 3. mcClellands theory

4. expectancy theory 5. equity theory Check the following link http://www.goldsmithibs.com/resources/free/motivation/notes/summary%20%20motivation.pdf

For REINFORCEMENT THEORY read this.

It states that individuals behaviour is a function of its consequences. It is based on law of effect, i.e, individuals behaviour with positive consequences tends to be repeated, but individuals behaviour with negative consequences tends not to be repeated. Reinforcement theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what happens to an individual when he takes some action. Thus, according to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individuals behaviour. However, it does not focus on the causes of individuals behaviour. The managers use the following methods for controlling the behaviour of the employees: Positive Reinforcement- This implies giving a positive response when an individual shows positive and required behaviour. For example - Immediately praising an employee for coming early for job. This will increase probability of outstanding behaviour occurring again. Reward is a positive reinforce, but not necessarily. If and only if the employees behaviour improves, reward can said to be a positive reinforcer. Positive reinforcement stimulates occurrence of a behaviour. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has.

Negative Reinforcement- This implies rewarding an employee by removing negative / undesirable consequences. Both positive and negative reinforcement can be used for increasing desirable / required behaviour.

Punishment- It implies removing positive consequences so as to lower the probability of repeating undesirable behaviour in future. In other words, punishment means applying undesirable consequence for showing undesirable behaviour. For instance - Suspending an employee for breaking the organizational rules. Punishment can be equalized by positive reinforcement from alternative source.

Implications of Reinforcement Theory Reinforcement theory explains in detail how an individual learns behaviour. Managers who are making attempt to motivate the employees must ensure that they do not reward all employees simultaneously. They must tell the employees what they are not doing correct. They must tell the employees how they can achieve positive reinforcement.

Please dont rely on the following answers alone. Ye mene and aneeq ne apna dimagh chalaya hai jo ghalat bhe ho sakta hai =P

QUESTION NO.1 ANS: Traditional. QUESTION NO.2 ANS: Sandmacks motivational technique was entirely focused on BASIC NEEDS. Herzbergs primary elements (hygiene factors )are causal to basic needs... with policies n administration governING supervision, establishing working conditions, building interpersonal relationships which in this case lack profoundly and the inclusion of money, status and security explains how sandmack's motivatnl technqiues can relate to herzberg's theory... they are satisfying the basic need wit implementation of policies n administrative functions... ignoring the other important elements of motivating factors like status, interpersonal relationships and satisfying wrkng cnditns. QUESTION NO.3 ANS: the minor adjustments that were made to the machines served as the primary cause of increase in production. On the other hand, the rep utilized his interpersonal skills to acquire info from the operators that could've been imp in understanding the cause of slowed down production

It is linked to the SOCIAL NEED. ppl finly got someone who cared for them.. got frndly.. askd their prbs.. they shared... was courteous.. in return he askd thm to producce 300 sets of cores.. they gave their best.. and improved the average. In terms of Herzberg, both hygiene and secondary motivation factors came into play.