Mpo Notes

Extrinsic pauperism is related to rewards such as salary, job security, benefits, promotional prospects, the reverseing environment and its conditions. Intrinsic motivation comes from inwardly the individual. It relates to rewards which are psychological such as positive recognition and a sense of challenge and achievement. vrooms expectancy theory Vroom believes that plenty exit be motivated to do things to pee a object if they believe in the worth of the goal and if they potful see that what they do will help them to achieve it.Maslow Theory hierarchy of inevitably self actualisation, admiration needs self esteem recognition status, social needs sense of belonging love, safety needs security protection, physiological needs hunger thirst. Herzberg two factor theory hygiene factors (maintenance factors to avoid dissatisfaction but do not necessarily motivate employees) Company policy and administration, Wages, salaries and other financial remuneration, Quality of super vision, Quality of inter-personal relations, Working conditions, Feelings of job security.Motivator factors Status, hazard for advancement, Gaining recognition, Responsibility, Challenging / stimulating work, Sense of personal achievement & personal growth in a job. McGregors X and Y theory Theory X = Individuals who disfavour work and avoid it where possible, Individuals who lack ambition, detest province and prefer to be led, Individuals who desire security. Theory Y = Consider drive at work as just like rest 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 theory Man is a rational economic zoology concerned with maximising his economic gain, People respond as individuals, not as groups, People can be treated in a standardised fashion, like machines. Porter and Lawlers Expectancy imi tate is a further development of Vrooms theory.It considers mathematical operation as a whole, pointing out that effort expended does not lead directly to performance but is influenced by the ability of the individual and his/her perceptions. They identify motivation, performance and satisfaction as individual and separate variables and attempt to explain the relationships between the three. Adams impartiality theory focuses on the way people feel they have been treated in the workplace, looks at impartiality of treatment between people, expectation what people expect to receive in return for there firm work.People may try and get others to leave, they may start to compare themselves to someone who they think they are more(prenominal) 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. Teamwork is important for staff 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 retireledge 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 police squadwork dedication to the teams success as well as the development of team member, The appropriate 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 authoritarian manager Motivates by reward, Imposes decisions, Does not delegate, Has only a superficial cartel in their staff, Occasionally involves staff in solving problems.The democratic manager Shares opinions and ideas, Has complete confidence and religious belief in their staff, Allows staff to participate in making decisions, Motivates by reward for achieving goals set by participation. The tyrannous 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.