Chapter 5: Motivation McGraw-Hill\/Irwin\n \n \n \n \n "," \n \n \n \n \n \n Topics we will cover Chapter 7 Defining motivation\n \n \n \n \n "," \n \n \n \n \n \n Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.\n \n \n \n \n "," \n \n \n \n \n \n Chapter 7: Motivation Concepts\n \n \n \n \n "," \n \n \n \n \n \n \u00a9 2007 Prentice Hall Inc. All rights reserved. Motivation Concepts Chapter SIX.\n \n \n \n \n "," \n \n \n \n \n \n MGT 321: Organizational Behavior\n \n \n \n \n "," \n \n \n \n \n \n Lim Sei cK. Motivation is the result of the interaction of the individual and the situation. Individuals differ in their basic motivational drive.\n \n \n \n \n "," \n \n \n \n \n \n Motivation: Concepts & Application Madiha Khalid.\n \n \n \n \n "," \n \n \n \n \n \n MOTIVATION. Motivation is the processes that account for an individual\u2019s intensity, direction, and persistence of effort toward attaining a goal. Key.\n \n \n \n \n "," \n \n \n \n \n \n Motivation Theories.\n \n \n \n \n "," \n \n \n \n \n \n Organizational Behavior 15th Ed Motivational Concepts Copyright \u00a9 2013 Pearson Education, Inc. publishing as Prentice Hall7-1 Robbins and Judge Chapter.\n \n \n \n \n "," \n \n \n \n \n \n MOTIVATION. MOTIVATION: Motivation is the willingness of a person to exert high levels of effort to satisfy some individual need or want.\n \n \n \n \n "," \n \n \n \n \n \n Motivating Employees Chapter 12. Motivation The psychological processes that arouse and direct goal-directed behavior.\n \n \n \n \n "," \n \n \n \n \n \n 1 MGMT 505 Chapters 6 & 7: Motivation. 2 Motivation in Organizations \u25ba In Organizational Behavior, motivation is defined as the force that drives an employee.\n \n \n \n \n "," \n \n \n \n \n \n Defining Motivation Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Key Elements.\n \n \n \n \n "," \n \n \n \n \n \n ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M \/ R O B B I N S \u00a9 2005 Prentice Hall.\n \n \n \n \n "," \n \n \n \n \n \n 7 Motivation Concepts.\n \n \n \n \n "," \n \n \n \n \n \n Organizational Behavior 15th Global Edition Motivational Concepts 7-1 Robbins and Judge Chapter 7.\n \n \n \n \n "," \n \n \n \n \n \n Welcome to this Organizational Behavior course that uses the 17th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.\n \n \n \n \n "," \n \n \n \n \n \n MOTIVATION.\n \n \n \n \n "," \n \n \n \n \n \n Motivation Chapter 5 IBUS 681, DR. Yang.\n \n \n \n \n "," \n \n \n \n \n \n Organizational Behavior Stephen P. Robbins & Timothy A. Judge\n \n \n \n \n "," \n \n \n \n \n \n 14 Motivation in Multinational Companies.\n \n \n \n \n "," \n \n \n \n \n \n Theories of Motivation\n \n \n \n \n "," \n \n \n \n \n \n CHAPTER 8 MOTIVATION.\n \n \n \n \n "," \n \n \n \n \n \n CJ 421 Organizational Behavior in CJ agencies\n \n \n \n \n "," \n \n \n \n \n \n Chapter 9 Organizational Commitment, Organizational Justice, and Work-Family Interface \u00a9 2005 Prentice-Hall, Inc.\n \n \n \n \n "," \n \n \n \n \n \n Basic Motivation Concepts\n \n \n \n \n "," \n \n \n \n \n \n Basic Motivation Concepts\n \n \n \n \n "," \n \n \n \n \n \n Motivation II: Equity, Expectancy, and Goal Setting\n \n \n \n \n "," \n \n \n \n \n \n Motivating and Rewarding Employees\n \n \n \n \n "," \n \n \n \n \n \n Motivation Factors Lecturer: Sharon Porter Class 7\n \n \n \n \n "," \n \n \n \n \n \n MGT 210: PRINCIPLES OF MANAGEMENT CHAPTER 16: MOTIVATION\n \n \n \n \n "," \n \n \n \n \n \n Welcome to this Organizational Behavior course that uses the 17th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.\n \n \n \n \n "," \n \n \n \n \n \n Basic Motivation Concepts\n \n \n \n \n "," \n \n \n \n \n \n Foundation of Planning BBB1113 Intro to Business Management Faculty of Business Management & Globalization.\n \n \n \n \n "," \n \n \n \n \n \n Define motivation Compare and contrast early theories of motivation Compare and contrast contemporary theories of motivation Discuss current issues in.\n \n \n \n \n "," \n \n \n \n \n \n CHAPTER 17 Motivating Employees\n \n \n \n \n "," \n \n \n \n \n \n Motivation Any influence that triggers, directs or maintains behavior\n \n \n \n \n "," \n \n \n \n \n \n Motivation Chapter Four.\n \n \n \n \n "," \n \n \n \n \n \n Motivation We could use two films here, so we want lots of extra time. What to cut out? Dangerous minds is good hopefully for expectancy and equity theory.\n \n \n \n \n "," \n \n \n \n \n \n Motivation and Empowerment\n \n \n \n \n "," \n \n \n \n \n \n 4 Motivation Concepts.\n \n \n \n \n "," \n \n \n \n \n \n Chapter 7 Motivation Concepts.\n \n \n \n \n "," \n \n \n \n \n \n Basic Motivation Concepts\n \n \n \n \n "," \n \n \n \n \n \n Motivation Chapter 5 IBUS 681, DR. Yang.\n \n \n \n \n "," \n \n \n \n \n \n Basic Motivation Concepts\n \n \n \n \n "," \n \n \n \n \n \n Motivation Any influence that triggers, directs or maintains behavior\n \n \n \n \n "," \n \n \n \n \n \n By: Abdulaziz Alhoshan\n \n \n \n \n "]; Similar presentations
Explain How The Contemporary Theories Of Motivation Complement Each Other
Motivation is the reason for which humans and other animals initiate, continue, or terminate a behavior at a given time. Motivational states are commonly understood as forces acting within the agent that create a disposition to engage in goal-directed behavior. It is often held that different mental states compete with each other and that only the strongest state determines behavior.[1] This means that we can be motivated to do something without actually doing it. The paradigmatic mental state providing motivation is desire. But various other states, such as beliefs about what one ought to do or intentions, may also provide motivation. Motivation is derived from the word 'motive', which denotes a person's needs, desires, wants, or urges. It is the process of motivating individuals to take action in order to achieve a goal. The psychological elements fueling people's behavior in the context of job goals might include a desire for money.
Various competing theories have been proposed concerning the content of motivational states. They are known as content theories and aim to describe what goals usually or always motivate people. Abraham Maslow's hierarchy of needs and the ERG theory, for example, posit that humans have certain needs, which are responsible for motivation. Some of these needs, like for food and water, are more basic than other needs, such as for respect from others. On this view, the higher needs can only provide motivation once the lower needs have been fulfilled.[2] Behaviorist theories try to explain behavior solely in terms of the relation between the situation and external, observable behavior without explicit reference to conscious mental states.
"Motivation" is commonly defined as what explains why people or animals initiate, continue or terminate a certain behavior at a particular time.[5][6][7][8] Motivational states come in various degrees of strength. The higher the degree, the more likely it is that the state has an influence on behavior.[9] This is often linked to forces acting from within the agent that result in goal-directed behavior.[6][10] One problem with defining motivation in terms of internal forces is that it is very difficult to measure them, which is why empirically-minded theorists often prefer definitions that are more closely linked to observable behavior.[11][10] One approach is to define motivation in terms of the flexibility of the animal's behavior. This flexibility involves goal-directed behavior that changes as the animal learns through new experiences.[12] Rats, for example, can learn to traverse through complicated mazes in order to satisfy their hunger. The feeding behavior of flies, on the other hand, is not flexible in this sense. On this view, we are justified to ascribe motivational states to rats but not to flies.[12] But it has been argued that there are cases of motivation without flexible behavior. A totally paralyzed person, for example, could still have motivation despite being unable to engage in behavior. This means that flexibility may still be a sufficient but not a necessary mark of motivation.[12] Some definitions stress the continuity between human and animal motivation but others draw a clear distinction between the two. This is often motivated by the idea that human agents act for reasons and commit themselves to the intentions they form while animals just follow their strongest desire.[13][10] Causalist definitions stress the causal relation between motivation and the resulting behavior. Non-causalist definitions, on the other hand, hold that motivation explains behavior in a non-causal way.[9][12][14]
Behaviorists have tried to explain motivation solely in terms of the relation between the situation and external, observable behavior. But the same entity often behaves differently despite being in the same situation as before. This suggests that explanation needs to make reference to internal states of the entity that mediate the link between stimulus and response.[12][15] Among these internal states, psychologists and philosophers are most interested in mental states. The paradigmatic mental state providing motivation is desire. But it has been argued that various other states, such as beliefs about what one ought to do or intentions, can also provide motivation.[15][13] The absence of motivation might result in mental diseases like depression.
An important distinction is between states that provide motivation whenever they are present, sometimes referred to as "essentially motivation-constituting attitudes" while other states provide motivation contingent on certain circumstances or other states.[15][16] It has been argued that a desire to perform an action, a so-called action-desire, always provides motivation.[15][16] This is even the case if the agent decides against performing the action because there are other more pressing issues.[12] An instrumental belief about how to reach a certain goal, on the other hand, provides motivation contingent on the agent currently having this goal. We can desire many things besides actions, like that our favorite soccer team wins their next match or that world peace is established.[15] Whether these desires provide motivation depends, among other things, on whether the agent has the ability to contribute to their realization. While some theorists accept the idea that desire is essential to motivation, others have argued that we can act even without desires.[15][16] The motivation may instead be based, for example, on rational deliberation. On this view, attending a painful root canal treatment is in most cases motivated by deliberation and not by a desire to do so.[17] So desire may not be essential to motivation.[16] But it is open to opponents of the thesis that there is motivation without desires to reject the analysis of such examples. Instead, they may argue that attending the root canal treatment is desired in some sense, even if there is also a very vivid desire present against doing so.[17][15] 2ff7e9595c
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