Surely we as human beings dont resemble machines

Surely we as human beings don't resemble machines, us, not working push button, but that human beings — all human beings. They are not a set of senses, emotions, and work • must be associated with those feelings. So good work performance or his evil, associated with feelings of working towards that work, so a successful manager knows how to deal with individuals to bring out their best work assigned by motivation. What is the meaning of stimulus? • What are his theories? •

The concept of motivation: Incentive concept. . . It strength or feeling drives and activates individual behavior to satisfy needs and wants to ease tensions. . . . . Theories of motivation: Incentive theories. . . There are many theories on motivation:

scientific management approach Frederick Taylor was one of the first people who spoke about motivation, where he focused on the importance of material incentives and assume that employees are lazy and can't motivate them only through salaries and financial incentives. And access to a fair system of salaries and incentives, Taylor suggested that labour is divided into smaller parts, and then study these parts to find the best way to do them, and finally, integrate these parts together. This process is called motion and time study

This theory has been the main criticisms: 1. equality between humans and machines, working from their perspective only Pew machine. 2. assume that employees cannot motivate them only money an inaccurate assumption, because there is interest in moral incentives with material incentives. 3. the assumption that the best way to work is not always logical, it limits freedom of workers, work and act.

The human relations movement • The human relations movement has emerged in the • 1920 s and focused on the importance of improving relations in the working environment, such as improving communication between employees and their supervisors, and greater space for dialogue and feedback. This theory is based on a study showed a 30% increase in productivity after applying the changes, but criticized it for focusing on just one way as the optimal way of motivation.

The experience of alhawthorn plants • The study was a study in Hawthorne plant in Chicago and • their group were isolated in private rooms for the production of electric tools • in the new conditions of work, the researchers, led by Elton may provide free lunches, and fewer working hours and rest periods. They were also allowed to work in small groups, in addition to the change in the system of financial incentives. Beside these physical changes were changes in the management system, social workers and more understanding. Scholars noted that productivity had increased after these changes, the first • conclusion was that the physical changes are the cause. But after negative changes, such as reducing the lighting or increase the room temperature to the hard work, productivity continues to rise. it was concluded that because of increased productivity is not the physical changes at work, but also in the management of personnel, meaning the social changes in the work environment. The more human relations between workers, increased productivity •

The theory of Maslow's hierarchy of needs The theory of Maslow's theories of human motivation. After two decades of human relations movement, select the Maslow pyramid of human needs Social and consists of five levels are arranged hierarchically: 1. physiological needs: basic biological needs for survival such as breathing and sleep, food and drink. 2. the security and safety needs: the needs for protection against dangers and threats, such as the need for housing and job security. 3. social needs: the need for love and friendship and acceptance and belonging to the other group. 4. needs assessment: the need for self-esteem and confidence, power and respect from others. 5. the need to recognize and self-realization: the individual sought to prove his existence and his need to accomplish. • •

I think Maslow when satisfying any need to level, the • need for a stimulus, and will need to be given to the needs at the highest level and will continue to always be motivated individuals to satisfy their desires level by one, until reach the last level "and achieve" so managers to motivate their employees must first identify the needs of the individual, and then satisfy them and upgrade them to reach the top. As for the criticism to theory of Maslow, critics that • the needs and priorities of these needs vary from person to person, as well as the lack of research and sufficient evidence to support needs. The soldier on the battlefield may be totally needs pyramid it seeks to achieve and the independence of his homeland at a time when fear and need for security. •

The need Selfrealization to. The needs assessment Social needs Security and safety needs alvisologet Needs

The theory of lhersbergh: Developed hersbergh model "employees" after interviewing a group of employees with a view to identifying the reasons for delight and lack of job satisfaction (Job dissatisfaction) found that employees can motivate them through internal stimuli, and is the first factor. The internal motivators are there on the job or the work itself, such as a sense of responsibility and accomplishment. Another factor is the extrinsic motivators, such incentives do not increase job satisfaction, but its presence or its absence prevent dissatisfaction, examples of such stimuli: salary, working conditions and company policies. However, the academics criticize theory of hersbergh, that it did not try to see assess job satisfaction and performance. However, this theory has spread significantly, because it is derived from a real working environment, in addition to being easy to understand.