motivation pp1
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Content theoriesContent theoriesexplain why people have different needsexplain why people have different needsat different timesat different times
Process theoriesProcess theoriesdescribe the processes through whichdescribe the processes through whichneeds are translated into behavior.needs are translated into behavior.Process theories try to explain why andProcess theories try to explain why andhow people are motivated.how people are motivated.
Content vs. Process MotivationContent vs. Process Motivation Theories Theories
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Basic Model of Motivation
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Needs HierarchyTheory
Needs Hierarchy TheoryNeeds Hierarchy Theory
Self-Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Maslow arranged five needsMaslow arranged five needs
in a hierarchyin a hierarchySatisfaction-progressionSatisfaction-progressionprocessprocess
People who experience self-People who experience self-actualization desire moreactualization desire morerather than less of thisrather than less of thisneedneed
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Acquired Needs TheoryAcquired Needs Theory by David McClelland by David McClelland
Need for AchievementNeed for Achievement --Desire to accomplishDesire to accomplishsomething difficult, attain high standards of success,something difficult, attain high standards of success,master complex tasks, surpass othersmaster complex tasks, surpass others
Need for Affiliation -Desire to form closepersonal relationships and friendships, avoid conflict
Need for Power -Desire to influenceor control others, be responsible and haveauthority over others
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Frederick Herzberg Two-Factor Theory
HighlySatisfied
Neither
Highly
Dissatisfied
Motivators
influence level of
satisfaction
Hygiene factors
influence level of
dissatisfaction
MotivatorsAchievementRecognition
ResponsibilityWork itself
Personal growth
HygieneFactors
Work ConditionsPay/securityCompany Policy
SupervisorsInterpersonal Rel.
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Implications of ContentImplications of Content Theories Theories
Balance competition/cooperation byBalance competition/cooperation byrewarding individual achievement andrewarding individual achievement andteamworkteamwork
Offer employees a choice of rewardsOffer employees a choice of rewards
people have different needs at differentpeople have different needs at differenttimestimes
Support the drive to learn bySupport the drive to learn byproviding new learning opportunitiesproviding new learning opportunities
Dont rely too much on financialDont rely too much on financialrewardsrewards
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Key Elements of Key Elements of Expectancy TheoryExpectancy Theory
MOTIVATION
Valance - value of outcomes
(Pay, recognition, other rewards)
P -- O expectancyPerformance ----- Outcomes
E -- P expectancy
Effort ----- Performance
Will putting effort into thetask lead to the desiredperformance?
Will high performance leadto the desired outcome?
Are the available outcomeshighly valued?
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Assumptions - ExpectancyAssumptions - Expectancy
Workers are motivated to receiveWorkers are motivated to receivepositive outcomes and avoid negativepositive outcomes and avoid negative
onesonesWorkers are rational, carefulWorkers are rational, carefulprocessors of informationprocessors of information
Workers can make choices about howWorkers can make choices about howthey behave, act, and how muchthey behave, act, and how mucheffort they exerteffort they exert
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Expectancy Theory inExpectancy Theory in
PracticePracticeIncreasing the E-to-P expectancyIncreasing the E-to-P expectancy
training, selection, resources, clarify roles,training, selection, resources, clarify roles,provide coaching and feedbackprovide coaching and feedback
Increasing the P-to-O expectancyIncreasing the P-to-O expectancyMeasure performance accurately, explain howMeasure performance accurately, explain howrewards are based on past performancerewards are based on past performance
Increasing outcome valencesIncreasing outcome valencesUse valued rewards, individualize rewards,Use valued rewards, individualize rewards,minimize countervalent outcomesminimize countervalent outcomes
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Equity DefinedEquity Defined
A State of psychological comfortA State of psychological comfortExists when an individuals input toExists when an individuals input tooutcome ratio is equal to the ratio of outcome ratio is equal to the ratio of the comparison otherthe comparison other
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Elements of Equity TheoryElements of Equity Theory
Outcome/input ratioOutcome/input ratioinputs -- what employee contributes (e.g. skill)inputs -- what employee contributes (e.g. skill)outcomes -- what employees receive (e.g. pay)outcomes -- what employees receive (e.g. pay)
Comparison otherComparison otherperson/people we compare ratio withperson/people we compare ratio withnot easily identifiablenot easily identifiable
Equity evaluationEquity evaluation
compare outcome/input ratio withcompare outcome/input ratio withthe comparison otherthe comparison other
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Overreward vs UnderrewardOverreward vs UnderrewardInequityInequity
YouComparisonOther
OutcomesOutcomes
InputsInputs
OutcomesOutcomes
InputsInputs
OverrewardInequity
OutcomesOutcomes
InputsInputs
OutcomesOutcomes
InputsInputs
UnderrewardInequity
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Equity SensitivityEquity Sensitivity
BenevolentsBenevolents Tolerant of being underrewarded Tolerant of being underrewarded
Equity SensitivesEquity SensitivesWant ratio to be equal to theWant ratio to be equal to thecomparison othercomparison other
EntitledsEntitledsPrefer receiving proportionately morePrefer receiving proportionately morethan othersthan others
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Goals are MotivationalGoals are Motivational
Because you can choose where youBecause you can choose where youwant to gowant to go
You know exactly what to do You know exactly what to doCan provide short and long termCan provide short and long termvisionvisionFosters planning and resourceFosters planning and resourceevaluationevaluation
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SpecificSpecific
RelevantRelevant
ChallengingChallengingTaskTaskEffortEffort
TaskTaskPerformancePerformance
Effective Goal SettingEffective Goal Setting
ChallengingChallenging
ParticipationParticipation
CommitmentCommitment
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Area of OptimalGoal
Difficulty
High
TaskPerform
ance
Low Moderate Challenging Impossible
Effect of Goal Difficulty onEffect of Goal Difficulty onPerformancePerformance
Goal Difficulty
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Outcomes of Goal SettingOutcomes of Goal Setting
Greater productivity and salesGreater productivity and salesImproved performanceImproved performanceImproved self-confidenceImproved self-confidenceIncreases motivation to achieveIncreases motivation to achieve
Increases pride and satisfactionIncreases pride and satisfactionHelps reduce negative attitudesHelps reduce negative attitudestoward work/increases moraletoward work/increases morale
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Research Suggests: ThoseResearch Suggests: Those
who use Goal Settingwho use Goal SettingSuffer less from stress and anxietySuffer less from stress and anxietyConcentrate betterConcentrate betterShow more self-confidenceShow more self-confidencePerform betterPerform better
Are more satisfied with their jobsAre more satisfied with their jobs
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Behavior ModificationBehavior Modification
We operate on the environmentWe operate on the environmentAlter behavior to maximize positive and minimize adverseAlter behavior to maximize positive and minimize adverseconsequences. Behavior is a function of its consequencesconsequences. Behavior is a function of its consequences
Operant means voluntary or learned behavior asOperant means voluntary or learned behavior asopposed to reflexive or unlearned behavioropposed to reflexive or unlearned behavior
Law of effectLaw of effectLikelihood that an operant behavior will be repeatedLikelihood that an operant behavior will be repeateddepends on its consequencesdepends on its consequences
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ConsequencesConsequences
What happensWhat happensAfter behavior After behavior
EmployeeEmployeereceivesreceives
attendanceattendancebonusbonus
ExampleExample
A-B-Cs of BehaviorA-B-Cs of Behavior
ModificationModificationBehavior Behavior What personWhat personsays or doessays or does
EmployeeEmployeeattendsattends
scheduledscheduledworkwork
AntecedentsAntecedents
What happensWhat happensbefore behavior before behavior
AttendanceAttendancebonus systembonus systemis announcedis announced
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Reinforcement PerspectiveReinforcement Perspectiveon Motivationon Motivation
Positive Reinforcement increase strength andPositive Reinforcement increase strength andfrequency of a behavior by providing somethingfrequency of a behavior by providing somethingpleasingpleasingNegative Reinforcement increase strength andNegative Reinforcement increase strength andfrequency of a behavior by the removal orfrequency of a behavior by the removal oravoidance of a consequence (stop criticizing andavoidance of a consequence (stop criticizing andgood performance results)good performance results)Punishment decrease strength and frequencyPunishment decrease strength and frequencyof a behavior by giving the employee somethingof a behavior by giving the employee somethingdispleasing or taking away something pleasingdispleasing or taking away something pleasingExtinction decrease strength and frequency of Extinction decrease strength and frequency of a behavior by providing no consequencea behavior by providing no consequence
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Behavior Increases/Maintained
Behavior
Decreases
Consequenceis Introduced
Consequenceis Removed
Contingencies of Contingencies of
ReinforcementReinforcement
PunishmentPunishment
PositivePositivereinforcementreinforcement
ExtinctionExtinction PunishmentPunishment
NegativeNegativereinforcementreinforcement
NoConsequence
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Behavior ModificationBehavior Modification
LimitationsLimitationsCant reinforce nonobservable behaviorCant reinforce nonobservable behavior
Reinforcer tends to wear off Reinforcer tends to wear off
Variable ratio schedule is a form of Variable ratio schedule is a form of gamblinggambling
Ethical concerns about perceivedEthical concerns about perceivedmanipulationmanipulation
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OrganizationwideOrganizationwide
Motivational ProgramsMotivational Prog ramsEmployee ownershipEmployee ownership -- Psychological,Psychological,stockstock
Pay for knowledge - Skills possessed
Gainsharing - Teamwork
Pay for performance - Results
Job enrichment - High level, moretasks