MOTIVATION

THAT WHICH CAUSES

•BEHAVIOR TO BEGIN

•SUSTAINED BEHAVIOR

MOTIVATION

THE REASON(S) FOR

•WANTING TO EXPEND EFFORT

•WANTING TO DO SOMETHING

WHY DO PEOPLE WORK?

MOTIVATED TO DO WHAT?

POINT: NOT EVERYTHING INFLUENCES HIGHER PERFORMANCE.

P = (f) M X A X S X E

M = MOTIVATIONA = ABILITYS = SUPPORT (TOOLS, ASSISTANCE, RESOURCES) E = EXTERNAL CONDITIONS

ALWAYS WANT TO INCREASE

PERFORMANCE?

MAY NOT WORK

•MACHINE PACED

•IN ASSEMBLY LINE

•PERISHABLE/FASHION PROD.

•TOO MUCH INVENTORY

Hierarchy of Needs

Physiological

Security

Affiliation

Esteem

SelfActualization

A.H. Maslow

2 Factor Theory

- Hygiene Factors +

Dissatisfaction

Satisfaction

- Motivator Factors +

F. Herzberg

2 Factor Theory

% Negative % Positive

- 8 ACHIEVEMENT +43-15 RECOGNITION +35-12 WORK ITSELF +28- 8 RESPONSIBILITY+25-11ADVANCEMENT +21

-37 COMPANY POLICY + 5 & ADMIN

-21 SUPERVISION + 5-19 SALARY +17-17 INTERPERSONAL REL. + 4-13 WORKING COND. + 3

F. Herzberg

Acquired Needs Theory

Learn Needs

•Childhood literature

•Role models

•ExperiencesMcClelland

Need for Achievement(nach)

•Drive to excel

•Prefer challenging but achievable goals

Too challenging = won’t succeed

Not challenging = no sense of achievement

(nach)

Achievers prefer jobs that offer

•Personal responsibility

•Feedback

•Moderate risk

Need for power(npow)

•Control environment

•Influence people

•Prefer- being in charge- competition- status oriented situations

Need for affiliation(naff)

•Friendly, close relationships

•Prefer situations- cooperative- mutual understanding

Goal Setting as Motivator

•Specific, not general

•Difficult, high - coaching - encourage - support

•Set by manager - accepted?

-------And nach? 10-20% people in U.S. are high nach

Expectancy Theory

Effort Performance

Abilities

RolePerceptions

IntrinsicRewards

ExtrinsicRewards

Value ofRewards

Satisfaction

PerceivedEquity

PerceivedEffort - RewardProbability

Adapted from L. Porter & E. Lawler (1968). Managerial attitudes and performance, Irwin, p. 165.

Equity Theory

A’s perceptions of:

Outcomes A = Outcomes B Inputs A Inputs B

If Inequity Perceived:

1. Change real inputs, outcomes (I, O).

2. Change perception of I, O.

3. Change others’ I, O.

4. Change perception of others’ I, O.

5. Change referent(s).

6. Leave situation.

Studies - inequitable pay: (Compared to equitably paid employees)

PERCEPTION = OVER-REWARDED

•Time based pay: produce more(quantity and quality)

•Quantity based pay: reduce quantity*,increase quality

*Assumption: trade-off between quantity and quality

Studies - inequitable pay: (Compared to equitably paid employees)

PERCEPTION - UNDER-REWARDED

•Time based pay: produce less or poorer quality

•Quantity based pay: increase quantity,reduce quality

*Assumption: trade-off between quantity and quality

Reinforcement Theory

Stimulus Response Consequence (need)

Learn from consequence to repeat or not repeat the behavior

Reinforcement Theory

Law of Effect: The greater the satisfaction, or dissatisfaction, with consequence, the stronger the stimulus to behavior link (stronger learning).

Reinforcement Theory

Law of Contiguity: Tie consequence directly to behavior.

Law of Immediacy: Administer consequence immediately.

Reinforcement Theory

Positive Reinforcement: Positive consequencesfollowing behavior (reward)

Negative Reinforcement (Avoidance Learning):Remove negative consequence followingbehavior (don’t get stopped if don’t speed)

Punishment: Negative consequence following behavior

Extinction: Withhold positive consequence after behavior(fail to meet goal, no reward)

Schedules of Reinforcement

FixedInterval

Reward atfixed time

Leads toaverage andirregular perf.

Rapidextinction

Weekly,monthlypaycheck

FixedRatio

Reward tiedto specific# of responses

Quickly leadsto high andstable perf.

Moderatelyfast extinction

Piece rate

VariableInterval

Reward atvaryingtimes

Leads tomoderate andstable perf.

Slowextinction

Rewardsat randomtimes

VariableRatio

Reward atvariableamounts ofresponses

Leads tovery highperf.

Very slowextinction

Bonus tiedto sales, random #needed

Schedule Form of Influence If Withdrawn Example

Reinforcement Theory

Shaping Behavior:

• Teaching new behavior

• Reward “successive approximations”- reward “attempts” early stages- reward often, early stages

------------Same as: Coaching, modeling, teaching….

Guides for Positive Reinforcement

1. Clearly describe goal, target behavior.

2. If overall is complex chain of behaviors, divide into observable, measurable sequence of steps.

3. Make sure person has skill, ability to accomplish behavior.

4. Select rewards based on person’s needs.

5. Arrange setting to encourage desired behavior.

6. Reward close approximations, in shaping stage.

7. Reward desired behavior immediately.

Guides for Punishment

1. Tell person what is wrong.

2. Tell person what correct behavior is.

3. Follow laws of contingent, immediate reinforcement. Punish only improper behavior immediately.

4. Make punishment match behavior. Magnitude of punishment = to degree of undesirable behavior.

5. Punish in private.

•IMMEDIACY

•ADVANCE WARNING

•CONSISTENCY

•IMPERSONAL

“HOT STOVE” RULE

Possible Negative Side-effects of Punishment

1. If administered poorly, may cause frustration, humiliation, alienation…

2. Threat of punishment may highlight what not to do.

3. Does stop unwanted behavior. By itself, does not provide corrections.

4. Vulnerable to error of over-generalization.

5. Does not encourage internalized behavior; i.e. Threat must always be present.

6. May encourage people to respond in kind.

SHOULD PUNISHMENT BE USED AT ALL?

•DOES (CAN) STOP UNWANTED BEHAVIOR.

•IF UNWANTED BEHAVIOR IS INTENTIONAL•KNEW IT WAS WRONG•DID IT ANYWAY

•PUNISH UNINTENTIONAL BEHAVIOR?•FRUSTRATION•NEGATIVE STRESS

COMPETITION as Motivator

•High interdependent tasks, compete for rewards:productivity decreases

•Low interdependent tasks, compete for rewards:slight increase in productivity

(Miller & Hamblin (1971). “Interdependence, differential rewarding, and productivity” in B. Hinton & J. Reitz Groups and Organizations.)

JOB ENRICHMENT as Motivator

•EVERYONE WANT MORE AUTHORITY,RESPONSIBILITY?

•SAME AS EMPOWERMENT?