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Motivation

Motivation. Definitions Content models Process models Putting it into action. Need. Tension. Drive. Search. Sat. Tension Reduction. FB. What is Motivation?. “Willingness to exert effort to reach organizational goals” The force that starts, sustains, and directs activity. Ability.

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Motivation

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  1. Motivation • Definitions • Content models • Process models • Putting it into action

  2. Need Tension Drive Search Sat. Tension Reduction FB What is Motivation? • “Willingness to exert effort to reach organizational goals” • The force that starts, sustains, and directs activity

  3. Ability Motivation Why Does it Matter? Performance

  4. Intrinsic vs. Extrinsic Motivation • Where does our motivation come from? • Extrinsic = external rewards • Intrinsic = rewards from the task itself • Application to domains of human activity

  5. Content vs. Process • Content • What motivates us? • Process • How are we motivated?

  6. Content Models • Maslow • Herzberg • McClelland • Theory X, Theory Y

  7. Safety Physiological Maslow’s Pyramid Self-Actualization Esteem Social

  8. Herzberg’s Two Factor Model • Ideas developed through work with engineers and scientists • Job satisfaction and job dissatisfaction are separate, not two ends of a single scale • One group of factors prevents dissatisfaction, but does not cause satisfaction • Another group of factors cause satisfaction • Question: does satisfaction lead to performance? • Traditionally, we said Yes • However, performance may cause satisfaction • But, satisfaction is related to turnover

  9. Hygiene vs. Motivators

  10. McClelland - Needs • Three basic human needs • Achievement • Power • Affiliation • N Ach  performance • Tested on large scale basis • N Ach (children’s stories) • National performance (utility usage)

  11. Theory X Theory Y Little ambition Dislike work Avoid responsibility Self-directed Enjoy work Accept responsibility Theories X and Y

  12. Motivating with Money • Does money matter? • According to Herzberg, no • But…..

  13. Process Models • Behavior modification • Goal setting • VIE • Equity Theory • Job Characteristics Model

  14. Behavior Modification • Basic psychological theory • Pavlov • Skinner • Behavior is a function of its consequences • Some say….assumes that people have little free will

  15. Basic Terms • Positive reinforcement • Negative reinforcement • Extinction • Punishment Shaping: Reward close approximations, then closer approximations, until desired response is achieved

  16. Consequence Reward Punishment Positive Reinforcement Punishment Apply Contingency Withhold Negative Reinforcement Extinction How it Works

  17. FIXED INTERVAL Reinforcement occurs at fixed intervals of time: the bimonthly paycheck. VARIABLE INTERVAL Reinforcement occurs at random intervals of time: the supervisor visits the employee, on no fixed or set schedule, to praise at that time. FIXED RATIO Reinforcement occurs after a set number of behaviors: piece rate pay. VARIABLE RATIO Reinforcement occurs after a random number of behaviors: gambling, especially slot machines. Schedules of Reinforcement

  18. Using Reinforcement • If workers are positively reinforced for their high performance, they will work harder. • If workers receive immediate reinforcement for their hard work, they will work harder than if their reinforcement is delayed. • Frequent reinforcement of positive behavior and infrequent reinforcement of negative behavior results in higher performance. • Workers will work harder if their reinforcements for work are somewhat random. • If a positive work behavior is never reinforced, it will be extinguished. • Reinforcements may be of several different kinds and must be tied to the individual worker. • If workers are rewarded for even small increases in performance, then greater performance may result.

  19. Goal Setting • Goals lead to performance • Specific goals lead to higher performance than general goals • Performance increases in proportion to goal difficulty -- but goals should be attainable • Goals must be accepted • Goals should be linked to feedback and rewards

  20. What is a Good Goal ? • Specific • Measurable • Attainable • Realistic, rewarded • Timely • Feedback • Integrated, Intermediate • Challenging, clear

  21. Using Goal Setting • Workers work harder if they have goals to strive for. • Workers work harder if they have goals that are high and challenging, rather than easy or unattainable. • If goals are clear and understandable, workers will work harder. • If workers have a chance to participate in setting goals, they will be more committed to attaining those goals. • If larger goals are broken down into short-term goals, workers will receive more frequent feedback about goal accomplishment and, thus, strive harder to meet those goals. • If employees know what the consequences of goal accomplishment are (for themselves and the organization), they will strive harder to meet those goals. • If individual goals are integrated with organizational goals, workers will work harder. • If progress toward goal accomplishment is measurable and feedback is given, the workers will strive harder to meet those goals. • Workers work harder if goals are specific, rather than general or “do your best”.

  22. The Complex Model…. V Perceived Equity of Rewards Value of Reward Skills, Abilities and Traits Extrinsic Rewards Performance Goals E2 Satisfaction Effort E1 Role Perception Intrinsic Rewards Perceived Effort-Reward Probability

  23. A Simplified Model Individual Effort Individual Performance Expectancy =Effort-Performance Organizational Rewards =Performance-Reward =Attractiveness Individual Goals

  24. Equity Theory • Employees must believe they are treated fairly, or motivation will wane. Equity theory maintains that employees evaluate their inputs (IS) in relation to their outcomes (OS) as compared to the inputs (IO) and outcomes (OO) of others to determine fairness.

  25. Responses to Perceived Inequity • Change perception of own outputs • Change perception of own inputs • Change own outputs (ask for raise) • Change own inputs (work less) • Change perception of others’ inputs or outputs • Choose a different referent • Withdraw from situation (quit)

  26. Core Job Dimensions Critical Psychological States Personal and Work Outcomes Skill Variety Task Identity Task Significance High Internal Work Motivation Experienced Meaningfulness of the Work High-Quality Work Performance Experienced Responsibility for Work Outcomes Autonomy High Satisfaction With the Work Knowledge of the Actual Results of the Work Activities Low Absenteeism And Turnover Feedback Job Characteristics Model Strength of Employee Growth Need

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