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MODULE 19 MOTIVATION

MODULE 19 MOTIVATION. “Treat others as you would like to be treated”. How do human needs influence motivation to work? How do thought processes and decisions affect motivation to work? What role does reinforcement play in motivation?. MOTIVATION Human Needs MODULE GUIDE 19.1.

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MODULE 19 MOTIVATION

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  1. MODULE 19MOTIVATION “Treat others as you would like to be treated” • How do human needs influence motivation to work? • How do thought processes and decisions affect motivation to work? • What role does reinforcement play in motivation?

  2. MOTIVATIONHuman NeedsMODULE GUIDE 19.1 • Maslow described a hierarchy of needs topped by self-actualization. • Alderfer’s ERG theory focuses on existence, relatedness, and growth needs. • Herzberg’s two-factor theory focuses on higher-order need satisfaction. • McClelland identified acquired needs for achievement, power, and affiliation.

  3. MOTIVATIONHuman Needs • Motivation • accounts for the level, direction, and persistence of effort expended at work. • Need • an unfulfilled physiological or psychological desire.

  4. MOTIVATIONHuman Needs • Maslow’s Hierarchy of Needs

  5. MOTIVATIONHuman Needs • Alderfer’s ERG Theory • Existence Needs • are desires for physiological and material well-being. Relatedness needs are desires for satis-fying interpersonal relationships. • Relatedness Needs • are desires for satisfying interpersonal relationships. • Growth Needs • are desires for continued psychological growth and development.

  6. MOTIVATIONHuman Needs • Herzberg’s Two-factor Theory • Hygiene Factor • is found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary. • Motivator Factor • is found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth.

  7. MOTIVATIONHuman Needs • McClelland’s Acquired Needs • Need for Achievement • is the desire to do something better, to solve problems, or to master complex tasks. • Need for Power • is the desire to control, influence, or be responsible for other people. • Need for Affiliation • Is the desire to establish and maintain good relations with other people.

  8. MOTIVATIONThought Processes and DecisionsMODULE GUIDE 19.2 • Equity theory explains how social comparisons can motivate individual behavior. • Expectancy theory considers motivation = expectancy x instrumentality x valence • Goal-setting theory says that well chosen and well set goals can be motivating.

  9. MOTIVATIONThought Processes and Decisions • Adams’ Equity Theory • Explains how social comparisons can motivate individual behavior • Any perceived inequities will motivate us to behave in a manner that will change them

  10. MOTIVATIONThought Processes and Decisions • Vroom’s Expectancy Theory motivation = expectancy x instrumentality x valence • Expectancy • a person’s belief that working hard will result in achieving a desired level of task performance • Instrumentality • a person’s belief that successful performance will lead to rewards and other potential outcomes • Valence • the value a person assigns to the possible rewards and other work-related outcomes.

  11. MOTIVATIONThought Processes and Decisions Vroom’s Expectancy Theory

  12. MOTIVATIONThought Processes and Decisions • Locke’s Goal-setting Theory • emphasizes the motivational power of goals that are specific and challenging. MANAGEMENT TIPS • Set specific goals—avoid more generally stated ones, such as “Do your best.” • Set challenging goals—when realistic and attainable, they motivate better than easy ones. • Build commitment—people work harder for goals they accept and believe in. • Clarify priorities—expectations should be clear on which goals to pursue first. • Provide feedback—people need to know how well they are doing. • Reward results—don’t let accomplishments pass unnoticed.

  13. MOTIVATIONReinforcementMODULE GUIDE 19.3 • Operant conditioning influences behavior by controlling its consequences. • Positive reinforcement connects desirable behavior with pleasant consequences. • Punishment connects undesirable behavior with unpleasant consequences.

  14. MOTIVATIONReinforcement • The law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated.

  15. MOTIVATIONReinforcement • Operant Conditioning – B. F. Skinner • Influences behavior by controlling its consequences • Positive reinforcement strengthens a behavior by making a desirable consequence contingent on its occurrence. • Negative reinforcement strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence. • Punishment discourages by making an unpleasant consequence contingent on its occurrence. • Extinction discourages a behavior by making the removal of a desirable consequence contingent on its occurrence.

  16. MOTIVATIONReinforcement Operant Conditioning – B. F. Skinner

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