Motivation Definitions Content models Process models Putting it into action

What is Motivation? “Willingness to exert effort to reach

organizational goals” The force that starts, sustains, and

directs activity

Need Drive SearchTension

ReductionSat.Tension

FB

Why Does it Matter?

Performance

Ability Motivation

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

Type of Activity Motivation Freedom Human Value Work Extrinsic Constrained ??? Play Intrinsic Freely Chosen Distraction Leisure Intrinsic Freely Chosen Self-Fulfillment

Content vs. Process Content

What motivates us? Process

How are we motivated?

Content Models Maslow Herzberg McClelland Theory X, Theory Y

Maslow’s Pyramid

Physiological

Safety

Social

Esteem

Self-Actualization

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

Hygiene vs. Motivators

Hygiene Motivators Quality of supervision Rate of pay Company policies Working conditions Relations with others Job security

Career Advancement Personal growth Recognition Responsibility Achievement

Lack of these results in dissatisfaction

These result in satisfaction

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)

Theories X and Y

Little ambitionDislike work

Avoid responsibility

Self-directedEnjoy work

Accept responsibility

Theory XTheory X Theory YTheory Y

Motivating with Money Does money matter?

According to Herzberg, no But…..

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

Behavior Modification Basic psychological theory

Pavlov Skinner

Behavior is a function of its consequences

Some say….assumes that people have little free will

Basic Terms Positive reinforcement Negative reinforcement Extinction Punishment

Shaping:Reward close approximations, then closer approximations, until desired response is achieved

How it Works

Contingency

Apply

Withhold

ConsequenceReward Punishment

PositiveReinforcement

NegativeReinforcement

Punishment

Extinction

Schedules of ReinforcementFIXED INTERVAL

Reinforcement occurs at fixed intervals of time: the bimonthly paycheck.

FIXED RATIO

Reinforcement occurs after a set number of behaviors: piece rate pay.

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.

VARIABLE RATIO

Reinforcement occurs after a random number of behaviors: gambling, especially slot machines.

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.

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

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

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”.

Value ofRewardValue ofReward

EffortEffort

PerceivedEffort-Reward

Probability

PerceivedEffort-Reward

Probability

RolePerception

RolePerception

Skills, Abilitiesand Traits

Skills, Abilitiesand Traits

Performance GoalsPerformance Goals

ExtrinsicRewardsExtrinsicRewards

IntrinsicRewards

IntrinsicRewards

SatisfactionSatisfaction

PerceivedEquity ofRewards

PerceivedEquity ofRewards

E1

E2

The Complex Model….

V

A Simplified Model

= Performance-Reward

= Effort-Performance

= Attractiveness

IndividualPerformance

OrganizationalRewards

IndividualEffort

IndividualGoals

ExpectancyExpectancy

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.

I

O

I

O

s

s

O

O

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)

Job Characteristics Model

Strength of Employee Growth NeedStrength of Employee Growth Need

Personal andWork Outcomes

High InternalWork Motivation

High-QualityWork Performance

High SatisfactionWith the Work

Low AbsenteeismAnd Turnover

Core JobDimensions

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

CriticalPsychological States

ExperiencedMeaningfulness

of the Work

Experienced Responsibility for Work Outcomes

Knowledge of the Actual Results of the

Work Activities