Session XIX

7/29/2019 Session XIX

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Session XIX


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Process Perspectives of

Motivation

Why people choose certain behavioral options to

satisfy their needs and how they evaluate their

satisfaction after they have attained their goals.

Process perspectives of Motivation Expectancy Theory

Porter-Lawler Extension of Expectancy Theory

Equity Theory Goal Setting Theory


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The Expectancy Model of

Motivation

Environment

Motivation Effort Performance

Ability

Outcome

Outcome

Outcome

Valence

Outcome Valence

Outcome Valence

Valence

Valence


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Equity Theory:A Process Perspective

Individuals equate value of rewards to effort andcompare it to other people.

Inputs/OutcomesComparison of

self with others

Equity

Inequity

Motivation to maintain

current situation

Ways to reduce inequity Change inputs Change outcomes Alter perceptions of self Alter perceptions of other

Leave situation Change comparisons

outcomes(self)

inputs (self)

=outcomes (other)

inputs (other)


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Goal-Setting TheoryA Process Perspective

Difficulty

Extent to which a goal is challenging and requires effort.

Specificity

Clarity and precision of the goal.

Acceptance

Extent to which persons accept a goal as their own.

Commitment Extent to which an individual is personally interested inreaching a goal.


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Goal-Setting TheoryA Process Perspective

Satisfaction

Goal

difficulty

Goalspecificity

Goal

acceptance

Goalcommitment

Intrinsic

Rewards

ExtrinsicRewards

Goal-Directed Effort

Organizational

support

Individualabilities & traits

Performance


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Reinforcement Perspectives on

Motivation

Reinforcement Theory Explains the role of rewards as they cause behavior

to change or remain the same over time

Reinforcement Contingencies

Positive Reinforcement strengthens behavior byproviding a desirable consequence.

Avoidance strengthens behavior by allowing escape

from an undesirable consequence.

Punishment weakens behavior by providing anundesirable consequence.

Extinction weakens behavior by not providing a

desirable consequence.


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Reinforcement TheoryReinforcement Schedules

Fixed Interval

Reinforcement applied at fixed time intervals,

regardless of behavior

Variable Interval Reinforcement applied at variable time intervals

Fixed Ratio

Reinforcement applied after a fixed number of

behaviors, regardless of time

Variable Ratio

Reinforcement applied after a variable number of

behaviors, regardless of time


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Other Motivational Strategies

Empowerment

Participation

Variable Work Schedules

Compressed work schedule

Flexible Work Schedules

Flextime

Job Sharing

Telecommuting


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Designing Effective Reward

Systems

General Rules Reward system must meet an individuals needs

Rewards should compare favorably with other

organizations

Distribution must be perceived to be equitable

Reward system must recognize different needs

New Approaches Merit system

Incentive system


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Kinds of motivation

On the basis of approach:

Positive motivation:

Positive motivation implies creation of an

environment in which people can satisfy their

needs and aspirations. Under it rewards andincentives are offered too inspire employees. All

necessary facilities are provided to workers.

They are offered prizes and rewards for best

performance. Positive motivation removes thepsychological barrier and develops a sense of

affiliation.


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Negative motivation:

Negative motivation involves creating a

sense of fear or unhelpful environment.

Workers who do not perform well arepenalized. There is a cut in their facilities

and remuneration. Demotion layoff are

other punitive measures which the workershave to suffer in case their performance

does not come up to the desired level.

On the basis of approach


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On the basis of type of incentives

used

Financial motivation:

Financial motivation implies use of

monetary benefits to inspire employees.

Financial incentives include wages and

salaries, bonus, fringe benefits, retirement

benefits, etc. money plays an important

role in motivation.


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On the basis of type of incentives

used

Non financial motivation;

Non financial motivators are not associated with

monetary rewards these include recognition of

work done, greater involvement in decisionmaking, responsibility, challenging job, etc.,

praise, competition, knowledge of results,

suggestion system, opportunity for growth are

other important non-financial motivators.


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On the basis of nature of reward

used

Extrinsic motivation:

Extrinsic motivation do not occur on the

job but around the job. These factors

include pay, allowance, bonus, fringe

benefits. Extrinsic reward may be direct

which are linked with performance and

indirect compensation like free housing,conveyance, medical facilities, etc.


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On the basis of nature of reward

used

Intrinsic motivation:

Intrinsic motivation occurs on the job andprovides satisfaction while the job is being

performed. Intrinsic or internal motivatorsinclude status, authority, participation,challenging task, etc.

Variety of work, freedom for discretion,greater responsibility, opportunity foradvancement are also intrinsic rewards.

Documents

Session XIX