motivation definitions content models process models putting it into action
TRANSCRIPT
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