Motivation

1. Motivation Motivation

2. Motivation • Definitions • Content models • Process models Motivation

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

4. Why Does it Matter? Ability Motivation Performance Motivation

5. 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 Motivation

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

7. Content Models • Maslow • Herzberg • McClelland • Theory X, Theory Y Motivation

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

9. 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 Motivation

10. Hygiene vs. Motivators Motivation

11. 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) Motivation

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

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

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

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

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

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

18. Schedules of Reinforcement 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.

19. 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. Motivation

20. More on Using Reinforcement • 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. Motivation

21. 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 Motivation

22. What is a Good Goal ? • Specific • Measurable • Attainable • Rewarded, realistic • Timely • Feedback • Integrated, Intermediate • Challenging, clear Motivation

23. 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. Motivation

24. More on Goal Setting • 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. Motivation

25. Yet More… • 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”. Motivation

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

27. A Simplified Model Individual Effort Individual Performance Expectancy Organizational Rewards Individual Goals Motivation

28. 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. Motivation

29. 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) Motivation

30. 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