Motivation and emotion

1. Motivation and emotion Dr Joan Harvey

2. Motivation • Complex area- many theories • Studied since early 1900s • Largely based on American and Western European theorists • Taylor and scientific management was the first • Then Hawthorne studies • Maslow • Herzberg, McGregor • Later theories include goal theory, equity theory, expectancy theories

3. Motivation theories • Intrinsic theories: Maslow • Physiological- housing, clothing, food and drink • Safety and security- job security, burglar alarms, safety features on products • Social, love and belongingness- friendships and social support at work, team sports • Self esteem- feeling of worth or importance- recognition, promotion, luxury goods • Self actualisation- doing what you really want to do at work, education, skills development, ‘experience goods’

4. Motivation theories • Murray’s inventory of social needs • Including superiority, achievement, play, succourance, nurturance etc. • Arousal theory • Failure to arouse will have little effect • Priming to create arousal • Theory X and theory Y and theory Z • X and Y relevant insofar as make statements which you can apply at work; Z is Japanese style of management

5. Incentive and reinforcement theories • Studies of role of money • Instrumentality • Indicative of status • Provides some independence and autonomy • Principles of incentive theories • Perceives reward to be worth the effort • Wants that reward • Perceives that action will lead to that reward

6. Utility and related theories • Based on nature of utility, usually a product of value and probability, of both success and loss; e.g. more reward not seen to happen for working hard • money, social, psychological, appearance, injury • Need for achievement • nAch and fear of failure • Need for affiliation • Need for power • Equity theory • Motivational calculus and expectancy theory

7. Modern intrinsic theories • Cognitive evaluation theory • Curiosity, incongruity and discrepancy • Competence, mastery, efficacy and challenge • Personal control over environment and self-determination

8. Other motivational issues • Unconscious motivation • Work behaviours or products as substitutes and fulfillments • Reinforces needs that one is unaware of • Semiotics and the meaning of NVBs, or goods, logos, symbolism and ritual gift giving

9. Motivational mix • Multiple motives • Approach and avoidance issues [Lewin] • Force of inertia • Strong in perhaps 50% of people, opposite to embracing change • Involvement • Antecedents – what happened before • Properties- feelings and behaviour when involvement aroused • Outcomes- depend on interaction of antecedents and properties as above • Preferences for different types of motive: e.g. when of equal value to employer, differences in what people prefer: • Pay increase.. or more holidays… or less hours… or more pension…. or health insurance… ??

10. Emotion • Transient, ephemeral so difficult to investigate • Strong determinant of behaviour at work • Probably 7 main emotions • Anger, sadness, disgust, fear, surprise, happiness and contempt • Easier to judge from facial expressions and NVC than from what people say • Concept of EI • As an answer to problem that intelligence is only a partial predictor of success in management • Emotionality, self awareness, empathy, motivation and drive, long/short term orientation. Issue of: • Which are social skills that can be learned • Which are permanent traits and cannot be learned

11. Thank you for listening • Joan Harvey