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Motivation

Motivation. Chapter 6. Class Agenda. Vocabulary Motivation defined Theories of motivation Expectancy theory Goal setting theory Equity theory Psychological empowerment How important is motivation?. Motivation Defined.

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Motivation

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  1. Motivation • Chapter 6

  2. Class Agenda • Vocabulary • Motivation defined • Theories of motivation • Expectancy theory • Goal setting theory • Equity theory • Psychological empowerment • How important is motivation?

  3. Motivation Defined • A set of energetic forces that originate within and outside an employee that initiates work-related effort and determines its direction, intensity, and persistence • What do you do? • How hard do you do it? • How long do you do it?

  4. Theories of Motivation • Several theories attempt to summarize the key factors that foster high motivation: • Expectancy theory • Goal setting theory • Equity theory • Psychological empowerment

  5. Expectancy Theory • Motivation is fostered when the employee believes three things: • Effort will result in performance • Performance will result in outcomes • Those outcomes will be valuable

  6. Expectancy Theory

  7. Expectancy • Effort → Performance • Can be hindered by: • Lack of necessary resources • Lack of supportive leadership • Low self-efficacy

  8. Expectancy

  9. Instrumentality • Performance → Outcomes • Can be hindered by: • Poor methods for measuring performance, as Instrumentality could actually be rewritten to be Performance → Evaluation → Outcomes • Inadequate budget to provide outcomes, even when performance is high • Use of policies that reward things besides performance, such as attendance or seniority • Time delays in doling out rewards

  10. Valence • Anticipated value of outcomes • Extrinsic • Intrinsic

  11. Valence

  12. Valence • Why does pay have such a high valence? • The meaning of money • Achievement • Respect • Freedom

  13. Achieve Respect Freedom 13 15 20

  14. Expectancy Theory • Motivation = (E→P) x Σ[(P→O) x V] • Key aspect: multiplicative effects • Motivation is zero if either expectancy, instrumentality, or valence is zero

  15. Compare to Kerr (1975) • On the Folly of Rewarding A While Hoping for B • Expectancy  Performance? • Performance  Outcome?

  16. Expectancy Theory • Motivation = (E→P) x Σ[(P→O) x V] • Motivation = (E→P) x Greed? • Is greed indeed “good”? • How could greed be “channeled”?

  17. Goal Setting Theory • Motivation is fostered when employees are given specific and difficult goals • Rather than no goals, easy goals, or “do your best” goals

  18. Goal Setting Theory

  19. Goal Setting Theory

  20. Equity Theory • Motivation is maximized when an employee’s ratio of“outcomes” to “inputs” matches those of some comparison other • Thus motivation also depends on the outcomes received by other employees

  21. Equity Theory • Are these really equal?

  22. Equity Theory • What emotion do you feel in this case? • What methods can be used to restore equity?

  23. Equity Theory • What emotion do you feel in this case? • What methods can be used to restore equity?

  24. Psychological Empowerment • An intrinsic form of motivation derived from the belief that one’s work tasks are contributing to some larger purpose • Fostered by four beliefs: • Meaningfulness • Self-Determination • Competence • Impact

  25. How Important is Motivation?

  26. Application

  27. Best Practices: Enterprise

  28. Hires more college grads than any other company Clear promotion ladder: 100% of top managers started as trainees Emphasizes energy, enthusiasm, and positivity in hiring Promotions depend on branch performance on customer service Bonuses paid based on supplemental insurance Salary supplemented with branch-based profit sharing Best Practices: Enterprise

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