1 / 41

Work in the 21 st Century Chapter 8

Work in the 21 st Century Chapter 8. The Motivation to Work. Module 8.1: An Introduction to Motivation. Central position of motivation in psychology Motivation concerns conditions responsible for variations in intensity, quality, & direction of ongoing behavior.

simone-gaines
Download Presentation

Work in the 21 st Century Chapter 8

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Work in the 21st CenturyChapter 8 The Motivation to Work

  2. Module 8.1:An Introduction to Motivation • Central position of motivation in psychology • Motivation concerns conditions responsible for variations in intensity, quality, & direction of ongoing behavior

  3. Brief History of Motivation Theory in I-O Psychology • First theories anchored motivation in notions of instincts (Freud) • “Instinct” gradually replaced by terms like need, motive, & drive (Maslow) • Behaviorist approach (Skinner) • Field theory (Lewin)  Group dynamics

  4. Metaphors For Motivation • Person as machine • People’s behaviors & actions are reflexive & involuntary, performed without conscious awareness • Pushed by internal needs • Pulled by environmental stimuli

  5. Metaphors For Motivation (cont’d) • Person as judge • Individual seeks information about extent person & others perceived as responsible for positive & negative events • Hypothesizes about foundation for events & actions of others • Person as intentional • Develops goals & plans PhotoDisc/Getty Images

  6. Motivational Metaphors

  7. Meaning & Importance of Motivation in the Workplace • Motivation & performance Situational Constraints – (Motivation x Ability) = PERFORMANCE

  8. Motivation & Work-Life Balance • Investigates whether satisfaction one experiences at work is affected by satisfaction one experiences in non-work & vice versa

  9. Motivation & Attitudes • Attitudes • Relatively stable feelings or beliefs directed toward specific persons, groups, ideas, or jobs • Attitudes include job satisfaction, organizational commitment, and job involvement, which are covered in more detail in Chapter 9

  10. Motivation & Personality • Consistent relationships exist between personality characteristics & performance motivation • Neuroticism negatively related to performance motivation • Conscientiousness positively related to performance motivation

  11. Module 8.2: Motivational Theories – Classic Approaches • Person-as-machine theories • Maslow’s need theory • Internal mechanical theory • All humans have basic set of needs that express themselves over life span of individual as internal “pushes” or drives

  12. Maslow’s Need Theory (5 Levels) • Physiological needs • Basic needs like food & water • Security needs • Need to produce a secure environment • Love or social needs • Desire to be accepted by others • Esteem needs • Being respected for accomplishments or capabilities • Self-actualization • Desire to develop capabilities to fullest

  13. Maslow’s Hierarchy of Needs

  14. Dilbert’s View onNeed Hierarchy Theory

  15. Maslow’s Need Theory • Employer needs to know at what need level individual worker is operating • Group of workers may all be functioning at different need levels • Fits person-as-machine metaphor

  16. Variations on Maslow’s Theory • Two-factor theory (Herzberg, 1966) • 2 basic needs, not 5 • Needs are independent (not hierarchical) • 1) Hygiene needs • Maslow’s physical & security needs • 2) Motivator needs • Maslow’s social, esteem, & self-actualization needs

  17. Variations on Maslow’s Theory (cont'd) • ERG theory (Alderfer, 1972) • 3 basic needs, not 2 or 5 • Levels: • Existence (E) • Relatedness (R) • Growth (G) • Has not garnered much support

  18. Reinforcement Theory: An External Mechanical theory • Behavior depends on 3 elements: stimulus, response, & reward • Contingent reward • Reward depends on response • Intermittent & continuous rewards • Intermittent rewards produce higher performance levels Martial Colomb/Getty Images

  19. Person-as-Scientist Models • Vroom’s VIE theory • Valence: Strength of person’s preference for particular outcome. • Instrumentality: Perceived relationship between performance & attainment of a certain outcome. • Expectancy: Perceived relationship between effort and performance.

  20. Scientist Models (cont'd) • Dissonance theory • Suggests that tension exists when individuals hold incompatible thoughts • Assumes that individuals always seek some sense of “balance” & will direct their behavior toward seeking & maintaining that balance

  21. Scientist Models: Equity Theory • Equity Theory: Individuals look at world in terms of comparative inputs & outcomes • Compare their inputs & outcomes to those of “comparison others” Figure 8.1 Mathematical Description of Equity Theory

  22. Equity Theory of Employee Reactions to Inequitable Payment

  23. Module 8.3: Modern Approaches to Work Motivation • Person-as-Intentional Approach • Goal-setting theory • Notion of goal as a motivational force • Distinction between goal acceptance & goal commitment Lawrence M. Sawyer/Getty Images

  24. Figure 8.2: Diagram of Goal Theory

  25. Goal-Setting Theory (cont'd) • Feedback loop important between knowledge of results & intermediate stages • Control theory • Based on principle of feedback loop • Assumes individuals compare a standard to an actual outcome & adjust their behavior to bring outcome into agreement with a standard

  26. Relationships Among Needs, Motives, Goals, & Performance Figure 8.3 The Relationships among Needs, Motives, Goals, and Performance Source: Locke & Latham (1996).

  27. Control Theories &the Concept of Self-Regulation • Self-regulation is compatible with control theory Figure 8.4 Simple Control Systems Model Source: Taylor, Fisher, & Ilgen (1984)

  28. Self-Efficacy in Modern Motivation Theory • Self-Efficacy is a belief in one’s capacity to perform a specific task or reach a specific goal • Developed & increased by: • Mastery experiences • Modeling • Social persuasion • Physiological states

  29. Action Theory (Rubicon theory) • Broad consideration of role of intention in motivated behavior & connection between intention & action • Action phases in active goal pursuit • Predecisional • Postdecisional • Actional • Evaluative

  30. Action Theory (cont'd) • Action has 2 elements • Action process • Action structure Figure 8.5 The Action Process Source: Frese & Zapf (1994)

  31. Common Themes inModern Approaches to Motivation • Intention plays key role in motivated behavior • Concept of feedback critical in considering anything but the simplest act at one point in time • Theory should include element of person-as-scientist • Theory should include concept of self-assessment • Some non-cognitive element in the “ultimate” motivation theory

  32. Module 8.4:Practical Issues in Motivation • Motivation can be measured • Motivational trait questionnaire (MTQ) • Measures 6 aspects of “general” motivation • Desire to learn • Mastery • Other referenced goals • Competitiveness • Worry • Emotionality

  33. Table 8.3: Sample Items from the Motivational Trait Questionnaire

  34. Cross-Cultural Issues in Motivation • Hofstede’s cultural theory • Cultures differ on 5 dimensions • Collectivism/individualism • Uncertainty avoidance • Masculinity/femininity • Power dimensions • Long-term vs. short-term orientation • Application to MTQ D. Normark/PhotoLink/Getty Images

  35. Cross-Cultural Issues in Motivation (cont'd) • Types of motivational practices employed by managers across all cultures • Differential distribution of rewards • Participation in goal setting & decision making • Design & redesign of jobs & organizations • Quality improvement

  36. Generational Differences & Work Motivation • Generation • Defined by group members who share birth years & significant life events • e.g., Baby Boomers, Generation Xers, Generation Yers D. Berry/PhotoLink/Getty Images

  37. Generational Differences (cont'd) • Generation Xers vs. Baby Boomers -- Initial Research indicates that: • Younger employees appear to be more “me” oriented • Today’s workers value “pride in work” less than workers of 1974 • Work is less important now than 25 years ago • Work becomes less idealized as workers age

  38. Motivational Interventions • Contingent rewards • Job Enrichment (Tied to 5 job characteristics) • Skill variety • Task identity • Task significance • Autonomy • Task feedback

  39. Motivational Interventions (cont'd) • Productivity Measurement & Enhancement System (ProMES) • Utilizes goal setting, rewards, & feedback to increase motivation & performance • Evidence shows significant gains in productivity following use of ProMES

  40. ProMES Steps for Implementation • Forming a design team • Identifying objectives • Identifying indicators 4) Defining contingencies 5) Designing the feedback system 6) Giving & responding to feedback 7) Monitoring the system

More Related