Motivating People at Work

1. Introduction to Organizational Behaviour Third Edition Chapter 4 Motivating People at Work Introduction to Organizational Behaviour 3rd Edition McGraw-Hill Education, 2005 Power Point presentation by Penny Dick and Steve Ellis

2. Reinforcement theory Classical conditioning A behavioural response that is elicited automatically on exposure to a given stimulus e.g. a dog salivating on hearing a bell ring (the dog has learned to associate the sound of a bell with receiving food)

3. Operant conditioning The elicitation of voluntary behaviours in response to exposure to a given stimulus e.g. a dog learning to raise its paw to the verbal command “Paw!”

4. Positive and negative reinforcers • Positive reinforcers - voluntary behaviour is rewarded • Negative reinforcers - voluntary behaviour is elicited through avoiding something unpleasant e.g. an electric shock

5. Social Learning Theory 1.Paying attention Observer Model 2.Recording image or code of modelled behaviour Reinforced for performing modelled behaviour Reinforced for performing modelled behaviour 3.Rehearsal - retaining memory of modelled behaviour 4.Motivation Learning

6. Content theories vs Process theories Content theories are concerned with: what motivates people Often differentiate between intrinsic motivators (e.g. desire for meaningful work) and extrinsic motivators (e.g. pay)

7. Process theories are concerned with understanding how various factors (both psychological (e.g needs), and material (e.g. allocation of rewards) operate to produce motivated behaviour

8. Motivation theories Content theories • Maslow’s hierarchy of needs • Alderfer’s ERG theory • Herzberg’s two-factor theory Process theories • Vroom’s expectancy theory • Adam’s equity theory

9. Maslow’s Hierarchy of Needs Needs for self-actualisation Each level of needs must be achieved before the individual can progress up the hierarchy Needs ‘thin-out’ as the apex of the hierarchy is achieved Esteem Needs Social Needs Safety Needs Physiological Needs

10. Alderfer’s ERG theory • Existence needs (Maslow’s physiological and safety needs) • Relatedness needs (Maslow’s social and esteem needs) • Growth needs (Maslow’s self-actualisation needs)

11. Herzberg’s Two-Factor Theory • Hygiene Factors • Pay • Working conditions Absent Dissatisfaction • Motivators • Recognition • The nature of the task Absent Present No dissatisfaction Present Motivation Reduced motivation

12. Vroom’s Expectancy Theory E = The extent to which the individual believes that increased effort will lead to improvements in performance I = The extent to which the individual believes that performance is related to rewards V = The extent to which the individual values the rewards obtainable.  EIV = Motivation

13. Adam’s Equity Theory Individuals engage in social comparison with other similar people (reference group) Do my inputs compare with those of my reference group? No Yes Do my outputs (rewards) compare with those of my reference group? Yes No • Experience of inequity • Change of input, output • or reference group Experience of Equity

14. Goal Setting Theory • People become satisfied when they achieve specific goals • The more difficult the goal, the greater the effort directed towards its achievement and the greater the satisfaction experienced on its achievement

15. Three important features of goals • Difficulty - goals should be difficult but not unachievable • Goals that are negotiated are more motivating than those that are assigned • Feedback on progress towards goal achievement is critical

16. Hackman and Oldham’s Job Characteristics Model Core Job Characteristics Critical Psychological States Outcomes Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of results of work High Levels of motivation satisfaction productivity Low levels of absenteeism Skill Variety Task Identity Task Significance Autonomy Feedback