Post on 16-Jan-2016
transcript
Motivation
Section 5
Why are people motivated to do those things? VIDEO
Leaders are Readers Peter DruckerThe Effective Executive (1967) “Morale in an organization does not mean
that “people get along together”; the test is performance, not conformance.”
Elements of Work Motivation
Direction of Behavior
When faced with obstacleshow hard does a person keep
trying to perform achosen behavior successfully?
How hard does a person work to perform a chosen behavior?
Which behaviors does aperson choose to perform
In an organization?
Level of Effort
Level of Persistence
MotivationDirectly or Indirectly Dominates Organizational
BehaviorPersonality, PsyCap, etc….motivational propensitiesPsychological contractsGoal Setting TheoryO.B. ModificationCompensationSocial Identity Theory
WHY do people do what they do?What drives motivation to engage, motivation to
withdraw, motivation to perform, motivation to quit?
Catch 22Motivation is rarely the core issue
AbilitiesJob DesignTools at WorkLeadership
All problems are not solved by having motivated employees
The Process of Motivation
Individual Approaches
Primary Motives
Human motives are variously called physiological, biological, unlearned, or primary.
Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based.
Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs.
What are some examples of Primary Motives?
General and Secondary Motives
General MotivesThe Curiosity, Manipulation, and Activity MotivesThe Affection Motive
Secondary MotivesThe Power MotiveThe Achievement MotiveThe Affiliation MotiveThe Security MotiveThe Status MotiveIntrinsic versus Extrinsic Motives
Intrinsic- Behavior for it’s own sakeExtrinsic- Based on acquisition of material or social
rewards or
McClelland’s Need Theory:Need for Achievement
Need for Achievement - a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties
McClelland’s Need Theory:Need for Power
Need for Power - a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life
Different than the importance of control in the workplace (e.g., Univ of Texas Study on dying prematurely)
McClelland’s Need Theory:Need for Affiliation
Need for Affiliation - a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people
(e.g., from psychology to Org Behavior)
From Individual to Work Motivation Approaches
Work-Motivation Approaches
Content Theories of Motivation
The Content Theoriesof Work Motivation
Maslow’s Hierarchy of Needs- Why are we talking about this anymore?
Alderfer- Existence, Relatedness, GrowthHerzberg’s Two-Factor Theory of Motivation
Hygiene Factor - work condition related to dissatisfaction caused by discomfort or painmaintenance factorcontributes to employee’s feeling not dissatisfiedcontributes to absence of complaints
Motivation Factor - work condition related to the satisfaction of the need for psychological growthjob enrichmentleads to superior performance & effort
Motivation–Hygiene Theory of Motivation
Hygiene factors avoid job dissatisfaction
• Company policy & administration
• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security
• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth
• Salary?
Motivation factors increase job satisfaction
Motivation-Hygiene Combinations
High M Low M
High H high motivation few complaints
low motivation few complaints
Low H high motivation many complaints
low motivation many complaints
(Motivation = M, Hygiene = H)
The Content Theories of Work Motivation
(Continued)
Process Theories of Motivation
Vroom’s Expectancy Theory of Motivation: Key Constructs
Valence - value or importance placed on a particular reward
Instrumentality - belief that performance is related to rewards
Expectancy - belief that effort leads to performance
Expectancy Model of Motivation
Performance(Instrumentality)
Reward(Valence)
EffortEffort(Expectancy)
Perceived effort–performance probability
Perceived value of reward
Perceived performance– reward probability
“If I work hard,will I get the jobdone?”
“What rewardswill I get when the job is well done?”
“What rewardsdo I value?”
Assumptions Underlying Expectancy Theory: 3 Causes of Motivational Problems
Belief that effort will not result in performance
Belief that performance will not result in rewards
The value a person places on, or the preference a person has for, certain rewards
Putting Expectancy Theory Together
The Process Theoriesof Work Motivation
(Continued)
Adams’s Theory of Inequity
Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving
Motivational Theory of Social Exchange
Equity Outcomes = Outcomes Inputs Inputs
Negative Outcomes < Outcomes Inequity Inputs Inputs
Positive Outcomes > Outcomes Inequity Inputs Inputs
Person Comparison other
Strategies for Resolution of Inequity
Alter the person’s outcomesAlter the person’s inputsAlter the comparison other’s outputsAlter the comparison other’s inputsChange who is used as a comparison
otherRationalize the inequityLeave the organizational situation
New Perspectives on Equity TheoryEquity Sensitive
I prefer an equity ratio equal to that of my comparison other
New Perspectives on Equity Theory
Benevolent I am comfortable with an equity ratio less than that of my comparison other
New Perspectives on Equity TheoryEntitled
I am comfortable with an equity ratio greater than that of my comparison other
Equity Theory and JusticeEquity Theory Involves a Perception of Distributive
JusticeDistributive Justice
Perceived fairness in the distribution of outcomes.Procedural Justice
Perceived fairness of the procedures used to make decisions about the distribution of outcomes (NOT distribution of outcomes)
Greenberg 2008 SIOP ConferenceProcedural justice can substitute for distributive justiceOne type of justice is not necessarily more important
than the other…but one must be present.
Perception and Attribution
Fundamental attribution error and self serving bias (more when we talk about optimism)
Questions