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MOTIVATIONChapter 13
HOW DO HUMANS NEED INFLUENCE MOTIVATION TO WORK?
Motivation accounts for the level, direction, and persistence of effort expanded at work
Maslow described a hierarchy of needs topped by self-actualization
Need – unfulfilled psychosocial or psychological desire
Lower order needs – physiological, safety and social needs in Maslow’s hierarchy
Higher-order needs are esteem and self-actualization needs in Maslow’s hierarchy
Alderfer’s ERG theory deals with existence, relatedness and growth needs
Existence needs – desires for physiological and material well-being
Relatedness needs – desires for satisfying interpersonal relationships
Growth needs – desires for continued physiological growth and development
McClelland identified acquired needs for achievement, power and affiliation
Need for achievement – desire to do something better, to solve problems or to master complex tasks
Need for power – desire to control, influence, or be responsible for other people
Need for affiliation – desire to establish and maintain good relations with people
Hezberg’s two-factor theory focuses on higher-order need satisfaction
Satisfier factor – found in job content such as a sense of achievement, recognition, responsibility, advancement, or personal growth
Hygiene factor – found in the job context, such as working conditions, interpersonal relations, organization policies, and salary
The Core Characteristics model integrates motivation and job design
Job design – allocation of specific work tasks to individual and groups
Job enrichment – increases job content by adding work planning and evaluating duties normally performed by the supervisor
HOW DO THOUGHT PROCESSES AND DECISIONS AFFECT MOTIVATION TO WORK?
Equity theory explains how social comparisons motivate individual behavior
Perceived negative inequity – discomfort felt over being harmed by unfair treatment
Perceived positive inequity – discomfort felt over benefiting from an unfair treatment
Expectancy theory considers Motivation = Expectancy x Instrumentality x Valence
Expectancy – the person’s belief that working hard will result in high task performance
Instrumentality – person’s belief that various outcomes will occur as a task or performance
Valence – the value a person assigns to work-related outcomes
Self-efficacy – person’s belief that they are capable of performing a task
Goal setting theory shows that well-chosen and well-set goals can be motivating
HOW DOES REINFORCEMENT INFLUENCE MOTIVATION TO WORK?
Operant conditioning influences behavior by controlling its consequences
Law of effect – states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not
Operant conditioning – control of behavior by manipulating its consequences
Positive reinforcement – strengthens behavior by making a desirable consequence contingent on its occurrence
Negative reinforcement - strengthens behavior by making an avoidance of undesirable consequence contingent on its occurrence
Punishment – discourages a behavior by making an unpleasant consequence contingent on its occurrence
Extinction – discourages a behavior by making an the removal of a desirable consequence contingent on its occurrence
Positive reinforcement connects desirable behavior with pleasant consequences
Shaping – positive reinforcement of successive approximations to desired behavior
Law of contingent reinforcement – deliver the reward only when desired behavior occurs
Law of immediate reinforcement – deliver the reward as soon as possible after the desired behavior occurs
Punishment connects undesirable behavior with unpleasant consequences