ADAM M, CHASE H, JASON S, JEN M, JORDAN L, JUSTIN B, KERRI R, KIRSTEN B, LEAH H, NICK P, NOLAN K, AND STEPH F MOTIVATION
Transcript
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ADAM M, CHASE H, JASON S, JEN M, JORDAN L, JUSTIN B, KERRI R,
KIRSTEN B, LEAH H, NICK P, NOLAN K, AND STEPH F MOTIVATION
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WHAT IS MOTIVATION? Motivation is defined as the process that
initiates, guides, and maintains goal-oriented behaviors. It
accounts for the level, direction and persistence of effort
expended at work. An extrinsic reward is a reward provided by
someone else (ex CEO or manager) this usually works better for
minimum wage jobs that people dont work hard and need to be
motivated (students jobs) doesnt work in todays society An
intrinsic reward is a reward that occurs naturally during a job
(personal motivation) usually higher paid jobs like an accountant
works better (university)
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EXAMPLES OF MOTIVATION Starbucks is what we know as one of the
most popular coffee houses in the world. They offer great products
and incentive to their consumers which is what makes them so
popular. What most people dont know is that they also offer get
rewards to their employees. They have come up with a program called
bean stock. This program gives employees stock options. If the
company is successful the employee will gain from this. This
program motivates employees to work hard for the company to benefit
themselves.
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NEEDS THEORIES Needs are shaped throughout our life by our
different experiences and desires; an unfulfilled physiological or
psychological desire. Content theories of motivation use individual
needs to explain the behaviors and attitudes of people at work.
There are 4 theories of needs, and 4 different theorists. The one
we are going to be looking at today is the Acquired Needs Theory
developed in the 1940s.
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THE ACQUIRED NEEDS THEORY David McClelland identified that
there were three needs that are central to his approach to
motivation. Need for achievement, Need for Power, and Need for
affiliation.
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NEED FOR ACHIEVEMENT People motivated by achievement need
challenging, but not impossible, projects. People motivated by
achievement work very effectively either alone or with other high
achievers They thrive on overcoming difficult problems or
situations, they must always be engaged.
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NEED FOR AFFILIATION People motivated by affiliation work best
in a group environment. They also don't like uncertainty or risk.
People motivated by affiliation are motivated by appraisals that
emphasize their good working relationship and the trust in
them
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NEED FOR POWER Those with a high need for power work best when
they're in charge. People who are motivated by power like to behave
in ways that have clear impact on other people and events. They
enjoy being in control of the situation and enjoy being recognized
for this responsibility.
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EDWIN A. LOCKE American psychologist Professor in motivation
and leadership Forerunner in the goal setting theory of
motivation
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TASK GOALS Mediated by our values Can be motivating if properly
set up and managed. Provide direction, a frame of reference for
task feedback and a foundation for behavioural self management
Clarify performance expectations between: supervisors and
subordinates, coworkers and subunits Enrich the overall performance
of individuals and support job satisfaction
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FACTORS AFFECTING THIS THEORY Time constraints Toxic employee
interference External factors
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PROPER EXECUTION OF TASKS Participation Trust in supervisors
Externally imposed goals
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GOAL SETTING RECOMMENDATIONS Sets specific goals Set
challenging goals Build goal acceptance and commitment Clarify goal
priorities Provide feedback on goal accomplishment Reward goal
accomplishment
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PROCESS THEORIES OF MOTIVATION Management by objectives (MBO),
is a personnel management technique where managers and employees
work together to set, record and monitor goals for a specific
period of time. The process helps the employees to understand their
duties at the workplace and are clear as to what is expected out of
them. It leads to satisfied employees and eventually helps
employees develop a feeling of loyalty towards the organization The
technique was first seen in action by management expert Peter
Drucker and became commonly used in the 1960s.
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TEAM MEMBERS AND GOAL SETTING It helps strengthen certain work
habits such as; Energizing - Inspiration to put out a certain
amount of effort based upon the difficulty of achieving somebody 's
goal. Task Persistence - The amount of time spent on the behavior
to achieve a goal. Effective Strategies - In wanting to achieve a
goal the individual seeks out different ways to achieve it.
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TEAM GOAL SETTING CHALLENGES Difference in opinions Time
consumption working in groups Non-participating group members
(social loafing) Ineffective communication Domineering
personalities Non-focused group members Tasks are not completed by
the specific deadline
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REINFORCEMENT THEORY OF MOTIVATION Views human behaviour as
determined by its environmental consequences Focuses on external
environment and the consequences it holds for the individual Rather
than looking within an individual to explain motivation
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LAW OF EFFECT Based on the basic premises of reinforcement
theory created by E.L. Thorndike States that behaviour followed by
pleasant consequences is likely to be repeated Behaviour followed
by unpleasant consequences is unlikely to be repeated
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OPERANT CONDITIONING Theory developed by psychologist B.F.
Skinner. Operant refers to any behavior that generates
consequences. Why we exhibit our behaviors every day. This
principle states that actions that are followed by desirable
outcomes are likely to be repeated and those actions that are
followed by undesirable outcomes are less likely to be repeated.
Motivations can be explained by looking at external thoughts and
actions instead of just focusing on the internal thoughts Situation
outcomes that give us a positive feeling will most likely reoccur
whereas those who dont give us a positive feel or motive will most
likely not occur again.
https://www.youtube.com/watch?v=LhI5h5JZi-U
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THE FOUR REINFORCEMENT STRATEGIES 1. Positive Reinforcement:
Involves giving a positive response to individuals who present
quality work and a good behaviour. 2. Negative Reinforcement:
Involves avoiding and removing an undesired condition. 3.
Punishment: Involves discouraging a behaviour by removing positive
consequence whilegenerating an unpleasant occurrence upon the
behaviour. 4. Extinction: Involves lowering the occurrence of an
undesired behaviour by removing rewards for an undesired
consequence.
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APPLYING THE REINFORCEMENT STRATEGIES Positive
Reinforcement:(Meets production goals with zero defects) -Praising
employees - Pay Increase Negative Reinforcement:(Meets production
goals with zero defects) -Nagging employees -Present anger towards
employees Punishment:(Meets production goals but with a high
percentage of defects) - Reprimand employee - Make employee work
late Extinction: (Meets production goals but with a high percentage
of defects) - Withhold praise - Withhold reward
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LAW OF IMMEDIATE FEEDBACK The more immediate the delivery of a
reward after the event of a desirable behaviour, the greater the
reinforcing value of the reward.
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LAW OF CONTINGENT REINFORCEMENT Is a reward to have maximum
value, it must be delivered only if the desired behaviours
exhibited. Its to enforce the notion that there is some type of
consequences for both good and bad behaviours. The consequence is
dependent on whether the person providing the reinforcement wants
the behaviour to stop or to continue. Used at home, in classrooms
and in the workforce. For example, in the classroom, say if the
whole class passes a test, the teacher might offer a pizza party
for everyone to reinforce their hard work and success. In the
workforce, you may get praise from your bosses, raises or
promotions. Negative reinforcement is seen in the threat of losing
your jobs.
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FEEDBACK REQUIREMENTS Positive Reinforcement Clearly identify
desired work behaviors Maintain a diverse inventory of rewards
Inform everyone of what must be done to get rewards Follow the laws
of immediate and contingent reinforcement Punishment Tell the
person what is being done wrong Tell the person what is being done
right Make sure the punishment matches the behavior Administer the
punishment in private Follow the laws of immediate and contingent
reinforcement