Chapter 4 Motivation
Myths of Motivation Money is not a motivator Everyone is motivated by the same things I am Punishment does not motivate Low performance is always attributable to low motivation Lack of motivation stems largely from lazy, apathetic and un-motivated people
Motivation Performance = f ( Motivation x Ability X Opportunity ) Any performance is a multiplicative function of one’s ability, motivation, and opportunity
Expectancy Theory Expectancy Instrumentality Valence understanding of what performance is desired and the belief that effort will lead to a desired level of performance Instrumentality belief that a given level of performance will lead to specific outcomes Valence value that a person places on the outcomes received
Expectancy Theory Full engagement and effort requires high levels of all three beliefs Expectancy theory is based on the individual beliefs and perceptions
Maslow’s Hierarchy of Needs Biological and physiological needs Safety needs Belongingness and love needs Esteem needs Self-actualization needs
Equity Approach to Motivation workers’ perception of the fairness of outcomes they receive on the job Based on social comparison
Potential Actions to Restore Equity Workers can increase their outcomes or decrease their effort Might convince themselves that coworkers are actually working harder than they thought they were
Equity Sensitivity Those high in equity sensitivity are more outcome-oriented and want more than others for the same level of inputs Those low in equity sensitivity pay more attention to their outputs and are less sensitive to equity issues
The Platinum Rule “Treat others how they want to be treated”
McClelland’s Learned Needs Need for power Need for affiliation Need for achievement
McClelland’s Learned Needs Achievement motivated people thrive on pursuing and attaining goals Power motivated individuals see most work situations as an opportunity to influence other people or take control Affiliation motivated people have the desire to establish and maintain friendly and warm relations with others
Goal Setting The Goal Setting effect is that specific, difficult but attainable goals lead to higher performance than no goals or do your best goals
Characteristics of Good Goals Specific Measurable Attainable Relevant Time-bound Efficacious Rewarded
Discussion Question? Which characteristic of good goals is most important? Specific Measurable Attainable Relevant There is no one best answer. All are important.
Common Goal Setting Traps Can create a ceiling effect Can create conditions for game-playing and suboptimization
Question? Which theory of motivation says that people are motivated to repeat behavior that gets rewarded? Job Characteristics Model Equity Theory Reinforcement Theory Cox Leadership Functional Model The correct answer is “C” – see next slide
Reinforcement Theory and Behavior Modification Simple notion that people are motivated to repeat behavior that gets rewarded
Reinforcement Theory and Behavior Modification Performance-related behaviors are identified The frequency of these behaviors is measured The contingencies supporting the current behaviors are identified Behaviorally-based intervention strategy is developed and implemented Resulting performance-related behaviors are measured
Developing and Implementing a Behavioral Strategy Operant conditioning employs strategies involving the addition or removal of pleasant or aversive consequences
Question? In behavior modification, what is behavior that is not followed by any consequence? Punishment Extinction Negative reinforcement Positive reinforcement The correct answer is “B” – extinction. See next slide.
Reinforcement Theory and Behavior Modification Positive reinforcement behavior is linked with a consequence that is considered pleasant by the employee Extinction behavior that is not followed by any consequence
Reinforcement Theory and Behavior Modification Negative reinforcement involves linking desired behaviors with the removal of undesirable consequences Punishment adding an unpleasant consequence as a response to a person’s behavior with the goal of stopping the behavior from happening in the future
Punishment and the “Red Hot Stove” Clear expectations Consistent Timely Powerful
Job Characteristics Model Proposes a link between the vital characteristics of the work itself and psychological states experienced by the worker
Job Characteristics Model Skill variety Task identity Task significance Autonomy Feedback
The MPS Formula
Implementing Concepts for the Job Characteristics Model Combine tasks Group tasks into natural work units Give workers contact with customers Vertically load jobs Open feedback channels
Putting It All Together to Increase Motivation Recognize individual differences in motivation Set good goals Strive for fairness, not equality, in rewards and punishments
Putting It All Together to Increase Motivation Link rewards and punishments to performance Give credit where credit is due Get your hands dirty every now and then
What’s Your Motivation Style? Take an assessment of your motivation style at agelesslearner.com.