3. Human resource management a. Motivation Mgt 300/Thompson/Ses 8: Motivation 12/8/2018 3. Human resource management a. Motivation Overview Internal approaches content Maslow Herzberg process Vroom Adams External Approaches Reinforcement theory Goal Setting 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation So, what is the problem we focus on here... How to get commitment How to get performance-focused behaviors How to get quality of behaviors over the range of behaviors we need in a high performance organization. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Here is the problem ... Individual effort Making these into 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation these Individual effort 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Does that mean we want behavioral conformity? Does that mean creativity should not be valued? 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation At least three sets of behaviors are required. Dependable role performance Spontaneous behaviors Creative behaviors to improve the organization 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Several approaches to Motivation. Internal.. Maslow Herzberg Vroom Adams External Approaches Content Approaches Process Approaches 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Fig 12-2 pg. 225 text Maslow’s Need Hierarchy Personal growth & realization of potential Titles, status symbols Work groups Self Actualization Seniority, pensions insurance plans Pay, tenure Esteem Love Safety Physiological 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Fig 12-3 pg.227 text Herzberg’s Dual Factor Theory These are related more to the work itself Hygiene Factors Motivators company policies supervision salary interpersonal relations working conditions achievement recognition work itself responsibility advancement Note, all of these are external to the task itself, more related to the work environment 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Process models of motivation Vroom’s model of motivation Based on decision tree Uses economic notion of utility and utils Good intuitive sense of the cognitive process used in decision making Vroom’s model (see text page 228-229 where it is done incorrectly) 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Expectancy Valence Consequences Option 1 2 3 Prob of occurrence Value of consequences .4 -.2 .3 .4 .3 .1 1.0 .2 .6 .7 -.3 .1 -.1 .1 .8 .2 -.8 .7 .4 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Expectancy Valence Consequences Option 1 2 3 Prob of occurrence Value of consequences .4 x -.2 .3 x .4 .3 x .1 1.0 .2 x .6 .7 x -.3 .1 x -.1 .1 x .8 .2 x -.8 .7 x .4 = -.08 = 12 = . 03 .07 = .12 = -.21 = -.01 -.10 = .08 = -.16 = .28 .20 Highest value option is chosen 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Expectancy Valence Consequences Option 1 2 3 Prob of occurrence Value of consequences .4 x -.2 .3 x .4 .3 x .1 1.0 .2 x .7 x -.3 .1 x -.1 .1 x .8 .2 x -.8 .7 x .4 = -.08 = 12 = . 03 Prob of occur. Or instrumentality .07 .4 x .6 .6 x .2 1.0 2nd level outcome = -.21 = -.01 -.10 = .08 = -.16 = .28 .20 Highest value option is chosen 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Expectancy Valence Consequences Option 1 2 3 Prob of occurrence Value of consequences .4 x -.2 .3 x .4 .3 x .1 1.0 .2 x .7 x -.3 .1 x -.1 .1 x .8 .2 x -.8 .7 x .4 = -.08 = 12 = . 03 2nd level outcome Prob of occur. Or instrumentality .07 .4 x .6 = .24 .6 x .2 = .12 1.0 .36 = -.21 = -.01 -.10 = .08 = -.16 = .28 .20 Highest value option is chosen 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Expectancy Valence Consequences Option 1 2 3 Prob of occurrence Value of consequences .4 x -.2 .3 x .4 .3 x .1 1.0 .2 x .36 .7 x -.3 .1 x -.1 .1 x .8 .2 x -.8 .7 x .4 = -.08 = 12 = . 03 2nd level outcome Prob of occur. Or instrumentality .07 .4 x .6 = .24 .6 x .2 = .12 1.0 .36 = .18 = -.21 = -.01 -.04 = .08 = -.16 = .28 .20 Highest value option is chosen 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation see text page 229-30 Adam’s Equity theory Compares inputs and output with some other target….. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Another approach is called..... application of learning theory, behavior modification, a Skinnerian approach, behavioral contingencies mgt, a reinforcement approach This material from pg. 230-233 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation So what is learning? How does learning work? 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation The SOBC model s o b c Environmental Stimulation or antecedent conditions Cognitive Mediating Processes of the individual individual behavior intended & unintended consequences Pg. 224 of the text figure 12-1 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation So, in understanding how to change behavior...... If I want B 1 not B 3 OUTCOME 1 2 3 B 1 Reinforce B1 1 2 3 B 2 Make B3 less attractive B 3 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation We change behaviors through the use of ......(this is consequence mgt) Behavioral Intervention Strategies: Something desired undesired + reinforcement Contingently punishment Applied Withheld If..then - reinforcement extinction 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation To see how learning theory can be applied to a work setting, we will see a video. As you view the video consider the following: How do you make this approach work for you in influencing a: peer boss subordinate yourself 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Apply the BCM model to the following>> gpr 1 & 9 improving a worker with a bad attitude grp 2 improving behaviors for trainees where trainees have little understanding of proper job behavior. Grp 3 to encourage better quality & quantity of group output. Grp 4 & 7 trying to improve the bosses surly disposition. Grp 5 & 10. A boss want to improve his or her personal skills to make a more positive work environment. Grp 6 & 8 A group member is not doing his or her job. In practice 8-1. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation This is an extension of the Ivancevich text pg. 230-233. The behavioral contingencies mgt model 1. Identify 2. Measure 3. Analyze 4. Intervene 5. Evaluate In terms of specific observable, measurable behaviors. In terms of sensitive behavioral frequencies probably per day If the behavior is not measured,,,, it is not managed.... Ronald Krebs CEO BNSF RR. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Step 2 Measure frequencies of targeted behavior Either actual frequencies or…. Pre-intervention Meaning, define the behavior you want to manage Post-intervention M T W T F M T W T F 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation The behavioral contingencies mgt model 1. Identify 2. Measure 3. Analyze 4. Intervene 5. Evaluate In terms of specific observable, measurable behaviors. In terms of sensitive behavioral frequencies probably per day A-B-C 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation In step 3, functional analysis the antecedents that encourage existing less desirable levels of behaviors and the consequences (to the person doing the behaviors) that reinforce current less desirable levels of behaviors are analyzed. Antecedents Consequences If I do the undesired levels of behavior....then what happens to reinforce me to do the undesired levels of the behavior? What are environmental conditions that support the current levels of the behaviors that we saw exhibited in step 2. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation See text. Goal setting can help focus attention If it is mutual set, goals can build commitment If the goal is a challenge, motivation in enhanced The behavioral contingencies mgt model 1. Identify 2. Measure 3. Analyze 4. Intervene 5. Evaluate In terms of specific observable, measurable behaviors. In terms of sensitive behavioral frequencies probably per day A-B-C Change antecedents and consequences. Note the importance of goal setting in encouraging higher levels of performance. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation In step 4, intervention the antecedents that encourage desirable levels of behaviors and consequences (to the person doing the behaviors) that reinforce desirable levels of behaviors are developed. Antecedents Consequences If I do the desired levels of behavior....then what happens to reinforce me to do the desired levels of the behavior? What are environmental conditions will support the desired levels of the behaviors that we want exhibited in step 2. 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation

Mgt 300/Thompson/Ses 8: Motivation Step 5: Evaluated success of the intervention. Either actual frequencies or…. Pre-intervention Post-intervention M T W T F M T W T F 12/8/2018 Mgt 300/Thompson/Ses 8: Motivation