MOTIVATION

Motivation: Need or desire that energizes and directs behavior

Four Perspectives Instinct theory – basic drives help ensure reproduction Drive reduction theory – our needs create a “tension” that drives us to fulfill them. Rewards and punishments give us incentive. Optimum arousal – organisms are motivated to achieve an optimum level of arousal. We look for stimulating environments – helps explain why people do crazy stuff Maslow’s Hierarchy – certain needs have priority over others. When those basic needs are met, we move on to others

Reflections on Maslow 100 % of needs do not necessarily need to be met before moving on to another level 85% - physiological 70% - safety 50% - belongingness and love First real step towards a comprehensive theory of motivation Criticisms People often neglect their basic biological needs for more social needs Cross-cultural needs: individualistic vs. collectivist cultures see needs differently

Hunger Stomach contractions Glucose level Hypothalamus Set Point

Biological Drives-Hunger Why do we become hungry?…We don’t only eat to survive…some eat even though they are full, some do not eat even when they need nourishment. Internal Cues Glucostatic Theory of Hunger: As glucose levels drop in the blood, hunger signals are initiated. Insulin works the opposite way (high=hunger) Set Point Theory of Hunger and Weight: idea that the body tries to maintain a set weight Fat Cell: Fixed number throughout life Metabolism: genetic range for individuals Brain Messages Ventromedial Hypothalamus: when stimulated, it signals satiety (fullness) Lateral Hypothalamus: when stimulated, it signals hunger External Cues Seeing others eat, watching a pizza commercial (stimulus cues), time of day, memory of when ate last meal

Taste Preferences – some basic taste preferences are genetic, others are culturally influenced Cost/Benefit Bugs – Time consuming Cows – Pop. Explosion. Need land for farms. Pigs – need lots of shade, water; waste of resources Eating disorders Genetics has a role, but culture is a major factor More common among women and in cultures concerned with weight

THE NEED TO BELONG A motivation to form and maintain enduring, close personal relationships.

Belongingness 1. Wanting to Belong: The need to belong colors our thinking and emotions. 2. Social Acceptance: A sense of belonging with others increases our self-esteem. Social segregation decreases it. 3. Maintaining Relationships: We resist breaking social bonds, even bad ones. 4. Ostracism: Social exclusion leads to demoralization, depression, and at times nasty behavior. Literally makes people feel cold. 5. Fortifying Health: People who tend to have close friends are happier and healthier. Married people are less at risk for depression, suicide, and early death than are unattached people.

Industrial-Organizational (I/O) Psychology Applies psychological principles to the workplace. 1. Personnel Psychology: Studies the principles of selecting and evaluating workers. 2. Organizational Psychology: Studies how work environments and management styles influence worker motivation, satisfaction, and productivity.

Motivation at Work The healthy life, said Sigmund Freud, is filled by love and work. Culver Pictures

Attitudes Towards Work 1. Job: Necessary way to make money. 2. Career: Opportunity to advance from one position to another. 3. Calling: a fulfilling and socially useful activity. People have different attitudes toward work:

Flow & Rewards Flow is the experience between no work and a lot of work. Flow marks immersion into one’s work. People who “flow” in their work (artists, dancers, composers etc.) are driven less by extrinsic rewards (money, praise, promotion) and more by intrinsic rewards.

Work and Satisfaction In industrialized countries work and satisfaction go hand-in-hand.

Interviews & Performance Interviewers are confident in their ability to predict long-term job performance. However, informal interviews are less informative than standardized tests.

The Interviewer Illusion Interviewers often overrate their discernment. 1. Intention vs. Habits: Intentions matter, but long-lasting habits matter even more. 2. Successful Employees: Interviewers are more likely to follow the careers of those employees who became successful. 3. Presumptions about Candidates: Interviewers presume (wrongly) that what we see (candidate) is what we get. 4. Preconceptions: An interviewer’s prior knowledge about the candidate may affect their judgment.

Extrinsic vs. Intrinsic Motivation Extrinsic Motivation: A desire to perform a behavior because of promised reward or threats of punishments. Intrinsic Motivation: A desire to perform a behavior for its own sake and to be effective. Examples?

Overjustification The overjustification effect is the idea that if we give extrinsic rewards or motivators for things that people already love to do and would do without a reinforcer, eventually the person’s intrinsic motivation will be replaced by that extrinsic motivation. It puts a price on something that was once priceless Ex: Professional athletes, musicians

Achievement Motivation  Achievement Motivation  a desire for significant accomplishment  for mastery of things, people, or ideas  for attaining a high standard  Self-discipline is a better predictor of school performance and graduation honors than intelligence scores

nAch Need for achievement (nAch): a social need that directs a person to constantly strive for excellence High nAch: Low nAch - Set challenging, but attainable goals - choose easy tasks - Present and future successes - want to minimize - Willing to take risks risk of failure - Persist after failure Achievement motivation appears to be learned Parents: Encourage difficult tasks Praise and give appropriate rewards for success Provide strategies for success Encourage new challenges Culture: Collectivist vs. Individualist societies

Satisfaction & Engagement Harter et al., (2002) observed that employee engagement means that the worker: 1.Knows what is expected of them 2.Feels the need to work. 3.Feels fulfilled at work. 4.Has opportunities to do their best. 5.Thinks they are part of something significant. 6.Has opportunities to learn and develop. Engaged workers are more productive than non-engaged workers at different storesof the same chain.

Motivation Different organizational demands need different kinds of leaders. Leadership varies from a boss- focused style to a democratic style.  Task Leadership  goal-oriented leadership that sets standards, organizes work, and focuses attention on goals  Social Leadership  group-oriented leadership that builds teamwork, mediates conflict, and offers support