Spring 2007Motivation1

Spring 2007Motivation2 Definitions Content models Process models

Spring 2007Motivation3 What is Motivation? “Willingness to exert effort to reach organizational goals” The force that starts, sustains, and directs activity Need DriveSearch Tension Reduction Sat.Tension Feedback

Spring 2007Motivation4 Why Does it Matter? Performance Ability Motivation

Spring 2007Motivation5 Intrinsic vs. Extrinsic Motivation Where does our motivation come from? Extrinsic = external rewards Intrinsic = rewards from the task itself Application to domains of human activity

Spring 2007Motivation6 Content vs. Process Content What motivates us? Process How are we motivated?

Spring 2007Motivation7 Content Models Maslow Herzberg McClelland Theory X, Theory Y

Spring 2007Motivation8 Maslow’s Pyramid Physiological Safety Socia l Esteem Self-Actualization

Spring 2007Motivation9 Herzberg’s Two Factor Model Ideas developed through work with engineers and scientists Job satisfaction and job dissatisfaction are separate, not two ends of a single scale One group of factors prevents dissatisfaction, but does not cause satisfaction Another group of factors cause satisfaction Question: does satisfaction lead to performance? Traditionally, we said Yes However, performance may cause satisfaction But, satisfaction is related to turnover

Spring 2007Motivation10 Hygiene vs. Motivators

Spring 2007Motivation11 McClelland - Needs Three basic human needs Achievement Power Affiliation N Ach  performance Tested on large scale basis N Ach (children’s stories) National performance (utility usage)

Spring 2007Motivation12 Theories X and Y Little ambition Dislike work Avoid responsibility Theory X Self-directed Enjoy work Accept responsibility Theory Y

Spring 2007Motivation13 Motivating with Money Does money matter? According to Herzberg, no But…..

Spring 2007Motivation14 Process Models Behavior modification Goal setting VIE Equity Theory Job Characteristics Model

Spring 2007Motivation15 Behavior Modification Basic psychological theory Pavlov Skinner Behavior is a function of its consequences Some say….assumes that people have little free will

Spring 2007Motivation16 Basic Terms Positive reinforcement Negative reinforcement Extinction Punishment Shaping: Reward close approximations, then closer approximations, until desired response is achieved

Spring 2007Motivation17 How it Works Consequence RewardPunishment Contingency Apply Withhold Positive Reinforcement Negative Reinforcement Punishment Extinction

Schedules of Reinforcement FIXED INTERVAL Reinforcement occurs at fixed intervals of time: the bimonthly paycheck. FIXED RATIO Reinforcement occurs after a set number of behaviors: piece rate pay. VARIABLE INTERVAL Reinforcement occurs at random intervals of time: the supervisor visits the employee, on no fixed or set schedule, to praise at that time. VARIABLE RATIO Reinforcement occurs after a random number of behaviors: gambling, especially slot machines.

Spring 2007Motivation19 Using Reinforcement If workers are positively reinforced for their high performance, they will work harder. If workers receive immediate reinforcement for their hard work, they will work harder than if their reinforcement is delayed. Frequent reinforcement of positive behavior and infrequent reinforcement of negative behavior results in higher performance.

Spring 2007Motivation20 More on Using Reinforcement Workers will work harder if their reinforcements for work are somewhat random. If a positive work behavior is never reinforced, it will be extinguished. Reinforcements may be of several different kinds and must be tied to the individual worker. If workers are rewarded for even small increases in performance, then greater performance may result.

Spring 2007Motivation21 Goal Setting Goals lead to performance Specific goals lead to higher performance than general goals Performance increases in proportion to goal difficulty -- but goals should be attainable Goals must be accepted Goals should be linked to feedback and rewards

Spring 2007Motivation22 What is a Good Goal ? S pecific M easurable A ttainable R ewarded, realistic T imely Feedback Integrated, Intermediate Challenging, clear

Spring 2007Motivation23 Using Goal Setting Workers work harder if they have goals to strive for. Workers work harder if they have goals that are high and challenging, rather than easy or unattainable. If goals are clear and understandable, workers will work harder. If workers have a chance to participate in setting goals, they will be more committed to attaining those goals.

Spring 2007Motivation24 More on Goal Setting If larger goals are broken down into short-term goals, workers will receive more frequent feedback about goal accomplishment and, thus, strive harder to meet those goals. If employees know what the consequences of goal accomplishment are (for themselves and the organization), they will strive harder to meet those goals.

Spring 2007Motivation25 Yet More… If individual goals are integrated with organizational goals, workers will work harder. If progress toward goal accomplishment is measurable and feedback is given, the workers will strive harder to meet those goals. Workers work harder if goals are specific, rather than general or “do your best”.

Value of Reward Effort Perceived Effort-Reward Probability Role Perception Skills, Abilities and Traits Performance Goals Extrinsic Rewards Intrinsic Rewards Satisfaction Perceived Equity of Rewards E1E1 E2E2 The Complex Model…. V

Spring 2007Motivation27 A Simplified Model Individual Performance Organizational Rewards Individual Effort Individual Goals Expectancy

Spring 2007Motivation28 Equity Theory Employees must believe they are treated fairly, or motivation will wane. Equity theory maintains that employees evaluate their inputs (IS) in relation to their outcomes (OS) as compared to the inputs (IO) and outcomes (OO) of others to determine fairness.

Spring 2007Motivation29 Responses to Perceived Inequity Change perception of own outputs Change perception of own inputs Change own outputs (ask for raise) Change own inputs (work less) Change perception of others’ inputs or outputs Choose a different referent Withdraw from situation (quit)

Job Characteristics Model Strength of Employee Growth Need Personal and Work Outcomes High Internal Work Motivation High-Quality Work Performance High Satisfaction With the Work Low Absenteeism And Turnover Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Critical Psychological States Experienced Meaningfulness of the Work Experienced Responsibility for Work Outcomes Knowledge of the Actual Results of the Work Activities