Motivation November 4, 2007

Process Views Of Motivation Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation Goal Setting Theory Equity Theory Reinforcement Theory Expectancy Theory

Goal-Setting Theory Effective Goals are:  Accepted by employees  Challenging and realistic  Specific, quantifiable, and measurable  SMART

Management By objectives 3. Formally Evaluate Extent to Which Objectives Were Met or Exceeded 2. Develop Action Plan to Accomplish Objectives 1. Establish Mutually Agreed Objectives between Employee and Supervisor 4. Monitor Progress toward Achievement of Objectives (Ongoing)

Equity Theory Personal Outcomes Others’ Outcomes Others’ Outcomes InputsInputs versus Fairness is achieved when the ratios are equivalent.

Inequity occurs when the ratio is not equivalent and creates cognitive dissonance To restore equity, people may use one of the following:  Reduce inputs by cutting back on the effort, and if the imbalance becomes too great, to leave the firm  Influence the outcome, such as persuade the boss for a raise  Decrease others’ outcomes, such as spread rumors about others  Increase effort level if they think they are getting more than they deserve Equity Theory

Reinforcement Theory Negative Reinforcement Extinction PunishmentPositive Reinforcement Apply Withdraw Contingency PositiveNegative Nature of Outcome Based on the law of effect. Link desirable outcomes to behaviors managers want to encourage Reduce undesirable outcomes.

Victor Vroom’s Expectancy Theory of Motivation Effort V1 V2 Expectancy Rewards Tasks Instrumentality Expectancy: Link between effort and performance on a task Instrumentality: Link between task performance and rewards

Motivation by Design Job Enlargement Job Rotation Job Enrichment Job Characteristics Model

Skill varietyExperiencedHigh internal Task identitymeaningfulnesswork motivation Task significanceof the work High quality AutonomyExperienced work performance responsibility for outcomes ofHigh satisfaction the workwith the work FeedbackKnowledge of theLow absenteeism actual results ofand turnover the work activities Core job dimensions Personal and work outcomes Critical psychological states Employee growth