1. Self–Motivation and Goal Setting Chapter Three Human Relations for Career and Personal Success

2. 2 Copyright © 2014 Pearson Higher Education, Inc. Needs & Motives Influence Motivation Need: Urge to do something to maintain your equilibrium Want: refers to luxury not necessary to keep your system balanced

3. 3 Copyright © 2014 Pearson Higher Education, Inc. Needs & Motives Influence Motivation Needs: Internal striving or urge to do something Person is deprived in some way Motivated to take action toward that goal Motive: Inner drive moves person to do something Based on a need or desire Results in intention to attain appropriate goal

4. 4 Copyright © 2014 Pearson Higher Education, Inc. Need Theory of Motivation Central Idea: Unsatisfied needs motivate us until they become satisfied Aim to reduce this anxiety Self – interest plays a key role in motivation (What’s in it for me? or WIIFM) People act in a way that serves their self - interest

5. 5 Copyright © 2014 Pearson Higher Education, Inc. Achievement Need Person experiences craving Actions Person engages in goal-seeking behavior Drive Person experiences tension or drive to satisfy a need Satisfaction Person experiences a reduction of the drive and a satisfaction of the original need

6. 6 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Achievement - Desire to accomplish something difficult for its own sake Responsibility seeking - another characteristic of people with high need for achievement Progress in careers Monetary rewards primarily as feedback Set realistic, moderately difficult goals and take calculated risks Desire feedback on performance

7. 7 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Power - people with high power feel need compelled to control resources such as Other people Money Successful executives typically have high power motive

8. 8 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Successful executives typically exhibit three dominant characteristics: Act with vigor and determination to exert power Invest much time in thinking about ways to alter the behavior and thinking of others Care about their personal standing with those around them

9. 9 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Affiliation – People with a strong affiliation need seek out close relationships with others and tend to be loyal as friends or employees Value “office gang” membership Co-workers are important part of life Group work preferred

10. 10 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Recognition – Want to be acknowledged for their contribution and efforts Need for recognition so pervasive that companies have recognition programs Most people think they are underappreciated (and overworked)

11. 11 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Order – Strong need to put things in order to achieve: Arrangement Balance Neatness Precision

12. 12 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Risk Taking and Thrill Seeking – Some people crave: Constant excitement on the job Willing to risk their lives to achieve thrills Search of giant payoffs and daily thrills Grown in importance in the high – technology area

13. 13 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives Risk Taking and Thrill Seeking Some positive consequences for the organization: Willingness to perform dangerous feats Negative Consequences Disproportionate number of vehicular accidents Imprudent investments

14. 14 Copyright © 2014 Pearson Higher Education, Inc. Physiological Safety Social, Belong & Love Esteem HigherOrder LowerOrder More Difficult to satisfy Maslow’s Need Hierarchy Self – Actualization

15. 15 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives  Maslow’s Hierarchy of Needs  Physiological Needs  Bodily needs (food, water, shelter, and sleep) Physiological

16. 16 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives  Maslow’s Hierarchy of Needs  Safety Needs  Actual physical safety  Feeling of being safe from both physical and emotional injury Safety

17. 17 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives  Maslow’s Hierarchy of Needs  Social Needs  Essentially love, affection, or belonging needs  Center around a person’s interaction with other people Social, Belonging & Love

18. 18 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives  Maslow’s Hierarchy of Needs  Esteem Needs  Individual’s demands to be seen as person of worth by others – and to him– or herself Esteem

19. 19 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives  Maslow’s Hierarchy of Needs  Self - Actualization  Highest level of needs:  Needs for self – fulfillment  Needs personal development Self – Actualization

20. 20 Copyright © 2014 Pearson Higher Education, Inc. Important Needs & Motives  Maslow’s Hierarchy of Needs  Implies most people think of a job as way of obtaining necessities of life  Then for satisfaction at a higher level (“perpetually wanting animal”)  Extent of satisfaction influenced by the job  Put forth substantial effort to meet what’s considered important need

21. 21 Copyright © 2014 Pearson Higher Education, Inc. Engagement & Self-Motivation Engaged in work Committed to job and company Aware of opportunities and advantages the company makes available to them

22. 22 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Goal – Event, circumstance, object, or condition a person strives to attain Reflects your desire or intention to regulate your actions Advantages of Goals Setting specific, reasonably difficult goals improves performance

23. 23 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Advantages of Goals Standard to indicate a satisfactory job Serve as self - motivators and energizers Achieve personal satisfaction Attain a meaningful goal

24. 24 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Goal Orientation affects job performance Learning: acquiring new skills and mastering new situations Performing: demonstrate and validate the adequacy of your competence and favorable judgment Prompts workers to develop better relationship with supervisors

25. 25 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Desire for feedback Impact on work performance Better relationship with supervisor

26. 26 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Types of personal goals Social and family life Hobbies and interests Physical and mental health Career Finances

27. 27 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Guidelines for goal setting Express as positive statement Formulate specific goals Formulate concise goals Set realistic as well as stretch goals Set goals for different time periods Strive for Synergy among your goals

28. 28 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Problems sometimes created by goals Inflexibility Fail to react to emergencies Goals can become obsessions Set realistic as well as stretch goals

29. 29 Copyright © 2014 Pearson Higher Education, Inc. Goals Attributed to Motivation Problems sometimes created by goals Loss on interest in the task Use difficult task as a learning opportunity Engaging in unethical behavior Disregard for how the goals are attained

30. 30 Copyright © 2014 Pearson Higher Education, Inc. Self–Motivation Techniques Set goals for yourself Find intrinsically motivating work Get feedback on your performance Apply behavior modification to yourself Behavior modification: system of motivation that emphasizes rewarding people for doing the right things and punishing them for doing the wrong things

31. 31 Copyright © 2014 Pearson Higher Education, Inc. Self–Motivation Techniques Improve your skills relevant to your goals (Expectancy Theory of Motivation) Raise your level of self-expectation Develop a strong work ethic Develop psychological hardiness

32. 32 Copyright © 2014 Pearson Higher Education, Inc. Develop Self–Discipline Formulate a mission statement Develop role models Develop goals for each task Develop action plans to achieve goals

33. 33 Copyright © 2014 Pearson Higher Education, Inc. Develop Self–Discipline Use visual and sensory stimulation Search for pleasure within task Compartmentalize spheres of life Minimize excuse making

34. 34 Copyright © 2014 Pearson Higher Education, Inc.