1. Unit 8: Motivation & Learning Day 4: Intrinsic v. Extrinsic Motivation
DAILY COMMENTARY (in a spiral notebook!):
Why do athletes choke?
How can teachers & coaches best motivate students?
Essential Question
What motivations drive human motivation?
How do humans learn?
Objectives (write this down!):
I can: distinguish between intrinsic and extrinsic motivation
I can explain the Horner Study and Yerkes-Dodson law

2. Unit 8: Motivation & Learning Day 4: Intrinsic v. Extrinsic Motivation
For Tonight:
Myers
REQ: Packet
OPT: RJ 8.6 & 8.7
Today:
Daily Commentary
Optimal Arousal & Yerkes-Dodson law
Horner’s Study & expectation level
Notes
Motivation video clip
Happiness & $$$

3. Optimum Arousal
Human motivation aims to seek optimum levels of arousal, not to eliminate it. Young monkeys and children are known to explore the environment in the absence of a need-based drive.
OBJECTIVE 4| Discuss the contribution of arousal theory to the study of motivation.
Harlow Primate Laboratory, University of Wisconsin
Randy Faris/ Corbis

4. Yerkes-Dodson Law (of Stress)
When doing a difficult physical task, the ideal emotional state is low stress, low arousal
EXAMPLE: shooting a free throw
When doing an easier task, the ideal state of stress/arousal is high
Taking a quiz/test
Being nervous is a GOOD sign

5. Complete this prompt: Group 1: Group 2:
At the end of her first term in medical school, Ann was at the top of her class. Three years later at graduation time, she…
Complete the paragraph. Give an explanation for her success or failure.
Group 2:
At the end of his first term in medical school, John was at the top of his class. Three years later at graduation time, he…

6. Horner’s Study: Expectation / Expectancy Theory (& gender)
Horner found:
90% of males predicted success for John
65% of females predicted failure for Anne

7. Expectancy Theory
Expectations form the basis for our reactions and emotions
Say you earn a B on a test
What expectations would lead you to be pleased?
Displeased?

8. What motivates us to do high quality work?
Money?
Praise?
Pride?

9. The healthy life, said Sigmund Freud, is filled by love and work.
Motivation at Work
The healthy life, said Sigmund Freud, is filled by love and work.
OBJECTIVE 18| Discuss the importance of flow, and identify the tree subfields of industrial-organizational psychology.
Culver Pictures

10. Attitudes Towards Work
People have different attitudes toward work. Some take it as a:
Job: Necessary way to make money.
Career: Opportunity to advance from one position to another.
Calling: Fulfilling a socially useful activity.

11. 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.

12. In industrialized countries work and satisfaction go hand-in-hand.

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

14. Organizational Psychology: Motivating Achievement
Achievement motivation is defined as a desire for significant accomplishment.
OBJECTIVE 20| Define achievement motivation, and explain why organizations would employ an I/O psychologist to help motivate employees and foster employee satisfaction.
Ken Heyman/ Woodfin Camp & Associates
Skinner devised a daily discipline schedule
that led him to become the 20th century’s most
influential psychologist.

15. Satisfaction & Engagement
Harter et al., (2002) observed that employee engagement means that the worker:
Knows what is expected of him.
Feels the need to work.
Feels fulfilled at work.
Has opportunities to do his best.
Thinks himself to be a part of something significant.
Has opportunities to learn and develop.
Capital-Journal/ David Eulitt/ AP/ Wide World Photos
Engaged workers are more productive
than non-engaged workers at different stores
of the same chain.

16. Personnel Psychology
Personnel psychologists assist organizations at various stages of selecting and assessing employees.
OBJECTIVE 19| Describe how personnel psychologists help organizations with employee selection, work placement, and performance appraisal.
© CNAC/ MNAM/ Dist. Rèunion des Musées Nationaux/ Art Resource, NY
Henri Matisse

17. Harnessing Strengths
Identifying people’s strengths (analytical, disciplined, eager to learn etc.) and matching them to a particular area of work is the first step toward workplace effectiveness.

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

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

20. How does $$ correlate with happiness?
Writing Prompt:
What are the best way to motivate people in professions like teaching, the law, or science to do better work?
Answers should evaluate and consider the principles of intrinsic and extrinsic motivation.

21. YOUR READING
For Tonight:
Myers
REQ: Packet
OPT: RJ 8.6 & 8.7

22. Structured Interview
A formal and disciplined way of gathering information from the interviewee. Structured interviews pinpoint strengths (attitudes, behaviors, knowledge, and skills). The personnel psychologist may do the following:
Analyze the job.
Script questions.
Train the interviewer.

23. Personnel Psychologist’s Tasks

24. Appraising Performance
Appraising performance results in two things: 1) employee retention, and 2) the encouragement of better performance.

25. Larry Brown offers 4-5 positive comments for every negative comment.
Managing Well
Every leader dreams of managing in ways that enhance people’s satisfaction, engagement, and productivity in his or her organization.
OBJECTIVE 21| Describe some effective management techniques.
Ezra Shaw/ Getty Images
Larry Brown offers 4-5 positive comments for every negative comment.

26. Job-Relevant Strengths
Effective leaders need to select the right people, determine their employees’ talents, adjust their work roles to their talents, and develop their talents and strengths.

27. Challenging Goals
Specific challenging goals motivate people to reach higher achievement levels, especially if there is feedback such as progress reports.

28. Leadership Style
Different organizational demands need different kinds of leaders. Leadership varies from a boss-focused style to a democratic style.
Task Leadership: Involves setting standards, organizing work, and focusing on goals.
Social Leadership: Involves mediating conflicts and building high achieving teams.

29. How does $$ correlate with happiness?
Writing Prompt:
How important is money to happiness?
What are the best way to motivate people in professions like teaching, the law, or science to do better work?