2. Chapter 4
Motivation

3. Myths of Motivation Money is not a motivator
Everyone is motivated by the same things I am
Punishment does not motivate
Low performance is always attributable to low motivation
Lack of motivation stems largely from lazy, apathetic and un-motivated people

4. Motivation Performance = f ( Motivation x Ability X Opportunity )
Any performance is a multiplicative function of one’s ability, motivation, and opportunity

5. Expectancy Theory Expectancy Instrumentality Valence
understanding of what performance is desired and the belief that effort will lead to a desired level of performance
Instrumentality
belief that a given level of performance will lead to specific outcomes
Valence
value that a person places on the outcomes received

6. Expectancy Theory
Full engagement and effort requires high levels of all three beliefs
Expectancy theory is based on the individual beliefs and perceptions

7. Maslow’s Hierarchy of Needs
Biological and physiological needs
Safety needs
Belongingness and love needs
Esteem needs
Self-actualization needs

8. Equity Approach to Motivation
workers’ perception of the fairness of outcomes they receive on the job
Based on social comparison

9. Potential Actions to Restore Equity
Workers can increase their outcomes or decrease their effort
Might convince themselves that coworkers are actually working harder than they thought they were

10. Equity Sensitivity
Those high in equity sensitivity are more outcome-oriented and want more than others for the same level of inputs
Those low in equity sensitivity pay more attention to their outputs and are less sensitive to equity issues

11. The Platinum Rule
“Treat others how they want to be treated”

12. McClelland’s Learned Needs
Need for power
Need for affiliation
Need for achievement

13. McClelland’s Learned Needs
Achievement motivated people thrive on pursuing and attaining goals
Power motivated individuals see most work situations as an opportunity to influence other people or take control
Affiliation motivated people have the desire to establish and maintain friendly and warm relations with others

14. Goal Setting
The Goal Setting effect is that specific, difficult but attainable goals lead to higher performance than no goals or do your best goals

15. Characteristics of Good Goals
Specific
Measurable
Attainable
Relevant
Time-bound
Efficacious
Rewarded

16. Discussion Question?
Which characteristic of good goals is most important?
Specific
Measurable
Attainable
Relevant
There is no one best answer. All are important.

17. Common Goal Setting Traps
Can create a ceiling effect
Can create conditions for game-playing and suboptimization

18. Question?
Which theory of motivation says that people are motivated to repeat behavior that gets rewarded?
Job Characteristics Model
Equity Theory
Reinforcement Theory
Cox Leadership Functional Model
The correct answer is “C” – see next slide

19. Reinforcement Theory and Behavior Modification
Simple notion that people are motivated to repeat behavior that gets rewarded

20. Reinforcement Theory and Behavior Modification
Performance-related behaviors are identified
The frequency of these behaviors is measured
The contingencies supporting the current behaviors are identified
Behaviorally-based intervention strategy is developed and implemented
Resulting performance-related behaviors are measured

21. Developing and Implementing a Behavioral Strategy
Operant conditioning
employs strategies involving the addition or removal of pleasant or aversive consequences

22. Question?
In behavior modification, what is behavior that is not followed by any consequence?
Punishment
Extinction
Negative reinforcement
Positive reinforcement
The correct answer is “B” – extinction. See next slide.

23. Reinforcement Theory and Behavior Modification
Positive reinforcement
behavior is linked with a consequence that is considered pleasant by the employee
Extinction
behavior that is not followed by any consequence

24. Reinforcement Theory and Behavior Modification
Negative reinforcement
involves linking desired behaviors with the removal of undesirable consequences
Punishment
adding an unpleasant consequence as a response to a person’s behavior with the goal of stopping the behavior from happening in the future

25. Punishment and the “Red Hot Stove”
Clear expectations
Consistent
Timely
Powerful

26. Job Characteristics Model
Proposes a link between the vital characteristics of the work itself and psychological states experienced by the worker

27. Job Characteristics Model
Skill variety
Task identity
Task significance
Autonomy
Feedback

28. The MPS Formula

29. Implementing Concepts for the Job Characteristics Model
Combine tasks
Group tasks into natural work units
Give workers contact with customers
Vertically load jobs
Open feedback channels

30. Putting It All Together to Increase Motivation
Recognize individual differences in motivation
Set good goals
Strive for fairness, not equality, in rewards and punishments

31. Putting It All Together to Increase Motivation
Link rewards and punishments to performance
Give credit where credit is due
Get your hands dirty every now and then

32. What’s Your Motivation Style?
Take an assessment of your motivation style at agelesslearner.com.