1. 3. Human resource management a. Motivation
Mgt 300/Thompson/Ses 8: Motivation
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3. Human resource management a. Motivation
Overview
Internal approaches
content
Maslow
Herzberg
process
Vroom
Adams
External Approaches
Reinforcement theory
Goal Setting
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2. Mgt 300/Thompson/Ses 8: Motivation
So, what is the problem we focus on here...
How to get commitment
How to get performance-focused behaviors
How to get quality of behaviors over the
range of behaviors we need in a
high performance organization.
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3. Mgt 300/Thompson/Ses 8: Motivation
Here is the problem ...
Individual effort
Making these into
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4. Mgt 300/Thompson/Ses 8: Motivation
these
Individual effort
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5. Mgt 300/Thompson/Ses 8: Motivation
Does that mean we
want behavioral
conformity?
Does that mean creativity
should not be valued?
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6. Mgt 300/Thompson/Ses 8: Motivation
At least three sets of behaviors are required.
Dependable role performance
Spontaneous behaviors
Creative behaviors to improve the
organization
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7. Mgt 300/Thompson/Ses 8: Motivation
Several approaches to Motivation.
Internal..
Maslow
Herzberg
Vroom
Adams
External Approaches
Content
Approaches
Process
Approaches
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8. Mgt 300/Thompson/Ses 8: Motivation
Fig 12-2 pg. 225 text
Maslow’s Need Hierarchy
Personal growth &
realization of
potential
Titles, status symbols
Work groups
Self
Actualization
Seniority, pensions
insurance plans
Pay, tenure
Esteem
Love
Safety
Physiological
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9. Mgt 300/Thompson/Ses 8: Motivation
Fig 12-3 pg.227 text
Herzberg’s Dual Factor Theory
These are
related more
to the work
itself
Hygiene Factors
Motivators
company policies
supervision
salary
interpersonal relations
working conditions
achievement
recognition
work itself
responsibility
advancement
Note, all of these are
external to the task
itself, more related to
the work environment
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10. Mgt 300/Thompson/Ses 8: Motivation
Process models of motivation
Vroom’s model of motivation
Based on decision tree
Uses economic notion of utility and utils
Good intuitive sense of the cognitive process
used in decision making
Vroom’s model (see text page where it is
done incorrectly)
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11. Mgt 300/Thompson/Ses 8: Motivation
Expectancy
Valence
Consequences
Option 1 2 3
Prob of occurrence
Value of consequences
1.0
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12. Mgt 300/Thompson/Ses 8: Motivation
Expectancy
Valence
Consequences
Option 1 2 3
Prob of occurrence
Value of consequences x x x
1.0 x x x x x x
= -.08
= 12
= . 03
.07
= .12
= -.21
= -.01
-.10
= .08
= -.16
= .28
.20
Highest value option is chosen
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13. Mgt 300/Thompson/Ses 8: Motivation
Expectancy
Valence
Consequences
Option 1 2 3
Prob of occurrence
Value of consequences x x x
1.0 x x x x x x
= -.08
= 12
= . 03
Prob of occur.
Or instrumentality
.07
.4 x .6
.6 x .2
1.0
2nd level
outcome
= -.21
= -.01
-.10
= .08
= -.16
= .28
.20
Highest value option is chosen
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14. Mgt 300/Thompson/Ses 8: Motivation
Expectancy
Valence
Consequences
Option 1 2 3
Prob of occurrence
Value of consequences x x x
1.0 x x x x x x
= -.08
= 12
= . 03
2nd level
outcome
Prob of occur.
Or instrumentality
.07
.4 x = .24
.6 x = .12
= -.21
= -.01
-.10
= .08
= -.16
= .28
.20
Highest value option is chosen
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15. Mgt 300/Thompson/Ses 8: Motivation
Expectancy
Valence
Consequences
Option 1 2 3
Prob of occurrence
Value of consequences x x x
1.0 x x x x x x
= -.08
= 12
= . 03
2nd level
outcome
Prob of occur.
Or instrumentality
.07
.4 x = .24
.6 x = .12
= .18
= -.21
= -.01
-.04
= .08
= -.16
= .28
.20
Highest value option is chosen
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16. Mgt 300/Thompson/Ses 8: Motivation
see text page
Adam’s Equity theory
Compares inputs and output
with some other target…..
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17. Mgt 300/Thompson/Ses 8: Motivation
Another approach is called.....
application of learning theory,
behavior modification,
a Skinnerian approach,
behavioral contingencies mgt,
a reinforcement approach
This material from pg
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18. Mgt 300/Thompson/Ses 8: Motivation
So what
is learning?
How does
learning
work?
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19. Mgt 300/Thompson/Ses 8: Motivation
The SOBC model
s o b c
Environmental
Stimulation
or antecedent
conditions
Cognitive
Mediating
Processes
of the
individual
individual
behavior
intended &
unintended
consequences
Pg. 224 of the text figure 12-1
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20. Mgt 300/Thompson/Ses 8: Motivation
So, in understanding how to change
behavior......
If I want B 1 not B 3
OUTCOME 1 2 3
B 1
Reinforce B1 1 2 3
B 2
Make B3
less attractive
B 3
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21. Mgt 300/Thompson/Ses 8: Motivation
We change behaviors through the
use of (this is consequence mgt)
Behavioral Intervention Strategies:
Something desired undesired
+ reinforcement
Contingently
punishment
Applied
Withheld
If..then
- reinforcement
extinction
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22. Mgt 300/Thompson/Ses 8: Motivation
To see how learning theory can be applied
to a work setting, we will see a video.
As you view the video consider the following:
How do you make this approach work for you
in influencing a: peer
boss
subordinate
yourself
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23. Mgt 300/Thompson/Ses 8: Motivation
Apply the BCM model to the following>>
gpr 1 & 9 improving a worker with a bad attitude
grp 2 improving behaviors for trainees where trainees
have little understanding of proper job behavior.
Grp 3 to encourage better quality & quantity of group
output.
Grp 4 & 7 trying to improve the bosses surly
disposition.
Grp 5 & 10. A boss want to improve his or her personal
skills to make a more positive work environment.
Grp 6 & 8 A group member is not doing his or her job.
In practice 8-1.
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24. Mgt 300/Thompson/Ses 8: Motivation
This is an extension of the Ivancevich text pg
The behavioral contingencies mgt model
1. Identify
2. Measure
3. Analyze
4. Intervene
5. Evaluate
In terms of specific
observable, measurable
behaviors.
In terms of
sensitive behavioral
frequencies
probably per day
If the behavior is not measured,,,,
it is not managed....
Ronald Krebs CEO BNSF RR.
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25. Mgt 300/Thompson/Ses 8: Motivation
Step 2 Measure frequencies of targeted behavior
Either
actual
frequencies
or….
Pre-intervention
Meaning,
define the
behavior you
want to manage
Post-intervention
M T W T F M T W T F
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26. Mgt 300/Thompson/Ses 8: Motivation
The behavioral contingencies mgt model
1. Identify
2. Measure
3. Analyze
4. Intervene
5. Evaluate
In terms of specific
observable, measurable
behaviors.
In terms of
sensitive behavioral
frequencies
probably per day
A-B-C
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27. Mgt 300/Thompson/Ses 8: Motivation
In step 3, functional analysis the antecedents
that encourage existing less desirable levels of
behaviors and the consequences (to the person
doing the behaviors) that reinforce current less
desirable levels of behaviors are analyzed.
Antecedents Consequences
If I do the undesired
levels of behavior....then
what happens to reinforce
me to do the undesired levels
of the behavior?
What are environmental
conditions that support
the current levels of the
behaviors that we saw
exhibited in step 2.
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28. Mgt 300/Thompson/Ses 8: Motivation
See text.
Goal setting can help focus attention
If it is mutual set, goals can build commitment
If the goal is a challenge, motivation in enhanced
The behavioral contingencies mgt model
1. Identify
2. Measure
3. Analyze
4. Intervene
5. Evaluate
In terms of specific
observable, measurable
behaviors.
In terms of
sensitive behavioral
frequencies
probably per day
A-B-C
Change antecedents and
consequences.
Note the importance of goal setting in encouraging
higher levels of performance.
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29. Mgt 300/Thompson/Ses 8: Motivation
In step 4, intervention the antecedents
that encourage desirable levels of
behaviors and consequences (to the person
doing the behaviors) that reinforce
desirable levels of behaviors are developed.
Antecedents Consequences
If I do the desired
levels of behavior....then
what happens to reinforce
me to do the desired levels
of the behavior?
What are environmental
conditions will support
the desired levels of the
behaviors that we want
exhibited in step 2.
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30. Mgt 300/Thompson/Ses 8: Motivation
Step 5: Evaluated success of the intervention.
Either
actual
frequencies
or….
Pre-intervention
Post-intervention
M T W T F M T W T F
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