1. Motivation Definitions Content models Process models
Putting it into action

2. What is Motivation?
“Willingness to exert effort to reach organizational goals”
The force that starts, sustains, and directs activity
Need
Drive
Search
Tension
Reduction
Sat. FB

3. Why Does it Matter?
Ability
Motivation
Performance

4. Intrinsic vs. Extrinsic Motivation
Where does our motivation come from?
Extrinsic = external rewards
Intrinsic = rewards from the task itself
Application to domains of human activity

5. Content vs. Process Content Process What motivates us?
How are we motivated?

6. Content Models
Maslow
Herzberg
McClelland
Theory X, Theory Y

7. Maslow’s Pyramid
Self-Actualization
Esteem
Social
Safety
Physiological

8. Herzberg’s Two Factor Model
Ideas developed through work with engineers and scientists
Job satisfaction and job dissatisfaction are separate, not two ends of a single scale
One group of factors prevents dissatisfaction, but does not cause satisfaction
Another group of factors cause satisfaction
Question: does satisfaction lead to performance?
Traditionally, we said Yes
However, performance may cause satisfaction
But, satisfaction is related to turnover

9. Hygiene vs. Motivators

10. McClelland - Needs Three basic human needs N Ach  performance
Achievement
Power
Affiliation
N Ach  performance
Tested on large scale basis
N Ach (children’s stories)
National performance (utility usage)

11. Accept responsibility
Theories X and Y
Little ambition
Dislike work
Avoid responsibility
Self-directed
Enjoy work
Accept responsibility
Theory X
Theory Y

12. Motivating with Money Does money matter? According to Herzberg, no
But…..

13. Process Models Behavior modification Goal setting VIE Equity Theory
Job Characteristics Model

14. Behavior Modification
Basic psychological theory
Pavlov
Skinner
Behavior is a function of its consequences
Some say….assumes that people have little free will

15. Basic Terms Positive reinforcement Negative reinforcement Extinction
Punishment
Shaping:
Reward close approximations, then closer approximations, until desired response is achieved

16. How it Works Consequence Contingency Reward Punishment Positive
Reinforcement
Punishment
Contingency
Apply
Withhold
Extinction
Negative
Reinforcement

17. Schedules of Reinforcement
FIXED INTERVAL
Reinforcement occurs at fixed intervals of time: the bimonthly paycheck.
VARIABLE INTERVAL
Reinforcement occurs at random intervals of time: the supervisor visits the employee, on no fixed or set schedule, to praise at that time.
FIXED RATIO
Reinforcement occurs after a set number of behaviors: piece rate pay.
VARIABLE RATIO
Reinforcement occurs after a random number of behaviors: gambling, especially slot machines.

18. Using Reinforcement
If workers are positively reinforced for their high performance, they will work harder.
If workers receive immediate reinforcement for their hard work, they will work harder than if their reinforcement is delayed.
Frequent reinforcement of positive behavior and infrequent reinforcement of negative behavior results in higher performance.
Workers will work harder if their reinforcements for work are somewhat random.
If a positive work behavior is never reinforced, it will be extinguished.
Reinforcements may be of several different kinds and must be tied to the individual worker.
If workers are rewarded for even small increases in performance, then greater performance may result.

19. Goal Setting Goals lead to performance
Specific goals lead to higher performance than general goals
Performance increases in proportion to goal difficulty -- but goals should be attainable
Goals must be accepted
Goals should be linked to feedback and rewards

20. What is a Good Goal ? Specific Measurable Attainable
Realistic, rewarded
Timely
Feedback
Integrated, Intermediate
Challenging, clear

21. Using Goal Setting
Workers work harder if they have goals to strive for.
Workers work harder if they have goals that are high and challenging, rather than easy or unattainable.
If goals are clear and understandable, workers will work harder.
If workers have a chance to participate in setting goals, they will be more committed to attaining those goals.
If larger goals are broken down into short-term goals, workers will receive more frequent feedback about goal accomplishment and, thus, strive harder to meet those goals.
If employees know what the consequences of goal accomplishment are (for themselves and the organization), they will strive harder to meet those goals.
If individual goals are integrated with organizational goals, workers will work harder.
If progress toward goal accomplishment is measurable and feedback is given, the workers will strive harder to meet those goals.
Workers work harder if goals are specific, rather than general or “do your best”.

22. The Complex Model…. V E2 E1 Perceived Equity of Rewards Value of
Skills, Abilities
and Traits
Extrinsic
Rewards
Effort
Performance Goals E2
Satisfaction E1
Role
Perception
Intrinsic
Rewards
Perceived
Effort-Reward
Probability

23. A Simplified Model Individual Effort Individual Performance Expectancy
= Effort-Performance
Organizational
Rewards
= Performance-Reward
= Attractiveness
Individual
Goals

24. Equity Theory
Employees must believe they are treated fairly, or motivation will wane. Equity theory maintains that employees evaluate their inputs (IS) in relation to their outcomes (OS) as compared to the inputs (IO) and outcomes (OO) of others to determine fairness.

25. Responses to Perceived Inequity
Change perception of own outputs
Change perception of own inputs
Change own outputs (ask for raise)
Change own inputs (work less)
Change perception of others’ inputs or outputs
Choose a different referent
Withdraw from situation (quit)

26. Job Characteristics Model
Personal and
Work Outcomes
High Internal
Work Motivation
High-Quality
Work Performance
High Satisfaction
With the Work
Low Absenteeism
And Turnover
Core Job
Dimensions
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Critical
Psychological States
Experienced
Meaningfulness
of the Work
Responsibility for
Knowledge of the
Actual Results of the
Work Activities
Strength of Employee Growth Need