1. GEDA 561 Weekend #1 Motivational Theory and Its Application to Working Collaboratively

2. GEDA 561 Weekend #1 Take a Moment… What motivates you? What motivated you to attend class today? What motivates you to go to work everyday? What motivates you to spend time with friends and family?

3. Defining Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Key Elements 1.Intensity: how hard a person tries 2.Direction: toward a beneficial goal 3.Persistence: how long a person tries

4. What Is Motivation? Direction Persistence Intensity Source: Reed Accountancy. (2001). Motivation. Retrieved October 14, 2008 from http://www.cipfa.org.uk/students/nsf/download/nsf05_motivation.ppt.

5. GEDA 561 Weekend #1 Qualities of Motivation Energizes behaviors Directs behaviors Enables persistence towards a goal Exists in varying strengths

6. GEDA 561 Weekend #1 Theories of Motivation Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Process theories Expectancy Theory Goal Setting Theory

7. GEDA 561 Weekend #1 Maslow’sHierarchy of Needs Self Esteem Social Safety Physiological Source: Reed Accountancy. (2001). Motivation. Retrieved October 14, 2008 from http://www.cipfa.org.uk/students/nsf/download/nsf05_motivation.ppt.

8. GEDA 561 Weekend #1 Maslow’s Hierarchy of Needs Satisfied needs cease to motivate students When threatened, student needs become more basic Self-actualization drives people to utilize their most unique abilities

9. GEDA 561 Weekend #1 Theories of Motivation Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Process theories Expectancy Theory Goal Setting Theory

10. GEDA 561 Weekend #1 Herzberg’s Two-Factor Theory Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain –maintenance factor –contributes to employee’s feeling not dissatisfied –contributes to absence of complaints Motivation Factor - work condition related to the satisfaction of the need for psychological growth –job enrichment –leads to superior performance & effort

11. Motivation-Hygiene Theory of Motivation Hygiene factors avoid job dissatisfaction Company policy & administration Supervision Interpersonal relations Working conditions Salary Status Security Adapted from: Herzberg, F. (1982). The managerial choice: To be efficient or to be human. Utah: Olympus. Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary? Motivation factors increase job satisfaction

12. Needs Theories Maslow Herzberg Hygiene Motivators Factors Social Safety Physiological Self-Actualization Esteem Source: Reed Accountancy. (2001). Motivation. Retrieved October 14, 2008 from http://www.cipfa.org.uk/students/nsf/download/nsf05_motivation.ppt.

13. Reflection… summarize what you have learned summarize what you have learned make a connection from your experience make a connection from your experience ask a question ask a question

14. GEDA 561 Weekend #1 Theories of Motivation Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Process theories Expectancy Theory Goal Setting Theory

15. Expectancy Model of Motivation PerformanceRewardEffort Perceived value of reward Perceived effort - performance probability Perceived performance - reward probability “If I work hard, will I get the job done?” “What rewards will I get when the job is well done?” “What rewards do I value?” Source: Nelson, D. & Quick, J. (2005. Organizational behavior: Foundations, realities and challenges. California: Southwestern College.

16. GEDA 561 Weekend #1 Theories of Motivation Needs theories Maslow’s hierarchy of needs Herzberg’s two factor theory Process theories Expectancy Theory Goal Setting Theory *******************

17. Goal Setting Goals Specific Difficult Accepted Effects on Person Energizes Directs attention Encourages persistency Encourages hard work Feedback Performance Goal setting is generally accepted as among the most valid and useful motivation theories in educational environments, industrial and organizational psychology, human resource management, and organizational behavior. Source: Reed Accountancy. (2001). Motivation. Retrieved October 14, 2008 from http://www.cipfa.org.uk/students/nsf/download/nsf05_motivation.ppt.

18. GEDA 561 Weekend #1 Goal Setting as a Motivational Theory It's important to strike an appropriate balance between a challenging goal and a realistic goal. Setting a goal that you'll fail to achieve is possibly more de-motivating than setting a goal that's too easy. The need for success and achievement is strong, therefore people are best motivated by challenging, but realistic, goals.

19. Encouraging the development of goal- attainment strategies or action plans Increasing TEAM’S persistence Regulating TEAM’S effort Directing TEAM’S attention Goals Motivate TEAMS by... Task performance Goals Source: Gonzalez, M. (2005).Organizational behavior: Motivation I- needs, job design, and satisfaction. Oregon: Oregon State.

20. Difficult Goals Lead to Higher Performance. Difficult Goals Lead to Higher Performance. - Easy goals produce low effort and low motivation because the goal is too easy to achieve. - Impossible goals ultimately lead to lower performance and low motivation because people begin to experience failure. Specific Difficult Goals Lead to Higher Performance for Simple Rather Than Complex Tasks. Specific Difficult Goals Lead to Higher Performance for Simple Rather Than Complex Tasks. - Specific goals impair performance when employees do not have clear strategies for success Feedback Enhances The Effect of Specific, Difficult Goals. Feedback Enhances The Effect of Specific, Difficult Goals. - Goals and feedback should be used together. Insights from Goal-Setting Research Source: Gonzalez, M. (2005).Organizational behavior: Motivation I- needs, job design, and satisfaction. Oregon: Oregon State.

21. Reflection… summarize what you have learned summarize what you have learned make a connection from your experience make a connection from your experience ask a question ask a question