1. Motivation I: Extrinsic motivation (coffee hour after class today)

2. Roadmap Personality II I II I Relationships Group Context

3. Authentic (Full exchange) Manipulative (Objectives not Shared) (planned, Natural (spontaneous) Deliberate thought-out) Self presentation and facework Social influence Relationships 2D Space Motivation

4. Motivating others Getting others to elicit particular behaviors Key job for managers Essential for all organizational members –Teams –Interdependence –Downwards, lateral, upwards

5. What is motivation? Willingness to exert high levels of effort towards organizational goals Performance = ability x motivation Motivation = desire and commitment

6. Where did motivation come from? Extrinsic rewards –$30 million contract –Fast Company poll Intrinsic rewards –Money doesn’t explain streak –Chef, waitress, postmaster?

7. Reinforcements and rewards Most common, usually only “motivator” Old system: base pay, benefits, perks New system –Variable: tied to goals –High incentive with low base –Cafeteria benefits

8. Extrinsic motivation Using reinforcers to get desired behavior Operant Model: reward contingent on behavior –Elicit behavior –Reinforce with reward immediately, persistently –Positive, negative reinforcers; punishment –Reinforcement schedules

9. Reinforcement schedules Pay check every month Commission Best: Variable ratio schedule –Gambling –Romantic relationships –Pop quiz Resistant to extinction Not used competently

10. Sanitation Co. Attendance –Non-direct supervision –Second/third job –85% Extrinsic reinforcement –Pay per time? –Pay per job? –Variable schedule

11. Expectancy Theory Motivation = Expectancies Beliefs about performance capabilities Beliefs about outcome contingencies Instrumentalities x x Beliefs about outcome desirability Valence

12. Problems with extrinsic motivation Behavior exists only when reward exists Satiation High costs of maintenance Dependence breeds reactance Line of sight problem

13. Key Themes Motivation –desire and commitment –Necessary but inadequate for high performance Extrinsic motivation –Using reinforcers –Most common, but not used competently –Not a usuable tool to most –Necessary but inadequate as the only lever