1. Motivation Section 5 Why are people motivated to do those things? VIDEOVIDEO

2. Leaders are Readers Peter Drucker The Effective Executive (1967) “Morale in an organization does not mean that “people get along together”; the test is performance, not conformance.”

3. Elements of Work Motivation Direction of Behavior When faced with obstacles how hard does a person keep trying to perform a chosen behavior successfully? How hard does a person work to perform a chosen behavior? Which behaviors does a person choose to perform In an organization? Level of Effort Level of Persistence

4. Motivation Directly or Indirectly Dominates Organizational Behavior Personality, PsyCap, etc….motivational propensities Psychological contracts Goal Setting Theory O.B. Modification Compensation Social Identity Theory WHY do people do what they do? What drives motivation to engage, motivation to withdraw, motivation to perform, motivation to quit?

5. Catch 22 Motivation is rarely the core issue Abilities Job Design Tools at Work Leadership All problems are not solved by having motivated employees

6. The Process of Motivation

7. Individual Approaches

8. Primary Motives Human motives are variously called physiological, biological, unlearned, or primary. Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based. Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs. What are some examples of Primary Motives?

9. General and Secondary Motives General Motives The Curiosity, Manipulation, and Activity Motives The Affection Motive Secondary Motives The Power Motive The Achievement Motive The Affiliation Motive The Security Motive The Status Motive Intrinsic versus Extrinsic Motives Intrinsic- Behavior for it’s own sake Extrinsic- Based on acquisition of material or social rewards or

10. McClelland’s Need Theory: Need for Achievement Need for Achievement - a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

11. McClelland’s Need Theory: Need for Power Need for Power - a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life Different than the importance of control in the workplace (e.g., Univ of Texas Study on dying prematurely)

12. McClelland’s Need Theory: Need for Affiliation Need for Affiliation - a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

13. (e.g., from psychology to Org Behavior) From Individual to Work Motivation Approaches

14. Work-Motivation Approaches

15. Content Theories of Motivation

16. The Content Theories of Work Motivation Maslow’s Hierarchy of Needs- Why are we talking about this anymore? Alderfer- Existence, Relatedness, Growth Herzberg’s Two-Factor Theory of Motivation 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

17. Motivation–Hygiene Theory of Motivation Hygiene factors avoid job dissatisfaction Company policy & administration Supervision Interpersonal relations Working conditions Salary Status Security Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary? Motivation factors increase job satisfaction

18. Motivation-Hygiene Combinations (Motivation = M, Hygiene = H)

19. The Content Theories of Work Motivation (Continued)

20. Process Theories of Motivation

21. Vroom’s Expectancy Theory of Motivation: Key Constructs Valence - value or importance placed on a particular reward Instrumentality - belief that performance is related to rewards Expectancy - belief that effort leads to performance

22. Expectancy Model of Motivation Performance (Instrumentality) Reward (Valence) Effort (Expectancy) Perceived effort– performance probability Perceived value of reward 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?”

23. Assumptions Underlying Expectancy Theory: 3 Causes of Motivational Problems Belief that effort will not result in performance Belief that performance will not result in rewards The value a person places on, or the preference a person has for, certain rewards

24. Putting Expectancy Theory Together

25. The Process Theories of Work Motivation (Continued)

26. Adams’s Theory of Inequity Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

27. Motivational Theory of Social Exchange EquityOutcomes =Outcomes Inputs Inputs NegativeOutcomes <Outcomes Inequity InputsInputs PositiveOutcomes >Outcomes Inequity InputsInputs Person Comparison other

28. Strategies for Resolution of Inequity Alter the person’s outcomes Alter the person’s inputs Alter the comparison other’s outputs Alter the comparison other’s inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation

29. New Perspectives on Equity Theory Equity Sensitive I prefer an equity ratio equal to that of my comparison other

30. New Perspectives on Equity Theory Benevolent I am comfortable with an equity ratio less than that of my comparison other

31. New Perspectives on Equity Theory Entitled I am comfortable with an equity ratio greater than that of my comparison other

32. Equity Theory and Justice Equity Theory Involves a Perception of Distributive Justice Distributive Justice Perceived fairness in the distribution of outcomes. Procedural Justice Perceived fairness of the procedures used to make decisions about the distribution of outcomes (NOT distribution of outcomes) Greenberg 2008 SIOP Conference Procedural justice can substitute for distributive justice One type of justice is not necessarily more important than the other…but one must be present.

33. Perception and Attribution Fundamental attribution error and self serving bias (more when we talk about optimism)

34. Questions