1. Learning and Motivation Chapter 3 Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.1

2. Chapter Overview The Learning Organization Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.2 Content Theories: How to Energize Behavior Process Theories: Acquiring and Directing Behavior Cognitive Qualifications

3. The Learning Organization The organization that will truly excel in the future will be the organization that discovers how to tap people’s commitment and capacity at all levels …The learning organization is my view of what a corporation can and should be. Peter Senge, The Fifth Discipline, 1990 Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.3

4. Measures of Organizational Learning Disabilities 6. Even though individuals learn here, this learning is not transmitted up the organizational level. Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.4 1. “If it ain’t broke, don’t fix it” represents the general attitude. 2. We’re not very good at finding/creating new markets. 3. In general, our work procedures have functioned well, so we see little need for change. 4. Groups/departments function independently. 5. Good actions tend to disappear if not put to good use.

5. Content Theories: How to Energize Behavior Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.5 Maslow’s Needs-Hierarchy Alderfer’s ERG Theory Herzberg’s Two-Factor Theory McClelland’s Learned Needs Theory

6. Physiological Needs Safety Needs Affiliation Needs Esteem Needs Self- Actualization Maslow’s Hierarchy of Needs Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.6

7. Alderfer’s ERG Theory Relatedness — Social and affiliation needs and the need for respect and positive regard from others Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.7 Existence — The basic physiological needs (hunger and thirst) and protection from physical danger Growth — The need to develop and realize one’s potential

8. Herzberg’s Two-Factor Theory Hygiene factors — A broad category of working conditions, including safety and the amount of pay, quality of supervision, and social environment of work Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.8 Motivators — Factors associated with the performance of work, such as recognition for a job well done, achievement, autonomy, and responsibility

9. McClelland’s Learned Needs Theory Need for affiliation — Concern with establishing and maintaining social relationships Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.9 Need for achievement — Concern with establishing and maintaining high levels of performance quality Need for power — Concern with reputation, responsibility, influence, and impact

10. Self- actualization Esteem Belongingness, social, and affiliation Safety and security Physiological Work itself Responsibility Advancement Growth Achievement Recognition Quality of interpersonal relations among peers, with supervisors, with subordinates Job security Working conditions Salary Growth Relatedness Existence Need for achievement Need for power Need for affiliation Maslow’s (Needs Hierarchy) Herzberg’s (Two-Factor Theory) Basic Needs Higher order needs Hygiene factors Motivators A Comparison of Four Content Theories of Motivation Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.10 Alderfer’s (ERG Theory) McClelland’s (Learned Needs Theory)

11. Process Theories: Acquiring and Directing Behavior Simple Learning Lawrence Erlbaum Associates, Publisher, Copyright 2002 Complex Learning - The “Law of Effect” - Reinforcement Theory - OB-MOD - Successive Approximation - Social Learning 3.11

12. The “Law of Effect” Of several responses to the same situation, those that are accompanied or closely followed by satisfaction…will be more likely to recur; those which are accompanied or closely followed by discomfort…will be less likely to occur. E. L.Thorndike, Animal Intelligence, 1911 Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.12

13. Reinforcement Theory Increasing the probability that an action will occur again by reinforcing desired behaviors and not reinforcing (and sometimes even punishing) inappropriate behaviors Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.13

14. Organizational Behavior Modification (OB-Mod) The systematic application of conditioning and reinforcement theory to the management of organizational behavior Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.14

15. Establishing an OB-Mod Program 1. Define the target behavior. 2. Measure the frequency of behavior. 3. Set reasonable performance goals. 4. Monitor the behavior. 5. Administer rewards. Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.15

16. Complex Learning Lawrence Erlbaum Associates, Publisher, Copyright 2002 Behaviors that occur only with substantial training and practice Successive Approximation Social Learning 3.16

17. Cognitive Qualifications Expectancy Lawrence Erlbaum Associates, Publisher, Copyright 2002 Justice - Judging Equity - Restoring Equity - Procedural Justice 3.17

18. MOTIVATIONEFFORTPERFORMANCECONSEQUENCES Externalities Capabilities Contingencies Expectancies: Beliefs about performance capabilities Valences: Beliefs about outcome desirabilities Instrumentalities: Beliefs about outcome contingencies Expectancy Theory Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.18

19. Types of Justice Procedural Justice: Concerned with the fairness of the process by which those outcomes were determined Distributive Justice: Concerned with the fairness of the outcomes received Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.19

20. EquityGuiltAnger O/I = 7/5 O/I = 7/3 O/I = 7/8 O/I = Ratio of Outputs to Inputs Judging Equity Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.20

21. Inputs Quality of work performed Job knowledge Cooperation with others Self-improvement Quantity of work performed Adaptability-versatility Intelligence Experience Education Job security Pay Possibility of growth Interpersonal relations Amount of work Responsibility Advancement Recognition Status Adequate working conditions Possible Inputs and Outcomes Considered in Equity Calculations Lawrence Erlbaum Associates, Publisher, Copyright 2002 Outputs 3.21

22. Restoring Equity Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.22 If someone perceives inequity they have 7 choices... 1. Change inputs (don’t exert as much effort) 2. Change outcomes - e.g., if on piece-rate, may increase quantity by decreasing quality - e.g., theft to supplement outcomes 3. Change comparison person’s inputs 4. Change comparison person’s outputs 5. Choose a different referent (comparison other) 6. Rationalize the inequity 7. Quit the job

23. Procedural Justice Six procedures believed to increase workers’ perceptions of fairness 1. Consistency 2. Bias suppression 3. Rule of accuracy 4. Rule of correctability 5. Rule of representativeness Lawrence Erlbaum Associates, Publisher, Copyright 2002 3.23