1. Motivation Mona Farid-Nejad

2. Design Challenge: Human Centered Design

3. Where could you use some more motivation?

4. What is Motivation? -The set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.

5. Effort & Performance

6. Need Satisfaction Theories

7. Need Satisfaction: Maslow’ Hierarchy of Needs Maslow arranged five needs in a hierarchy Satisfaction-progression process: even if a person is unable to satisfy a higher need, s/he will be motivated by it until it is eventually satisfied; as they are satisfied, people move to the next need up the hierarchy Too rigid: satisfaction-progression not supported

8. Need Satisfaction: Alderfer’s ERG Model Alderfer’s model has three sets of needs Adds frustration-regression process to Maslow’s model: unable to satisfy a higher need leads to frustration and regression to the next lower need level Can have more than one need at a time Less rigid than Maslow

9. Need Satisfaction: McClelland’s Learned Needs Needs are learned Individual differences in needs

10. Motivating with Needs -Get to know employees and their needs -Pay people a livable wage -Provide opportunities for: -team building -empowerment -learning and growth

11. Extrinsic and Intrinsic Rewards https://www.ted.com/talks/dan_pink_on_motivation

12. Extrinsic and Intrinsic Rewards Extrinsic Rewards -tangible and visible to others -given contingent on performance Intrinsic Rewards -natural rewards -associated with performing the task for its own sake

13. Extrinsic Rewards Motivate Employees to... 1.Join the organization 2.Regularly attend their jobs 3.Perform their jobs well 4.Stay with the organization

14. Intrinsic Rewards Include... -Sense of accomplishment -Feeling of responsibility -Chance to learn something new -The fun that comes from performing an interesting, challenging, and engaging task

15. Most Important Rewards

16. How might you use the information we’ve learned so far to help your partner get motivated? -What does your partner need? -Is there any part of the task they’re intrinsically motivated by? -If not, what extrinsic rewards might they desire? Question?

17. Equity Theory

18. -People will be motivated at work when they perceive that they are being treated fairly. -Note: equity is subjective

19. Components of Equity Theory -Inputs -i.e. Effort -Outcomes -i.e. Rewards -The Referent -O/I Ratio

20. Equity Theory Predictions

21. Reactions to Underreward -Reduce inputs -Increase outcomes -Rationalize inputs and outcomes -Change the referent -Leave

22. Motivating with Equity -Identify and correct inequities -Reduce inputs or increase outcomes -Utilize fair decision making processes -Distributive justice -Procedural justice

23. Expectancy Theory

24. Defining Expectancy Theory The idea that people will be motivated to the extent to which that they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards.

25. Components of Expectancy Theory

26. Motivating with Expectancy Theory Increasing the E-to-P Expectancy -Training, selection, resources, clarify roles, provide coaching and feedback Increasing the P-to-O Instrumentality -Measure performance accurately, explain how rewards are based on performance Increasing outcome valences -Use valued rewards, individualize rewards, minimize countervalent outcomes

27. Reinforcement Theory

28. Defining Reinforcement Theory Says that behavior is a function of its consequences, that behaviors followed by positive consequences (i.e. reinforced) will occur more frequently, and that behaviors either followed by negative consequences or not followed by positive consequences will occur less frequently.

29. Components of Reinforcement Theory

30. Schedules for Delivering Reinforcement -Continuous reinforcement -Reinforcement follows every instance of the behavior -Ex. $2 per widget -Intermittent reinforcement -Reinforcement provided after a certain or average number of behaviors are performed or after a certain or average amount of time -Ex. Quarterly bonuses or recognition events

31. Intermittent Reinforcement Schedules Reinforcement applied after completion of a changing number of behaviors Reinforcement applied after completion of a fixed number of behaviors Interval (time) Ratio (behaviors) VariableFixed Reinforcement applied at variable time intervals Reinforcement applied after a fixed amount of time.

32. Motivating with Reinforcement Theory -Effective administration of punishment -Simplest reinforcement schedule -Five step model

33. Five Steps to Motivate Employees through Reinforcement Theory Identify key behaviors Measure behaviors at baseline Analyze causes and consequences Intervene with reinforcement Evaluate results of intervention

34. Goal-Setting Theory

35. Defining Goal-Setting Theory Says that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.

36. Components of Goal-Setting Theory

37. SMART Goals

38. Motivating with Goal-Setting Theory -Assign specific, challenging goals -Make sure that goals are relevant to company objectives and that employees truly accept the goals - Build buy-in through participatory goal-setting -Managers should provide frequent, specific, performance-related feedback.

39. Design Empathize Define

40. How Can you Help Your Partner?

42. Thank You!