Motivation (definition)

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Motivation (definition)

• those psychological processes that cause
• the arousal,
• the direction, and
• the persistence
• of voluntary actions that are
• goal directed.

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Motivation Theories

• Need Theories
• Herzberg Two-Factor Theory
• Cognitive Process
• Theories
• Behavioral Theory
• Job Characteristics
• Model

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Need (or Content) Theories

• Maslows Hierarchy of Needs
• Alderfers ERG Theory
• McClellands Achievement Motivation Theory

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Maslows theory

• A Deprivation Theory
• An Orderly Hierarchy
• No Retreat
• Made in America

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Alderfers ERG Theory

• Existence
• Relatedness
• Growth

• Deprivation Theory
• Person can descend hierarchy
• Satisfaction-Progression
• Frustration-Regression

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Herzbergs Two-Factor Theory

• Satisfiers
• Dissatisfiers

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McClellands Theory

• Achievement
• Power
• socialized
• personalized
• Affiliation

• Individually Unique
• A Profile of Needs
• Socially Acquired

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Content Theories of Motivation
AlderfersERG Theory
MaslowsNeed Hierarchy
Herzbergs Theory
McClellands Learned Needs
Self- Actualization
Growth
Motivators
Need for Achievement
Esteem
Need for Power
Hygienes
Belongingness
Relatedness
Need for Affiliation
Safety
Existence
Physiological
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Process theories

• Equity Theory
• Expectancy Theory
• Goal Setting

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Expectancy Theory of Motivation
Outcome 1 or -
Outcome 2 or -
Outcome 3 or -
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Expectancy Theory

• Expectancy Terms
• Probability
• Expectancy
• Instrumentality
• Valence
• Effort to Performance
• Performance to Outcome

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Expectancy Issues

• Multiple outcomes are likely
• Perception of outcome values determine choice
• It is a multiplicative model (zero is
  significant)
• Blockages possible from individual and
  organization

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Expectancy Theory in Practice

• Increasing the E-to-P expectancy
• training, selection, resources, clarify roles,
  provide coaching and feedback
• Increasing the P-to-O expectancy
• Measure performance accurately, explain how
  rewards are based on past performance
• Increasing outcome valences
• Use valued rewards, individualize rewards,
  minimize countervalent outcomes

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Equity theory

• I/O I/O

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Equity theoryAn exchange theory

• Equity Terms
• Individual
• Referent Other (comparison)
• Ratio
• Inputs
• Outcomes

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Responses to Inequity

• Change Inputs
• Change Outcomes
• Cognitively Distort own I/O
• Withdraw
• Acting on Other
• Change Referent (comparison) Other

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Effective Goal Setting
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Effect of Goal Difficulty on Performance
High
Area of Optimal Goal Difficulty
Task Performance
Low
Moderate
Challenging
Impossible
Goal Difficulty
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Rewards are typically based on

• Membership Seniority
• Job Status
• Internal External equity
• Competency
• Skill-based pay
• Task Performance

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Performance-Based Rewards

• Individual
• - piece rate - commissions
• - merit pay - bonuses
• Team
• - gainsharing - bonuses
• Organizational
• - profit sharing
• - ESOP (employee owned)

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The Trouble with Rewards

• Rewards Punish
• Rewards rupture relationships
• Rewards ignore reasons
• Rewards discourage risk-taking
• Rewards undermine intrinsic motivation

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Therefore.

• Measure Performance Carefully
• Ensure that Rewards are Relevant
• Use Team Rewards
• Ensure that rewards are valued
• Watch for unintended consequences

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Job Characteristics Model
Critical Psychological States
Core Job Characteristics
Outcomes
Work motivation Growth satisfaction General sati
sfaction Work effectiveness
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Examples of Job Re-Design

• Job Rotation
• Job Enlargement
• Job Enrichment

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Reasons for Job Rotation

• Increases motivation through skill variety
• Fewer repetitive strain injuries
• Creates multi-skilled work force

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Job Enrichment Strategies

• Empowering employees
• giving employees more autonomy
• feeling of control and self-efficacy
• Forming natural work units
• completing an entire task
• assigning employees to specific clients
• Establishing client relationships
• employees put in direct contact with clients

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Obstacles to Job Design

• Difficult to accurately measure job
  characteristics
• More team than individual job design
• Resistance to change
• Problem finding optimal level of enrichment and
  specialization

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Elements of Self-Leadership
Personal Goal Setting
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Albert Elliss Fallacies bad self-talk

• Fallacy of Perfection
• Fallacy of Approval
• Fallacy of Should
• Fallacy of Overgeneralization
• Fallacy of Causation
• Fallacy of Helplessness
• Fallacy of Catastrophic Expectations