Title: Intrinsic and Extrinsic Needs and Rewards
1Intrinsic and Extrinsic Needs and Rewards
- Intrinsic - Higher needs, Internal
- Accomplishment, competence, fulfillment,
- self-determination received from the process of
action
- Extrinsic - Lower needs, External
- Material comfort, safety, security given by
another person
2Content vs. Process Motivation Theories
- Content theories
- explain why people have different needs at
different times - Process theories
- describe the processes through which needs are
translated into behavior. Process theories try
to explain why and how people are motivated.
3Basic Model of Motivation
4Needs Hierarchy Theory
Needs HierarchyTheory
Self- Actualization
- Maslow arranged five needs in a hierarchy
- Satisfaction-progression process
- People who experience self-actualization desire
more rather than less of this need
Esteem
Belongingness
Safety
Physiological
5Maslows Hierarchy of Needs
6Acquired Needs Theory by David McClelland
- Need for Achievement -Desire to accomplish
something difficult, attain high standards of
success, master complex tasks, surpass others
- Need for Affiliation -Desire to form close
personal relationships and friendships, avoid
conflict
- Need for Power -Desire to influence or control
others, be responsible and have authority over
others
7Frederick Herzberg Two-Factor Theory
Highly Satisfied Neither Highly
Dissatisfied
Motivators influence level of satisfaction
Motivators Achievement Recognition Responsibility
Work itself Personal growth
Hygiene Factors Work Conditions Pay/security Comp
any Policy Supervisors Interpersonal Rel.
Hygiene factors influence level of dissatisfaction
8Implications of Content Theories
- Balance competition/cooperation by rewarding
individual achievement and teamwork - Offer employees a choice of rewards
- people have different needs at different times
- Support the drive to learn by providing new
learning opportunities - Dont rely too much on financial rewards
9Key Elements ofExpectancy Theory
Will putting effort into the task lead to the
desired performance?
Will high performance lead to the desired outcome?
Are the available outcomes highly valued?
10Assumptions - Expectancy
- Workers are motivated to receive positive
outcomes and avoid negative ones - Workers are rational, careful processors of
information - Workers can make choices about how they behave,
act, and how much effort they exert
11Expectancy 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
12Equity Defined
- A State of psychological comfort
- Exists when an individuals input to outcome
ratio is equal to the ratio of the comparison
other
13Elements of Equity Theory
- Outcome/input ratio
- inputs -- what employee contributes (e.g. skill)
- outcomes -- what employees receive (e.g. pay)
- Comparison other
- person/people we compare ratio with
- not easily identifiable
- Equity evaluation
- compare outcome/input ratio withthe comparison
other
14Overreward vs Underreward Inequity
You
Comparison Other
15Consequences of Inequity
- Change inputs
- Change outcomes
- Change perceptions
- Leave the field
- Act on the comparison other
- Change the comparison other
16Equity Sensitivity
- Benevolents
- Tolerant of being underrewarded
- Equity Sensitives
- Want ratio to be equal to the comparison other
- Entitleds
- Prefer receiving proportionately more than others
17Goals are Motivational
- Because you can choose where you want to go
- You know exactly what to do
- Can provide short and long term vision
- Fosters planning and resource evaluation
18Effective Goal Setting
19Effect of Goal Difficulty on Performance
High
Area of Optimal Goal Difficulty
Task Performance
Low
Moderate
Challenging
Impossible
Goal Difficulty
20Outcomes of Goal Setting
- Greater productivity and sales
- Improved performance
- Improved self-confidence
- Increases motivation to achieve
- Increases pride and satisfaction
- Helps reduce negative attitudes toward
work/increases morale
21Research Suggests Those who use Goal Setting
- Suffer less from stress and anxiety
- Concentrate better
- Show more self-confidence
- Perform better
- Are more satisfied with their jobs
22Behavior Modification
- We operate on the environment
- Alter behavior to maximize positive and minimize
adverse consequences. Behavior is a function of
its consequences - Operant means voluntary or learned behavior as
opposed to reflexive or unlearned behavior - Law of effect
- Likelihood that an operant behavior will be
repeated depends on its consequences
23A-B-Cs of Behavior Modification
Example
24Reinforcement Perspectiveon Motivation
- Positive Reinforcement increase strength and
frequency of a behavior by providing something
pleasing - Negative Reinforcement increase strength and
frequency of a behavior by the removal or
avoidance of a consequence (stop criticizing and
good performance results) - Punishment decrease strength and frequency of a
behavior by giving the employee something
displeasing or taking away something pleasing - Extinction decrease strength and frequency of a
behavior by providing no consequence
25Contingencies of Reinforcement
Consequence is Introduced
Consequence is Removed
No Consequence
Behavior Increases/ Maintained
Positive reinforcement
Negative reinforcement
Punishment
Extinction
Punishment
Behavior Decreases
26Behavior Modification Limitations
- Cant reinforce nonobservable behavior
- Reinforcer tends to wear off
- Variable ratio schedule is a form of gambling
- Ethical concerns about perceived manipulation
27OrganizationwideMotivational Programs
- Employee ownership - Psychological, stock
- Pay for knowledge - Skills possessed
- Pay for performance - Results
- Job enrichment - High level, more tasks