Chapter 4 Motivation

Myths of Motivation Money is not a motivator Everyone is motivated by the same things I am Punishment does not motivate Low performance is always attributable to low motivation Lack of motivation stems largely from lazy, apathetic and un-motivated people

Motivation Performance = f ( Motivation x Ability X Opportunity ) Any performance is a multiplicative function of one’s ability, motivation, and opportunity

Expectancy Theory Expectancy Instrumentality Valence understanding of what performance is desired and the belief that effort will lead to a desired level of performance Instrumentality belief that a given level of performance will lead to specific outcomes Valence value that a person places on the outcomes received

Expectancy Theory Full engagement and effort requires high levels of all three beliefs Expectancy theory is based on the individual beliefs and perceptions

Maslow’s Hierarchy of Needs Biological and physiological needs Safety needs Belongingness and love needs Esteem needs Self-actualization needs

Equity Approach to Motivation workers’ perception of the fairness of outcomes they receive on the job Based on social comparison

Potential Actions to Restore Equity Workers can increase their outcomes or decrease their effort Might convince themselves that coworkers are actually working harder than they thought they were

Equity Sensitivity Those high in equity sensitivity are more outcome-oriented and want more than others for the same level of inputs Those low in equity sensitivity pay more attention to their outputs and are less sensitive to equity issues

The Platinum Rule “Treat others how they want to be treated”

McClelland’s Learned Needs Need for power Need for affiliation Need for achievement

McClelland’s Learned Needs Achievement motivated people thrive on pursuing and attaining goals Power motivated individuals see most work situations as an opportunity to influence other people or take control Affiliation motivated people have the desire to establish and maintain friendly and warm relations with others

Goal Setting The Goal Setting effect is that specific, difficult but attainable goals lead to higher performance than no goals or do your best goals

Characteristics of Good Goals Specific Measurable Attainable Relevant Time-bound Efficacious Rewarded

Discussion Question? Which characteristic of good goals is most important? Specific Measurable Attainable Relevant There is no one best answer. All are important.

Common Goal Setting Traps Can create a ceiling effect Can create conditions for game-playing and suboptimization

Question? Which theory of motivation says that people are motivated to repeat behavior that gets rewarded? Job Characteristics Model Equity Theory Reinforcement Theory Cox Leadership Functional Model The correct answer is “C” – see next slide

Reinforcement Theory and Behavior Modification Simple notion that people are motivated to repeat behavior that gets rewarded

Reinforcement Theory and Behavior Modification Performance-related behaviors are identified The frequency of these behaviors is measured The contingencies supporting the current behaviors are identified Behaviorally-based intervention strategy is developed and implemented Resulting performance-related behaviors are measured

Developing and Implementing a Behavioral Strategy Operant conditioning employs strategies involving the addition or removal of pleasant or aversive consequences

Question? In behavior modification, what is behavior that is not followed by any consequence? Punishment Extinction Negative reinforcement Positive reinforcement The correct answer is “B” – extinction. See next slide.

Reinforcement Theory and Behavior Modification Positive reinforcement behavior is linked with a consequence that is considered pleasant by the employee Extinction behavior that is not followed by any consequence

Reinforcement Theory and Behavior Modification Negative reinforcement involves linking desired behaviors with the removal of undesirable consequences Punishment adding an unpleasant consequence as a response to a person’s behavior with the goal of stopping the behavior from happening in the future

Punishment and the “Red Hot Stove” Clear expectations Consistent Timely Powerful

Job Characteristics Model Proposes a link between the vital characteristics of the work itself and psychological states experienced by the worker

Job Characteristics Model Skill variety Task identity Task significance Autonomy Feedback

The MPS Formula

Implementing Concepts for the Job Characteristics Model Combine tasks Group tasks into natural work units Give workers contact with customers Vertically load jobs Open feedback channels

Putting It All Together to Increase Motivation Recognize individual differences in motivation Set good goals Strive for fairness, not equality, in rewards and punishments

Putting It All Together to Increase Motivation Link rewards and punishments to performance Give credit where credit is due Get your hands dirty every now and then

What’s Your Motivation Style? Take an assessment of your motivation style at agelesslearner.com.