1 MOTIVATION

2 MOTIVATION n Force within an individual that initiates and directs behavior n Motivation is inferred and cannot measured n Behavioral outcomes are typically used to measure motivation

3 CONTENT THEORIES n MASLOW n ALDERFER n HERZBERG n McCLELLAND

4 CONTENT THEORIES n Maslow –Self- Actualization –Esteem –Social –Safety –Physiological n Alderfer –Existence –Relatedness –Growth

5 CONTENT THEORIES n Herzberg –Hygiene Factors »Pay, working conditions, job security, etc. –Motivators »Pay, growth opportunities, challenge, visibility, responsibility, etc. n McClelland –Need for Achievement –Need for Affiliation –Need for Power

6 PROCESS THEORIES n SOCIAL LEARNING THEORY n EXPECTANCY THEORY n REINFORCEMENT THEORY n EQUITY THEORY

7 SOCIAL LEARNING THEORY n Human behaviors are learned n We learn from and emulate influential people n So, walk the talk!

8 EXPECTANCY THEORY n PERFORMANCE = f (E, I, V) n Expectancy is the belief that effort will lead to performance n Instrumentality is the perception that that performance is related to rewards n Valence is the value one places on a particular reward

9 REINFORCEMENT THEORY n Human behavior is influenced by consequences n Consequences may be positive or negative n Lack of consequences also influence behavior

10 POSITIVE REINFORCEMENT n Desirable consequence follows the behavior n This positive consequences increases the likelihood of the behavior being repeated

11 NEGATIVE REINFORCEMENT n An undesirable consequence follows the behavior n This undesirable consequence decreases the likelihood of the behavior being repeated

12 NO CONSEQUENCES n No consequences are messages in themselves n Non-reinforcement may results in continuation or extinction of certain behaviors

13 CONTINUOUS REINFORCEMENT n Consequence is applied after every incident n Facilitates early learning n May create reinforcement dependence

14 INTERMITTENT REINFORCEMENT n Consequence is applied from time to time n Used to maintain desired behavior

15 REINFORCEMENT RULES n Consequences must closely follow behavior n There must be clear link between consequence and behavior n Consequence must be of value to the subordinate

16 EQUITY THEORY n Individuals are motivated by the desire to be treated fairly n Individual need for rewards is relative and not absolute n Individuals work, consciously and sub-consciously, to attain relative equity

17 EQUITY EQUILIBRIUM O A O B ___=___ I A I B

18 RESPONSES TO INEQUITY n Individuals alter their input n Individuals attempt to alter rewards n Individuals undergo attitude change n Individuals change reference point n Individuals influence the reference n Individuals leave the situation

19 MOTIVATION LESSONS n Managers can influence motivation n Self-monitoring is critical to effective management n Sensitivity to individual needs and differences is critical n Rewards must be tied to performance n Only valued rewards work