CH 2 Motivation KSPE 4250

MOTIVATION The forces that account of the level, direction, and persistence of effort expended to achieve a goal. –Direction = the selection of 1 task when a # of possibilities exist –Level of motivation= strength of the response once the direction has been chosen

MOTIVATION: fallicies Attitudes produce behavior –Behavior produces attitude Work is a process for which the worker receives reward or punishment Fear is an effective motivator –Negative motivation is only a short term answer

MOTIVATION: 5 Factors Need Tension Drive Search behavior Satisfied need

CONTENT THEORIES Internal basis Maslow’s Theory of Needs –Hierarchy with basic needs at bottom Deficit principle = satisfied need is not a motivator Progression principle = a need does not become activated until a lower need is satisfied

CONTENT THEORIES David McClelland= workers are motivated by needs that are acquired as a result of individual life expectancies 3 basic needs –Need for achievement –Need for power –Need for affiliation

McClelland Cont The greater the interaction of the job and the employees psychological needs the greater commitment to the job.

Herzberg 2 factor theory Intrinsic factors: achievement, satisfaction, responsibility, etc Extrinsic factors: supervision, company policy, working conditions –Any lacking extrinsic factor decreased employee satisfaction

Process Theories J. Stacey Adam’s Equity Theory –Workers compare efforts and rewards with others in similar situations –If there is inequity, you an change input or output, change reference sample, or change jobs

Process Theory Cont Vroom’s Expectancy Theory –Expectancy, instrumentality, and valence. –Expectancy = the belief that a person will actually achieve a specific outcome –Instrumentality = the rewards and other outcomes will occur as a result of a successful performance –Valence = the value a person assigns to specific outcomes

Process Theory Cont Vroom’s Expectancy Theory Cont. Variables are in 3 areas

Process Theory Cont 1. Effort-performance: how hard the the achievement of a behavior will be and the probability of achieving it 2. Performance-reward: belief that taking action will get the desired results 3. Attractiveness: the importance a worker places on a preferred outcome that the worker wants

Evaluation Skinner’s operant conditioning 1. + reinforcement 2. Extinction 3. Punishment 4. Avoidance Learning

Evaluation con’t: Clay Hammer 1. Don’t reward uniformly 2. Failing to respond is a negative response 3. Make people aware of criteria to be awarded 4. Let people know when they are doing things wrong 5. Never punish a subordinate in front of others 6. Be fair

Performance Evaluations Successful Performance Evaluations 1. All employees be evaluated 2. Employees must know the criteria they are being eval. By 3. Trust between the evaluator and person being evaluated 4. Give adequate rewards for high performance