Discussion One Professor Estenson Slides Basic Motivation Concepts Why do human behave the way they do?

3 Groups of Motivational Theories Internal –Suggest that variables within the individual give rise to motivation and behavior –Example: Maslow’s hierarchy of needs theory Process –Emphasize the nature of the interaction between the individual and the environment –Example: Expectancy theory External –Focus on environmental elements to explain behavior –Example: Two-factor theory

Early Philosophers of Motivational Theories Max Weber work contributes to salvation Protestant work ethic Sigmund Freud delve into the unconscious mind to better understand a person’s motives and needs

Early Philosophers of Motivational Theories Adam Smith “enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people Frederick Taylor founder of scientific management; emphasized cooperation between management and labor to enlarge company profits

Maslow’s Hierarchy of Needs Physiological Safety and Security Love (Social) Esteem SA Lowest to highest order

Motivational Theories X and Y McGregor Theory X A set of assumptions of how to manage individuals who are motivated by lower order needs Theory Y A set of assumptions of how to manage individuals who are motivated by higher order needs

McClelland’s Need Theory: Need for Achievement Need for Achievement – a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

McClelland’s Need Theory: Need for Power Need for Power – a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life

McClelland’s Need Theory: Need for Affiliation Need for Affiliation – a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

Adam’s Theory of Inequity Inequity – the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

PositiveOutcomes>Outcomes Equity Inputs Inputs EquityOutcomes=Outcomes Inputs Inputs NegativeOutcomes<Outcomes Equity Inputs Inputs Person Comparison other Equity and Inequity at Work

Expectancy Model of Motivation PerformanceReward Effort Perceived effort – performance probability Perceived value of reward Perceived performance – reward probability “What are my chances of getting the job done if I put forth the necessary effort?” “What are my chances of getting the rewards I value if I satisfactorily complete the job?” “What rewards do I value?”

Job Characteristics Model Skill Variety Task Identity Task Significance Autonomy Feedback

Rule Breaking First break all the rules: What the world’s greatest managers do differently. Buckingham & Coffman Do I know what is expected of me at work? Do I have the materials and equipment I need to do my best work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my manager, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my organization make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow?

Discussion One Personality and Emotions

Personality “The sum total of ways in which an individual reacts and interacts with others.”

Contributing Factors Heredity –Hardwired parts of the brain that maybe modified through experience Environment –External pressures that modify brain functions

Personality Traits Meyers-Briggs –Extroverted (outgoing, sociable and assertive) vs. Introverted (quiet and shy) –Sensing (practical and prefer routines and order) vs. Intuitive (rely on unconscious processes) –Thinking (reason and logic) vs. Feeling (personal values and emotion) –Judging (want control) vs. Perceiving (flexible)

Five factor model of personality Extroversion (gregarious, assertive, and social. Introversion (reserved, timid, quiet) Agreeableness (cooperative, warm and trusting. Low Agreeableness (cold, disagreeable, and antagonistic) Conscientiousness (responsible, organized, dependable, and persistent). Low scores (easily distracted, disorganized, and unreliable) Emotional Stability (calm, self-confident, and secure) Low scores (nervous, anxious, depressed, and insecure) Openness to Experience (creative, curious, and artistically sensitive). Low scores (conventional and comfortable with the familiar)

Major Personality Attributes Locus of Control Machiavellianism –Ends justifies means. “If it works use it” Self-Esteem –Degree people like or dislike themselves Self-Monitoring –Ability of adjusting behavior to match external situations Risk Taking Type A & B personalities –Type A- in motion, impatient, multi-tasking, cannot relax, obsessed with numbers and acquisition of things Proactive personality –Identify opportunities, show initiative, take action, and preserver

Locus of Control (Master of own fate) Internals –They control what happens to them Externals –What happens to them depends on forces outside their control such as luck or chance.

Emotions Affect –Broad range of feelings that people experience Emotions –Intense feelings that are directed at someone else or something Moods –Less intense than emotions and not tied to situation.

Felt –Actual emotions Displayed –Emotions required by organization or position Emotional dissonance –Inconsistency between how we feel and emotions we must project

Emotional Intelligence Self-Awareness Self-Management Self-Motivation Empathy Social Skills