1. CHAPTER 5
Motivation

2. Motivation is an internal force that energizes, guides, and maintains behavior toward a goal.

3. Motivation and work
Defining motivation: energization, guidance, and maintenance
Career motivation: career resilience, career identity, career insight
career resilience: the ability to adapt to changing circumstances (maintenance)
career identity: the degree to which one defines oneself in terms of one’s work (direction)
career insight: the clarity of an individual’s career goals and self-insight (energization)

4. Motivation and rewards: a double-edged sword
Reinforcement approaches
Stimulus, response, rewards
Contingent relationship (e.g., piece work, commissions)
Contingent and noncontingent reward systems (e.g., base pay plus commissions combines both)
Work quality and productivity
Quality of performance
Performance-based pay systems (e.g., profit sharing)
Intrinsic versus extrinsic motivation: high pay and stimulating work may be an optimal combination

5. Reinforcement: Description and workplace example
Stimulus
An object or event
that elicits a response
Workplace example
The presence of a
supervisor
Response
A measure of
performance
Workplace example
Productivity
Reward
Something valued by
the employee
Workplace example
Pay

6. Motivation and rewards: a double-edged sword
Reinforcement approaches
Stimulus, response, rewards
Contingent relationship (e.g., piece work, commissions)
Contingent and noncontingent reward systems (e.g., base pay plus commissions combines both)
Work quality and productivity
Quality of performance
Performance-based pay systems (e.g., profit sharing)
Intrinsic versus extrinsic motivation: high pay and stimulating work may be an optimal combination

7. Needs and motivation: the essentials of work
Maslow’s need theory: from deficiency to growth
Need hierarchy: deficiency (biological) versus growth (psychological) needs
Deficiency needs: physiological and safety needs
Growth needs: social needs, esteem needs, and self-actualization needs
Maslow’s theory and motivation at work: the crucial links
Alderfer’s ERG theory: an alternative to Maslow?
Existence needs
Relatedness needs
Growth needs

8. Maslow’s hierarchy of human needs

10. Needs and motivation: the essentials of work
Maslow’s need theory: from deficiency to growth
Need hierarchy: deficiency versus growth needs
Deficiency needs: physiological and safety needs
Growth needs: social needs, esteem needs, and self-actualization needs
Maslow’s theory and motivation at work: the crucial links
Alderfer’s ERG theory: an alternative to Maslow?
Existence needs
Relatedness needs
Growth needs

12. Process views of motivation: how does motivation work?
Expectancy theory: motivation follows from a set of beliefs (expectancy X instrumentality X valence = motivation)
expectancy: behavior A leads to good performance
instrumentality: good performance leads to a reward
valence: the reward has value to me
Self-efficacy: the importance of believing in yourself (knowledge  self-efficacy  action)

13. Expectancy theory: An overview
Also important are:
Skills and abilities
Role perceptions
Opportunities to perform one’s job
Expectancy
“If I work hard, I
will perform well.”
Instrumentality
“If I perform well, I
will get rewarded.”
Valence
“I value and want
the reward.”
Motivation
“I am motivated
to work hard.” X X =

14. Process views of motivation: how does motivation work?
Expectancy theory: motivation follows from a set of beliefs (expectancy X instrumentality X valence = motivation)
expectancy: behavior A leads to good performance
instrumentality: good performance leads to a reward
valence: the reward has value to me
Self-efficacy: the importance of believing in yourself (knowledge  self-efficacy  action)

15. Self-efficacy Knowledge “I know how it’s done” Self-efficacy
“I know that I can do it”
Action
“I will do it” X

16. Fairness and motivation
Social equity: input, outcomes, equity,
and inequity
The overbenefited versus the underbenefited

17. Equity at work: What you contribute versus what you get back in return
$100,
________ = ___
$1,000,
SALES LEADER
$200,
_________ = ___
$2,000,
BOSS’S NEPHEW
$100,
________ = ___
$500,
In this example, you and the sales leader are being treated equitably relative to each other, but you are both being treated inequitably relative to the boss’s nephew.