1. Module 14
Motivation

2. Module 14
How do human needs and job designs influence motivation to work?
How do thought processes and decisions affect motivation to work?
What role does reinforcement play in motivation?

3. 14.1 Human Needs and Job Design
Maslow described a hierarchy of needs topped by self-actualization
Alderfer’s ERG theory deals with existence, relatedness and growth needs
McClelland identified acquired needs for achievement, power and affiliation
Herzberg’s two-factor theory focuses on higher-order need satisfaction
The core characteristics model integrates motivation and job design

4. HUMAN NEEDS Maslow’s Hierarchy
Motivation – level, direction and persistence of effort expended at work
Maslow’s hierarchy
Needs
Unfulfilled desires that stimulate people to act
Lower order needs
Physiological, safety and social needs
Higher order needs
Esteem and self-actualization

5. HUMAN NEEDS Maslow’s Hierarchy

6. HUMAN NEEDS Alderfer’s ERG Theory
Existence Needs
are desires for physiological and material well-being. Relatedness needs are desires for satisfying interpersonal relationships.
Relatedness Needs
are desires for satisfying interpersonal relationships.
Growth Needs
are desires for continued psychological growth and development.

7. HUMAN NEEDS McClelland’s Acquired Needs
Three acquired needs that vary in strength among people
Need for Achievement
is the desire to do something better, to solve problems, or to master complex tasks.
Need for Power
is the desire to control, influence, or be responsible for other people.
Need for Affiliation
Is the desire to establish and maintain good relations with other people.

8. HUMAN NEEDS McClelland’s Acquired Needs
Two forms of need for power
Need for personal power
Need for social power

9. HUMAN NEEDS Herzberg Two-Factor Theory
Hygiene Factors found in the job context
working conditions
interpersonal relations
organizational policies
salary
Motivator Factors found in job content
sense of achievement
recognition
responsibility
advancement
personal growth.

10. JOB DESIGN Core Characteristics Model
Allocation of specific tasks to individuals and groups
Job enrichment
Adds opportunities for satisfying higher-order needs to a job by adding opportunities for planning and controlling work

11. JOB DESIGN Core Characteristics Model
Five Core Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback from the job itself

12. 14.2 Thought Processes and Decisions
Equity theory explains how social comparisons can motivate individual behavior
Expectancy theory considers motivation = expectancy x instrumentality x valence
Goal-setting theory shows that well-chosen and well-set goals can be motivating

13. THOUGHT PROCESSES Equity Theory
Equity theory explains how social comparisons can motivate individual behavior
Perceived negative inequity
Attempt to restore equity by working less or quitting
Perceived positive inequity
Attempt to restore equity by extra effort

14. THOUGHT PROCESSES Expectancy Theory
Expectancy theory considers motivation = expectancy x instrumentality x valence
Expectancy
“Can I achieve the desired level of task performance?”
Instrumentality
“What work outcomes will be received as a result of the performance?”
Valence
“How highly do I value work outcomes?”

15. THOUGHT PROCESSES Expectancy Theory

16. THOUGHT PROCESSES Goal Setting Theory
Goal-setting theory shows that well-chosen and well-set goals can be motivating

17. Punishment connects undesirable behavior with unpleasant consequences
14.3 Reinforcement
Operant conditioning influences behavior by controlling its consequences
Positive reinforcement connects desirable behavior with pleasant consequences
Punishment connects undesirable behavior with unpleasant consequences

18. REINFORCEMENT Law of Effect
The law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely to be repeated.

19. REINFORCEMENT Operant Conditioning
Operant Conditioning – B. F. Skinner
Influences behavior by controlling its consequences.
Positive reinforcement strengthens a behavior by making a desirable consequence contingent on its occurrence.
Negative reinforcement strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence.

20. REINFORCEMENT Operant Conditioning
Punishment discourages by making an unpleasant consequence contingent on its occurrence.
Extinction discourages a behavior by making the removal of a desirable consequence contingent on its occurrence.

21. REINFORCEMENT Operant Conditioning

22. REINFORCEMENT Positive Reinforcement
Positive reinforcement connects desirable behavior with pleasant consequences
Law of contingent reinforcement
Reward only when desirable behavior is demonstrated
Law of immediate reinforcement
Reward immediately after the desirable behavior is demonstrated

23. REINFORCEMENT Positive Reinforcement
Shaping
Creating a new behavior by positive reinforcement of similar behaviors
Continuous reinforcement
Reward every time behavior is exhibited
Intermittent reinforcement
Reward behavior periodically

24. REINFORCEMENT Punishment
Connects undesirable behavior with unpleasant consequences
Deny a reward
No raise/pay reduction
Reprimand

25. Module 14 Case
Pixar Animation Studios – Home of the Creative Geniuses