2. Motivation Section 5 Why are people motivated to do those things? VIDEOVIDEO

3. Leaders are Readers Peter Drucker The Effective Executive (1967) “Morale in an organization does not mean that “people get along together”; the test is performance, not conformance.”

4. Elements of Work Motivation Direction of Behavior When faced with obstacles how hard does a person keep trying to perform a chosen behavior successfully? How hard does a person work to perform a chosen behavior? Which behaviors does a person choose to perform In an organization? Level of Effort Level of Persistence

5. Motivation Directly or Indirectly Dominates Organizational Behavior Personality, PsyCap, etc….motivational propensities Psychological contracts Goal Setting Theory O.B. Modification Compensation Social Identity Theory WHY do people do what they do? What drives motivation to engage, motivation to withdraw, motivation to perform, motivation to quit?

6. Catch 22 Motivation is rarely the core issue Abilities Job Design Tools at Work Leadership All problems are not solved by having motivated employees

7. The Process of Motivation

8. Individual Approaches

9. Primary Motives Human motives are variously called physiological, biological, unlearned, or primary. Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based. Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs. What are some examples of Primary Motives?

10. General and Secondary Motives General Motives The Curiosity, Manipulation, and Activity Motives The Affection Motive Secondary Motives The Power Motive The Achievement Motive The Affiliation Motive The Security Motive The Status Motive Intrinsic versus Extrinsic Motives Intrinsic- Behavior for it’s own sake Extrinsic- Based on acquisition of material or social rewards or

11. 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

12. 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 Different than the importance of control in the workplace (e.g., Univ of Texas Study on dying prematurely)

13. 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

14. (e.g., from psychology to Org Behavior) From Individual to Work Motivation Approaches

15. Work-Motivation Approaches