session xix
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7/29/2019 Session XIX
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Session XIX
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Process Perspectives of
Motivation
Why people choose certain behavioral options to
satisfy their needs and how they evaluate their
satisfaction after they have attained their goals.
Process perspectives of Motivation Expectancy Theory
Porter-Lawler Extension of Expectancy Theory
Equity Theory Goal Setting Theory
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The Expectancy Model of
Motivation
Environment
Motivation Effort Performance
Ability
Outcome
Outcome
Outcome
Valence
Outcome Valence
Outcome Valence
Valence
Valence
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Equity Theory:A Process Perspective
Individuals equate value of rewards to effort andcompare it to other people.
Inputs/OutcomesComparison of
self with others
Equity
Inequity
Motivation to maintain
current situation
Ways to reduce inequity Change inputs Change outcomes Alter perceptions of self Alter perceptions of other
Leave situation Change comparisons
outcomes(self)
inputs (self)
=outcomes (other)
inputs (other)
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Goal-Setting TheoryA Process Perspective
Difficulty
Extent to which a goal is challenging and requires effort.
Specificity
Clarity and precision of the goal.
Acceptance
Extent to which persons accept a goal as their own.
Commitment Extent to which an individual is personally interested inreaching a goal.
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Goal-Setting TheoryA Process Perspective
Satisfaction
Goal
difficulty
Goalspecificity
Goal
acceptance
Goalcommitment
Intrinsic
Rewards
ExtrinsicRewards
Goal-Directed Effort
Organizational
support
Individualabilities & traits
Performance
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Reinforcement Perspectives on
Motivation
Reinforcement Theory Explains the role of rewards as they cause behavior
to change or remain the same over time
Reinforcement Contingencies
Positive Reinforcement strengthens behavior byproviding a desirable consequence.
Avoidance strengthens behavior by allowing escape
from an undesirable consequence.
Punishment weakens behavior by providing anundesirable consequence.
Extinction weakens behavior by not providing a
desirable consequence.
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Reinforcement TheoryReinforcement Schedules
Fixed Interval
Reinforcement applied at fixed time intervals,
regardless of behavior
Variable Interval Reinforcement applied at variable time intervals
Fixed Ratio
Reinforcement applied after a fixed number of
behaviors, regardless of time
Variable Ratio
Reinforcement applied after a variable number of
behaviors, regardless of time
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Other Motivational Strategies
Empowerment
Participation
Variable Work Schedules
Compressed work schedule
Flexible Work Schedules
Flextime
Job Sharing
Telecommuting
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Designing Effective Reward
Systems
General Rules Reward system must meet an individuals needs
Rewards should compare favorably with other
organizations
Distribution must be perceived to be equitable
Reward system must recognize different needs
New Approaches Merit system
Incentive system
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Kinds of motivation
On the basis of approach:
Positive motivation:
Positive motivation implies creation of an
environment in which people can satisfy their
needs and aspirations. Under it rewards andincentives are offered too inspire employees. All
necessary facilities are provided to workers.
They are offered prizes and rewards for best
performance. Positive motivation removes thepsychological barrier and develops a sense of
affiliation.
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Negative motivation:
Negative motivation involves creating a
sense of fear or unhelpful environment.
Workers who do not perform well arepenalized. There is a cut in their facilities
and remuneration. Demotion layoff are
other punitive measures which the workershave to suffer in case their performance
does not come up to the desired level.
On the basis of approach
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On the basis of type of incentives
used
Financial motivation:
Financial motivation implies use of
monetary benefits to inspire employees.
Financial incentives include wages and
salaries, bonus, fringe benefits, retirement
benefits, etc. money plays an important
role in motivation.
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On the basis of type of incentives
used
Non financial motivation;
Non financial motivators are not associated with
monetary rewards these include recognition of
work done, greater involvement in decisionmaking, responsibility, challenging job, etc.,
praise, competition, knowledge of results,
suggestion system, opportunity for growth are
other important non-financial motivators.
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On the basis of nature of reward
used
Extrinsic motivation:
Extrinsic motivation do not occur on the
job but around the job. These factors
include pay, allowance, bonus, fringe
benefits. Extrinsic reward may be direct
which are linked with performance and
indirect compensation like free housing,conveyance, medical facilities, etc.
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On the basis of nature of reward
used
Intrinsic motivation:
Intrinsic motivation occurs on the job andprovides satisfaction while the job is being
performed. Intrinsic or internal motivatorsinclude status, authority, participation,challenging task, etc.
Variety of work, freedom for discretion,greater responsibility, opportunity foradvancement are also intrinsic rewards.
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