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Motivation
InitiationInitiation PersistencePersistence
DirectionDirection
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Basics of Motivation
Extrinsicand Intrinsic
Rewards
Extrinsicand Intrinsic
Rewards
MotivatingPeople
MotivatingPeople
Effortand
Performance
NeedSatisfaction
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Effort and Performance
Job performance how well someone performs the job
Motivation effort put forth on the job
Ability capability to do the job
Situational Constraints external factors affecting performance
Job Performance = Motivation x Ability x Situational Constraints
1.11.1
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Doing the Right Thing
Faking It, Not Making It
With technology, you may be tempted to look like you’re working hard when you aren’t
But, you’re usually leaving “tracks” and“footprints” along the way
Motivation is all about effort. Work hard foryour company, your customers, and yourself.
Faking It, Not Making It
With technology, you may be tempted to look like you’re working hard when you aren’t
But, you’re usually leaving “tracks” and“footprints” along the way
Motivation is all about effort. Work hard foryour company, your customers, and yourself.
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Need Satisfaction
Needs physical or psychological requirements must be met to ensure survival and well being
Unmet needs motivate people
Three approaches: Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Learned Needs Theory
1.21.2
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Adding Needs Satisfaction to the Model
1.21.2
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Maslow’s Hierarchy of Needs
EsteemEsteem
BelongingnessBelongingness
Safety Safety
PhysiologicalPhysiological
Self-ActualizationSelf-Actualization
1.21.2
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Aldefer’s ERG Theory
RelatednessRelatedness
ExistenceExistence
GrowthGrowth
1.21.2
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McClelland’s Learned Needs Theory
AchievementAchievement
AffiliationAffiliation
PowerPower
1.21.2
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Needs Classification
McClelland’sLearned Needs
Alderfer’sERG
Maslow’sHierarchy
Higher-Order Needs
Lower-Order Needs
Self-ActualizationEsteemBelongingness
SafetyPhysiological
GrowthRelatedness
Existence
PowerAchievementAffiliation
Adapted From Exhibit 13.4
1.21.2
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Extrinsic and Intrinsic Rewards
Extrinsic Rewards tangible and visible to
others given contingent on
performance
Intrinsic Rewards natural rewards associated with
performing the task for its own sake
1.31.3
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Extrinsic Rewards
Extrinsic Rewards motivate people to:
Join the organizationRegularly attend their jobsPerform their jobs wellStay with the organization
1.31.3
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Intrinsic Rewards
Intrinsic Rewards include:
Sense of accomplishment
Feeling of responsibility
Chance to learn something new
The fun that comes from performing an interesting, challenging, and engaging task
1.31.3
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The Most Important Rewards
Good benefits
Health insurance
Job security
Vacation time
Interesting work
Learning new skills
Independent work situations
1.31.3
Extrinsic
Intrinsic
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Adding Rewards to the Model
1.31.3
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Motivating with the Basics
Ask people what their needs are
Satisfy lower-order needs first
Expect people’s needs to change
Satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards
1.41.4Adapted from Exhibit 13.6
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Equity Theory
Componentsof
Equity Theory
Reaction toPerceivedInequity
MotivatingPeople UsingEquity Theory
22
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Components of Equity Theory
Inputs employee contributions to the organization
Outcomes rewards employees receive from the
organization
Referents comparison others
Outcome/input (O/I) ratio
2.12.1
Outcomesself
Inputsself
Outcomesreferent
Inputsreferent
=
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Inequity
When a person’s O/I ratio differs from their referent’s O/I ratio
Underreward referent’s O/I ratio is greater than yours experience anger or frustration
Overreward referent’s O/I ratio is less than yours experience guilt
2.12.1
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How People React to Perceived Inequity
Reduce inputs Increase outcomes Rationalize inputs or outcomes Change the referent Leave
2.22.2
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Adding Equity Theoryto Model
2.22.2
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Motivating with Equity Theory
Look for and correct major inequities Reduce employees’ inputs Make sure decision-making processes are fair
distributive justice procedural justice
2.32.3Adapted from Exhibit 13.9
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Expectancy Theory
Motivating withExpectancy
Theory
Motivating withExpectancy
Theory
Components ofExpectancy
Theory
33
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Components of Expectancy Theory
ValenceValence
ExpectancyExpectancy
InstrumentalityInstrumentality
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Adding Expectancy Theory to Model
33
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Increasing Expectancy
One way to increase expectancy is to train employees.
3.13.1
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Motivating with Expectancy Theory
Systematically gather information to find out what employees want from their jobs
Clearly link rewards to individual performance
Empower employees to make decisions which enhance expectancy perceptions
3.23.2Adapted from Exhibit 13.11
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Reinforcement Theory
Componentsof
ReinforcementTheory
Componentsof
ReinforcementTheory
Schedules forDelivering
Reinforcement
Schedules forDelivering
Reinforcement
Motivating withReinforcement
Theory
Motivating withReinforcement
Theory
44
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Reinforcement Theory
44
Reinforcement Theory
A theory that states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently.
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Reinforcement Contingencies
Positive reinforcement desirable consequence strengthens behavior
Negative reinforcement withholding unpleasant consequence
strengthens behavior
Punishment unpleasant consequence weakens behavior
Extinction no consequence weakens behavior
4.14.1
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Adding Reinforcement Theory to Model
4.14.1
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Continuous Reinforcement Schedules
4.24.2
Continuous Reinforcement Schedules
A schedule that requires a consequence to be administered following every instance of a behavior.
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Intermittent Reinforcement Schedules
4.24.2Adapted from Exhibit 13.12
VariableVariable
Interval(Time)
Interval(Time)
Fixed
Ratio(Behavior)
Ratio(Behavior)
consequences followbehavior after a fixed time has elapsed
consequences followbehavior after a fixed time has elapsed
Consequences followbehavior after differenttimes that vary aroundan average time
Consequences followbehavior after differenttimes that vary aroundan average time
Consequences follow a specific number of behaviors
Consequences follow a specific number of behaviors
Consequences followa different number ofbehaviors that vary around an average number
Consequences followa different number ofbehaviors that vary around an average number
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Motivating with Reinforcement Theory
Identify, measure, analyze, intervene, and evaluate
Don’t reinforce the wrong behavior
Correctly administer punishment at the appropriate time
Choose the simplest and most effective schedule of reinforcement
4.34.3Adapted from Exhibit 13.14
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Goal-Setting Theory
55
Goal-Setting Theory relates to the basic model: desire to meet a goal prompts
effort.
PerformancePerformance
EffortEffortInitiationDirectionPersistence
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Goal-Setting Theory
Goal Specificity the clarity of goals
Goal Difficulty how challenging goals are
Goal Acceptance how well goals are agreed to or understood
Performance Feedback information on goal progress
5.15.1
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Adding Goal-Setting Theory to Model
5.15.1
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Motivating with Goal-Setting Theory
Assign specific, challenging goals
Make sure workers truly accept organizational goals
Provide frequent, specific performance-related feedback
5.25.2
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Motivating with the Integrated Model
Motivating with the Basics
Motivating with the Basics
Motivating with Equity Theory
Motivating with Equity Theory
Motivating with Expectancy Theory
Motivating with Expectancy Theory
Motivating with Reinforcement
Theory
Motivating with Reinforcement
Theory
Motivating with Goal-Setting Theory
Motivating with Goal-Setting Theory
66
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Motivating with the Integrated Model
66